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Wednesday, December 22, 2010

Workplace Violence for Employees: The Early Warning Signs DVD

Workplace violence is an issue that can affect any organization, of any size, in any industry. This training video takes on this important topic without sensationalizing, but by approaching the subject directly and honestly.

Stephen White is a leading expert on workplace violence. Over the past twenty years, Dr. White has consulted on thousands of threat cases for Fortune 500 companies and other organizations of all sizes, both public and private. In this workplace violence training video, Dr. White draws from his experiences to dispel some of the common myths about workplace violence, while providing a better understanding of what you should be aware of to help keep your workplace safe.

The employee version details the ten distinct warning signs that could foretell violence. It emphasizes the need for employees to speak up and get help if they notice anything that causes concern.








To purchase this program, visit SafetyTrainingMedia.com today!

Tuesday, December 7, 2010

Tips for Managing Stress and Change at Work: Stress Management Tips

Are you experiencing stress at work? Want to learn more about what causes stress and the impact of stress on people at work? In an earlier article, Understanding Stress and Workplace Stress, the concept of stress and its impact in your workplace is explored.

These five major suggestions will help you manage the stress you experience at work. Effective stress management is not easy and stress management takes time and practice. Developing stress management skills is important for your overall health and well-being, however.

These five stress management tips are in no particular order. They do not take in the universe of stress management, but these stress management tips encompass several of the main stress management challenges you experience at work. Think about your own situation and your own tendencies in stressful situations to select your best stress management strategies from the list.

Control time allocation and goals. Set realistic goals and time frames for yourself. Remember the Alice in Wonderland Syndrome from the book Alice’s Adventures in Wonderland by Lewis Carroll. Alice is walking in a woods. She comes to a fork in the road. Not knowing which way to go, she asks the Cheshire Cat:
Would you tell me, please, which way I ought to go from here?
That depends a good deal on where you want to get to, said the cat.
I don’t much care where, said Alice.
Then it doesn’t matter, said the cat.
--so long as I get somewhere, Alice added as an explanation.
Oh, you're sure to do that, said the Cat, if you only walk long enough.
Do you feel this way some days? Setting realistic goals for your day and year helps you feel directed and in control. Goals give you a yardstick against which you can measure every time commitment. And, walking long enough is a stress producer, not a stress management tool.

Scheduling more than you can handle is a great stressor. Not only are you stressed trying to handle your commitments, you are stressed just thinking about them. If you are experiencing overload with some activities, learn to say, “no.” Eliminate any activities which you don’t have to do. Carefully consider any time-based commitment you make.

Use an electronic planner to schedule each goal and activity you commit to accomplish, not just your appointments. If that report will take two hours to write, schedule the two hours just as you would a meeting. If reading and responding to email takes an hour per day, schedule the hour.

Reconsider all meetings. Why hold meetings in the first place? An effective meeting serves an essential purpose - it is an opportunity to share information and/ or to solve a critical problem. Meetings should only happen when interaction is required. Meetings can work to your advantage, or they can weaken your effectiveness at work. If much of your time is spent attending ineffective, time-wasting meetings, you are limiting your ability to accomplish important objectives at work.

The Wall Street Journal, quoted a study that estimated American managers could save 80 percent of the time they currently waste in meetings if they did two things: start and end meetings on time and follow an agenda.

You can’t be all things to all people – control your time. Something has to give. Make time for the most important commitments and take time to figure out what these are. Time management is a systematic approach to the time of your life applied consistently. The basis of time management is the ability to control events. A study was done some years ago that revealed symphony conductors live the longest of any professionals. Looking into this longevity, researchers concluded that in no other occupation do people have such complete control over existing events.
In his book, Time Power, Dr. Charles Hobbes suggests that there are five categories of events:
  • Events you think you cannot control, and you can’t.
  • Events you think you cannot control, but you can.
  • Events you think you can control, but you can’t.
  • Events you think you can control, but you don’t.
  • Events you think you can control, and you can.
There are two major issues about control:
  • Each of us is really in control and in charge of more events than we generally like to acknowledge.
  • Some things are uncontrollable. Trying to control uncontrollables is a key cause of stress and unhappiness.
With the competing demands that exist for your time, you probably feel as if much of your day is not in your control. Feeling not in control is the enemy of time management. Feeling not in control is one of the major causes of stress in our daily lives, too.

Make time decisions based on analysis. Take a look at how you currently divide your time. Do you get the little, unimportant things completed first because they are easy and their completion makes you feel good? Or, do you focus your efforts on the things that will really make a difference for your organization and your life. Events and activities fall into one of four categories. You need to spend the majority of your time on items that fall in the last two categories.
  • Not Urgent and Not Important
  • Urgent but Not Important
  • Not Urgent but Important
  • Urgent and Important
Manage procrastination. If you are like most people, you procrastinate for three reasons.
  • You don’t know how to do the task,
  • You don’t like to do the task, or
  • You feel indecisive about how to approach the task.
Deal with procrastination by breaking the large project into as many small, manageable, instant tasks as possible. Make a written list of every task. List the small tasks on your daily, prioritized To Do List. Reward yourself upon completion. If you do procrastinate, you’ll find that the task gets bigger and bigger and more insurmountable in your own mind. Just start.

