HRM Class 13 2011.04.12 BB Handouts

8/11/2019 HRM Class 13 2011.04.12 BB Handouts

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College of Public HealthCollege of Public Health

HSRA 841/CPH 562HSRA 841/CPH 562

Public Human Resources ManagementPublic Human Resources Management

Spring 2011

HSRA 841/CPH 562HSRA 841/CPH 562

Public Human Resources ManagementPublic Human Resources Management

Health Safety & Preparedness

Apri l 12, 2011

Budgeting

Nizar Nizar WehbiWehbi,, MD, MPH, MBAMD, MPH, MBA

ObjectivesObjectives

How to develop and maintain a safe workplaceenvironment

How to construct and implement disaster plans

Understand the fundamentals of labor budget and its role in

human resources management How to measure employee productivity and forecast future

staffing needs

Understand the significance of outsourcing services andthe impact of mergers and acquisitions

Relationship between workplace environment andproductivity



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Workplace SafetyWorkplace Safety

The Nature and Role ofThe Nature and Role of

Safety and HealthSafety and Health

Safety - Protecting employeesfrom injuries caused by work-related accidents

- 'from physical or emotionalillness

Results from OSHAResults from OSHA

Helped cut workplace fatalities by morethan 60% and occupational injury andillness by 40%

At same time U.S. em lo ment has more than doubled from 56 millionworkers at 3.5 million work sites to 147million workers at 7.2 million sites



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Occupational Safety and Health AdministrationOccupational Safety and Health Administration

Occupational Safety and Health Act of 1970created Occupational Safety and Health

Administration Aims to ensure worker safety and health in

. .employees to create better workingenvironments

Requires employers to provide safe andhealthy place to work and this responsibilityextends to providing safe employees

General Duty ClauseGeneral Duty Clause

Employers haveresponsibility to furnish aworkplace free from

are causing or are likely tocause death or seriousphysical harm

Mission of OSHAMission of OSHA

Promote and assureworkplace safety and

health and reduceworkplace fatalities,injuries, and illnesses



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OSHA’s Current ThrustOSHA’s Current Thrust

Give employers choice betweenpartnership and traditional enforcement

Inject common sense into regulation andenforcement

Eliminate red tape

Possible Financial PenaltiesPossible Financial Penalties

Serious hazard citation has maximumpenalty of $7,000

Willful citation might have maximumamount of $70,000 per violation

If 10 employees were exposed to onehazard the employer intentionally did noteliminate, penalty amount wouldimmediately jump to $700,000

OSHA InspectionOSHA Inspection

Average employer will not likely seeOSHA inspector unless employeeinstigates inspection

70% of OSHA inspections resulted from

em lo ee com laints Employer has option of denying inspector

access to work site

If the employer refuses access to viewcertain documents, OSHA must obtain anadministrative subpoena



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Employee Can Legally RefuseEmployee Can Legally Refuse

to Work Whento Work When

Employee reasonably fears death, disease,

or serious physical harm Harm is imminent

get problem corrected

Worker has notified employer aboutcondition and requested correction, butemployer has not taken action

Focus of Safety ProgramsFocus of Safety Programs

1. Unsafe employee actions - Createpsychological environment and employeeattitudes that promote safety

2. Unsafe workin conditions - Develo and maintain safe physical workingenvironment

Reasons for Management Suppor tReasons for Management Suppor t of of

Safety ProgramsSafety Programs

Personal loss

Financial loss to injured employees

Lost productivity

g er nsurance prem ums

Possibility of fines and imprisonment

Social responsibility



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Developing a Safety ProgramDeveloping a Safety Program

Job hazard analysis - Key to determining

and implementing necessary controls,procedures, and training

Job Hazard Analysi sJob Hazard Analysi s

Technique that focuses on job tasks as away to identify hazards before they occur.

It focuses on the relationship between theworker, the task, the tools, and the workenvironment.

Ideally, after you identify uncontrolledhazards, you will take steps to eliminate orreduce them to an acceptable risk level.

OSHA, 2002. Job Hazard Analysis

How to conduct Job Hazard AnalysisHow to conduct Job Hazard Analysis

Involve your employees

Review your accident history

Conduct a preliminary job review

List rank and set riorities for hazardous jobs

Outline the steps or tasks.




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How to identify workplace hazards?How to identify workplace hazards?

What can go wrong?

What are the consequences? How could it arise?

What are other contributin factors?

How likely is it that the hazard will occur?


Hazards in theHazards in the

Biological FactorsBiological Factors

Infectious/biological agents, such as bacteria, viruses,fungi, or parasites

Transmitted by contact with infected patients or

contaminated body secretions/fluids Airborne/Bloodborne

Human immunodeficiency virus (HIV)

Vancomycin resistant enterococcus(VRE)

Methicillin resistant staphylococcus aureus (MRSA)

Hepatitis B virus

Hepatitis C virus

Tuberculosis



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Chemical FactorsChemical Factors

Various forms of chemicals that are potentially toxic or

irritating to the body system medications, solutions, and gases Ethylene oxide,

formaldehyde, glutaraldehyde, waste anesthetic gases,hazardous dru s suchas c totoxic a ents, entamidine ribavirin

Inhalational anesthetics

Aerosolized pharmaceuticals

Pharmaceuticals (including antineoplastic drugs)

Psychological FactorsPsychological Factors

Psychological Factors and situations encountered orassociated with one's job or work environment thatcreate or potentiate stress, emotional strain, an/orother interpersonal problems

Physical FactorsPhysical Factors

Physical Agents within the work environment that cancause tissue trauma

Radiation

Lasers

o se

Electricity

Extreme temperatures

Workplace violence



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Environmental, Mechanical/BiomechanicalEnvironmental, Mechanical/Biomechanical

FactorsFactors

Cause or potentiate accidents, injuries, strain, or

discomfort Tripping hazards

Unsafe/unguarded equipment

r qua ty

Slippery floors

Confined spaces

Cluttered or obstructed work areas/passageways

Awkward postures,

Vibration, temperature extremes, repetitive/prolongedmotions or activities, lifting and moving patients

Latex AllergyLatex Allergy

It is estimated that 8-12% of health care workers arelatex sensitive.

Between 1988-1992, the FDA received more than1,000 reports of adverse health effects from exposureo a ex, ncu ng ea s ue o suc exposure.

Reproductive HazardsReproductive Hazards

Reproductive hazards are substances or agents thatmay affect the reproductive health of women or menor the ability of couples to have healthy children.These hazards may cause problems such as

, , .

OSHA has standards specific to chemicals such aslead; 1, 2-Dibromo-3 Chloropropane; and ethyleneoxide that are known to have an adverse effect on thereproductive system.



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Repetiti ve Stress Inju ries (RSI)Repetiti ve Stress Inju ries (RSI)

Group of conditions caused by

placing too much stress on jointand happens when same action isperformed repeatedly

Account for 25% of cases involvingdays away from work

Responsible for nearly 60% of allwork-related illness

Carpal Tunnel Syndrome (CTS)Carpal Tunnel Syndrome (CTS)

Results from pressure on median nerve inwrist due to repetitive flexing andextending of wrist

away from work

Accounted for $1 billion in workers’compensation claim benefits, or about anaverage of $20,000 each

ErgonomicsErgonomics

Study of human interaction with tasks,equipment, tools, and physical environment

Goal is to fit machine and work environment

to person, rather than require person tomake the adjustment

All attempts to structure work conditions sothat they maximize energy conservation,promote good posture, and allow workers tofunction without pain or impairment



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Workplace ViolenceWorkplace Violence

OSHA defines workplace violence asphysical assault, threatening behavior,

verbal abuse, hostility, or harassmentdirected toward employees at work or on


Murder is number-one workplace killer ofwomen and third-leading cause of death formen, after motor vehicle accidents andmachine-related fatalities

One in 10 employees have personallyexper ence v o ence

The Bureau of Labor Statistics (BLS) reportsthat there were 69 homicides in the healthservices from 1996 to 2000




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Legal Consequences of Workplace ViolenceLegal Consequences of Workplace Violence

Civil lawsuits claiming negligent hiring

or negligent retention Negligent retention - Company keeps

ersons on a roll whose records indicate strong potential for wrongdoingand fails to take steps to defusepossible violent situation

Preventive ActionsPreventive Actions

Ban weapons on property, including parkinglots

Under suspicious circumstances, requireemployees to submit to weapons searches

Policy of zero tolerance toward violence orthreats of violence

Have employees report all suspicious orviolent activity

Preventive Actions (Cont.)Preventive Actions (Cont.)

Relationships with mental health experts forrecommendations in dealing withemergency situations

Train managers and receptionists torecognize warning signs of violence andtechniques to diffuse violent situations

Equip receptionists with panic buttons toalert security instantly



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Nature of StressNature of Stress

Body’s nonspecific reaction to any

demand made on it Potential consequences - Diseases

that are leadin causes of death ma even lead to suicide

Stressful jobs - Lack of employeecontrol over work

Twelve Jobs with Most StressTwelve Jobs with Most Stress

1. Laborer

2. Administrative Assistant

7. Manager/

Administrator

8. Waitperson.

4. Clinical LabTechnician

5. Office Manager

6. Foreman

. ac neOperator

10. Farm Owner

11. Miner

12. Painter

Sources of StressSources of Stress

Organizational Factors

Corporate Culture

The Job itself

Working conditions

Personal Factors Family

Financial

General Environment

Economic uncertainties

War or threat of war

Threat of terrorism

Long commutes in rush-hour traffic



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BurnoutBurnout

Individuals lose sense of basic purposeand fulfillment of work

Body or mind can no longer handleoverwhelmingly high demands

,turnover

Individuals in helping professions seem tobe most susceptible to burnout

Danger : It is contagious!

BurnoutBurnout

Individuals lose sense of basic purposeand fulfillment of work

Body or mind can no longer handleoverwhelmingly high demands

,turnover

Individuals in helping professions seem tobe most susceptible to burnout

Danger : It is contagious!

Effects of BurnoutsEffects of Burnouts

Physical symptoms (tiredness)

Emotional symptoms

↑ absenteeism

↑ in errors in decision making

↑ p me a e osp a

Higher morbidity rate

↑ medication errors



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Trends & Innovations: Some Are Paid to BeTrends & Innovations: Some Are Paid to Be

Healthy; Some Have to Pay Because They AreHealthy; Some Have to Pay Because They Are

UnhealthyUnhealthy

Many organizations increasingly usingfinancial incentives to encourage

May be a discount on premiumcontributions or cash

Some employees lose their healthcoverage because they do not cooperate

Wellness ProgramsWellness Programs

Traditional view is changing: Health isdependent on medical care and is simplyabsence of disease

Optimal health can be achieved through, ,

and healthy lifestyles

Physical Fitness ProgramsPhysical Fitness Programs

Most commonly offered in-house corporate wellnessprograms involve efforts to

romote exercise andfitness

Reduce absenteeism,accidents, sick pay



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Substance AbuseSubstance Abuse

Alcohol Abuse

Drug Abuse

Medication Abuse

Drug AbuseDrug Abuse

More than 1 in 12 American workers report abusingdrugs regularly

Drug-using employees 3.5 times more likely to beinvolved in workplace accident and 5 times more

’

Absenteeism among illegal drug users is up to 16times greater than other workers

60% of employed drug users work for smallerbusinesses

Substance Abuse Free WorkplaceSubstance Abuse Free Workplace

Drug-Free Workplace Act of 1988 requiressome Federal contractors and all Federal

grantees to agree that they will providerug- ree wor p aces as con on oreceiving a contract or grant from a Federalagency



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EstablishingEstablishing a Substance Abuse Freea Substance Abuse Free

WorkplaceWorkplace

Establish a Drug and Alcohol Free Policy

Provide Education and Training

Implement a Drug-Testing Program

Create an Employee Assistance Program

Employee Assistance Prog rams (EAP)Employee Assistance Prog rams (EAP)

Comprehensive approach that manyorganizations have taken to deal withnumerous problem areas such as burnout,alcohol and dru abuse, and otheremotional disturbances

Employee Assistance Programs (EAPEmployee Assistance Prog rams (EAP))

Drug Free Workplace Act of 1988requires access to EAPs for federal

employees and employees of firms withgovernment contracts

Primary concern is getting employees touse program



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SmokeSmoke--Free WorkplacesFree Workplaces

Secondhand smoke can increase risk ofcancer

Some states ban smoking in workplace

Some business owners have takenpersonal stand against smoking

Some reject employment applications ongrounds would-be employee is a smoker

DiscussionDiscussion



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Readings

Employee WellnessEmployee Wellness

Wright et al.Wright et al.

Studied health risk levels and charged medicalclaims costs

2 years medical claims

Six companies

.

Delphi

Steelcase, Inc.

Xerox Corp.

The Progressive Corp

Bank One



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Wright et al.Wright et al.

Total of 165,770 employees

21,124 completed the HRA

Health Risk Assessment by CDC and U.

Has 25 health related risk factors (smoking,alcohol, cholesterol, stress)

Risk levels: low, medium, high

WrightWright -- FindingsFindings

High risk levels 15% - 31% medicalcosts

Study population 24% - 40% medicalcosts

i.e. around 75% of medical costs are fromthe high risk group

Health programs may decrease health risksand to control medical expenses

Indirect CostsIndirect Costs

Employers incur indirect costs whenemployees are not feeling well

Low productivity (presenteeism)

Depression

Arthritis

Back pain



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BMI & Physical ActivityBMI & Physical Activity

Employees

physically active or very active vs. Sedentary

$250 less in health costs/yr

ys ca y ac ve vs. se en ary o ese

$450 less

If the obese adopt a physically activelifestyle

Savings of 1.5% of health care costs

Health ProgramsHealth Programs

Decrease short-term and long-term

disability absence days

Reduce the risk status of em lo ees

Retain low risk group at low risk level

Increase productivity



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Personal Wellness Profile™ questionnairePersonal Wellness Profile™ questionnaire

75 questions

Age, gender, ht, wt Health Information: family/personal history, bodily

pain, current symptoms

Physical Activity: exercise, daily activities

Eating Practices: snacks, fast food, fat, protein, fiberintake

Alcohol, drugs, tobacco

Personal Wellness Prof ile™ questionnairePersonal Wellness Prof ile™ questionnaire

(cont’d)(cont’d)

Stress and coping

Social Health: relationships, social activity, socialsupport

Safety Practices: Seat belts, helmets, smokedetectors

Medical Care: Sick days, doctor visits, preventiveexams

Health view: Readiness to change, perceivedhealth,

Health interests

Health Screening SessionHealth Screening Session

Participants arrive fasting for 8-12 hours

Data collected : height, weight, heart andrespiration rates, blood pressure

Flexibilit and stretchin limits Blood sample is drawn for hemoglobin,

cholesterol, HDL, LDL, triglycerides, andglucose analyses



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Personal Wellness Profi le™Personal Wellness Profi le™

Results of the blood work

A summary: wellness scores, fitness score,heart health, nutrition, cancer risk,osteoporosis…

The summary includes health risk scores

For example, a BMI greater than 25 is countedas a risk factor for cardiovascular disease

Cholesterol greater than 240

Substance Use ScoreSubstance Use Score

Rating CriteriaRating Criteria



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Recommended ActionRecommended Action

Recommended ActionRecommended Action

Good Health PracticesGood Health Practices



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Recommended ModulesRecommended Modules

The only way to keep your health is to eat The only way to keep your health is to eat

what you don't want, drink what you don't what you don't want, drink what you don't

like, and do what you'd rather notlike, and do what you'd rather not

Mark TwainMark Twain

Study ObjectivesStudy Objectives

Differences in measurements

2001 vs. 2005

, , , ,Trig, glucose, hosp. Days, sick days, BMI



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Risk FactorsRisk Factors

Cardiovascular

Cancer Accidents

Diabetes

Liver Cirrhosis

Suicide

Disease Status

Year 2001 Year 2005 p-value #

Significa

nce Trend Good/Bad

Systolic BP 118.92 122.68 0.0015 * Sig Inc Bad

Diastolic BP 75.76 71.43 0.0015 * Sig Dec Good

Hemoglobin 13.67 14.24 0.0015 * Sig Inc Good

Cholesterol 199.76 189.98 0.0015 * Sig Dec Good

HDL 60.61 63.25 0.0300 * Sig Inc Good

Results SummaryResults Summary

LDL 114.19 104.46 0.0015 * Sig Dec Good

Triglycerides 120.33 110.75 0.0600 Non Sig Dec Good

Glucose 89.13 84.04 0.0015 * Sig Dec Good

BMI 26.40 26.19 3.4800 Non Sig Same Good

Flexibility 15.65 13.07 0.0150 * Sig Dec Bad

Cancer Risk Factors 3.36 3.53 0.3450 Non Sig Inc Bad

Doctor Visits 3.29 3.19 7.5750 Non Sig Dec Good

Sick Days 1.64 1.42 2.2650 Non Sig Dec Good

Hospital Days 0.08 0.07 12.5100 Non Sig Dec Good

ConclusionsConclusions

For the 248 participants, participation in theSimplyWell Program may have beeneffective in shifting vital variable towards

healthier range Data showed positive return on investment

associated with Health Programs

This will result is healthier and wealthierindividuals



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DiscussionDiscussion

ProductivityProductivity



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Human Resource Development inHuman Resource Development in

Toyota CultureToyota Culture

By Jeffrey Liker

Prof. of Industrial Engineering, U of Michigan

Not ublished et

Accepted to the Int. J Human resources Development and

Management

Author of “The Toyota Way”



Toyota Production System

Just in Time

Quality

When it comes to Human resources

Productivity improvement

Waste elimination (not headcount reduction)

Source: Liker, Human Resource Development in Toyota Culture.Int. J. Human Resources Dev & Man, Vol. x, No. x, xxxx





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“In the very beginning our concern was how we can make theworker not be afraid of management and freely tell us the problem.

TPS requires that we make things visible so we have to convincepeople their job is secure so they will admit to a mistake and that isnever the cause of being fired…

mus ave e na ecs on o c ange emp oyee s a us.Supervisors can recommend, but cannot make final decisions.

Even then people in HR in the USA did not believe in this kind ofconcept because they were so used to being the processor afterdepartment managers make decisions about hiring, firing andpromotions.Our system says HR can say no.”

Kiyoshi Furtu na, First VP of HR,

TMMK Georgetown, KY


The Toyota Georgetown, KY Factory (TMMK)The Toyota Georgetown, KY Factory (TMMK)

There were some rumors of sexual harassment

HR Department to investigate

Part of the solution and of the problem Lack of trust

Hired outside consultants to investigate

Disciplinary actions Fired few managers

Results: The plant had to get back to following Toyota Way values

Address the HT organization and the lack of trust

Five Why’s product


The Toyota Georgetown, KY FactoryThe Toyota Georgetown, KY Factory

Back to BasicsBack to Basics

Vision: Be a company respected worldwide for producing thehighest quality vehicles at the lowest cost in a safeenvironment. We will achieve this by following the principlesof TPS, promoting mutual respect, living our values, and bymaintaining an environment of continuous learning.

Values: Safety (own safety and those of others)

Customer satisfaction

Respect

Integrity

Teamwork

Continuous Improvement




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The Toyota Georgetown, KY FactoryThe Toyota Georgetown, KY Factory

Back to BasicsBack to Basics

Everyone agreed to “pull the andon” (like pulling the cord onthe assembly line)

Regular communication channels Team members meetings

Hotline Call System (due to the lack of trust in HR), it went straight tothe President.

Value ‘card system’ to give immediate feedback toanyone/group in the company

Like soccer referees

Card with the set of values

helping a teammate

: warning, getting close to the line

the line has been crossed


HR ReorganizationHR Reorganization

The senior management team developed thegoals of the activity and acted as a ‘steeringcommittee’ to a working team.

The goals or outcomes of the activity wereidentified as:

mprove eamwor w n an w manu a c ur ng

development of individual skills in HR

integration of HR principles into each section

greater flexibility in the workforce

improved communication and access to HR for teammembers

improved consistency of policy applications across

manufacturing areas.


OldOld HR Struct ureHR Structure

HR was distant from manufacturing sections

HR rep dual role

Team member advocate

Investigation and disciplinary process

Spending a lot of time answering administrative questions

Picnicdates funeral leave benefits…, …




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New HR StructureNew HR Structure

Four key roles Strategic Partners

Part of the business team HR resources to the business

Administrative experts

Take responsibility for continuous improvement programs

Employee Champions

Speak for employee needs, anticipate t heir concerns

Be available and approachable by employees

Change Agents

Influence and drive organizational change



Mini HR Teams

Development

Employee Relations

HR Systems



HR Central Support

Personnel (Payroll)

Health and Safety

Employee Relations (Policies)

Training




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HR Central Support

Central Call Center

Answer administrative questions

Continuous improvement

Each question is treated as a defect in the system

Computer tracking of FAQ’s (transfers, benefits)

Computer kiosks in cafeteria’s


Culture of TrustCulture of Trust

Levering (1988) A Great Place to Work

Employees reporting working at great places

Common denominator: Relationships based on trust


Last WordLast Word

Trust is what allows performance improvement

Lean thinking, six-sigma tools

Eliminate waste

Avoid variations

Decrease cost

Improvement not as an answer to managementdecisions but rather as a belief and trust in theculture and in the organization.

HRM Class 13 2011.04.12 BB Handouts

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