These tips for managing stress and change will help you change your actions and your outlook. Best wishes as you implement these ideas. Live a great life.




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Work-Life Balance

By Susan M. Heathfield

Work-life balance is a concept that supports the efforts of employees to split their time and energy between work and the other important aspects of their lives. Work-life balance is a daily effort to make time for family, friends, community participation, spirituality, personal growth, self care, and other personal activities, in addition to the demands of the workplace. Work-life balance is assisted by employers who institute policies, procedures, actions, and expectations that enable employees to easily pursue more balanced lives.
The pursuit of work-life balance reduces the stress employees experience. When they spend the majority of their days on work-related activities and feel as if they are neglecting the other important components of their lives, stress and unhappiness result. Work-life balance enables employees to feel as if they are paying attention to all the important aspects of their lives.

Because many employees experience a personal, professional, and monetary need to achieve, work-life balance is challenging. Employers can assist employees to experience work-life balance by offering such opportunities as flexible work schedules, paid time off (PTO) policies, responsible time and communication expectations, and company-sponsored family events and activities.

Managers are important to employees seeking work-life balance. Managers who pursue work-life balance in their own lives model appropriate behavior and support employees in their pursuit of work-life balance. They create a work environment in which work-life balance is expected, enabled, and supported. They retain outstanding employees to whom work-life balance is important.

Why Swine Flu H1N1 Should Matter to Employers

By Susan M. Heathfield

Employers have a legal obligation to provide a safe, disease-free workplace for employees. Consequently, you need to take proactive steps to prevent the potential spread of any contagious disease, including Swine Flu H1N1, in your workplace. Employers also need to address business continuity in the event that a Swine Flu H1N1 outbreak affects the ability of your employees to come to work.
Even if current speculation about the spread of swine flu (Influenza A virus, H1N1) in pandemic proportions proves wrong, a workplace plan for employee health and safety and business continuity, in the event of any disaster or contagious disease, makes good business sense.

Swine Flu: What Makes Swine Flu a Concern to Employers?


Swine flu (Influenza A virus, H1N1) is the latest contagious disease predicted to potentially reach pandemic status. Swine flu differs from normal seasonal influenza, to which many employees have developed some immunity. Because vaccine is available to combat expected annual flu strains, some employees have obtained flu shots to prevent contagion.

The Occupational Safety and Health Administration (OSHA) of the United States Department of Labor, describes the difference between seasonal flu and a potentially pandemic flu: "pandemic influenza refers to a worldwide outbreak of influenza among people when a new strain of the virus emerges that has the ability to infect humans and to spread from person to person. During the early phases of an influenza pandemic, people might not have any natural immunity to the new strain; so the disease would spread rapidly among the population."

A vaccine is not currently available for swine flu H1N1, and might not be available for many months following the onset of the disease. This is partially why workplaces need to prepare for a potentially devastating impact should swine flu H1N1 reach pandemic proportions.

OSHA predicts the following potential impacts on the workplace.
  • Absenteeism and Swine Flu: A pandemic flu outbreak could affect as much as 40% of your workforce during periods of peak swine flu infection. You may experience severe absenteeism. Employees may be absent because they are sick or because they must care for sick family members.

    Schools and daycare centers may close so parents will need to tend their children in the home. Even if daycare centers remain open when schools are closed, daycare centers will not accept potentially infected children from closed schools.

    Some employees may be afraid to come to work for fear of catching the swine flu H1N1, especially employees with weaker immune systems who easily become sick. Sadly, in a worst case scenario, some employees and their family members could die.

    You need a plan for how you will deal with the serious increases in absenteeism you will experience during any contagious disease outbreak.
  • Presenteeism and Swine Flu: Employees come in to work sick. “We all know what it feels like to have the flu – you’re not operating at 100 percent, you may not even be operating at 50 percent,” said CCH Employment Law Analyst Brett Gorovsky, JD. “The bottom line for most organizations is that it’s in everyone’s best interest for sick workers to simply stay away, even in normal times.”

    “Employers need to discourage both the ‘hero employee’ – and even more so, the ‘hero boss’ – who try to muddle their way through the day when they shouldn’t,” said Gorovsky. “Employees are sensitive to the differences between what management says and what it means, and when they see their supervisors coming in sick, they’re convinced that’s what’s expected of them also.”

    How an employer deals with a sick employee who is showing signs of illness in the workplace is tricky. Technically, you can ask the employee to leave work and not return without a fitness for duty note from a physician. This option is apt to create unhappy employees, potential lawsuits, and charges of discrimination if not handled appropriately and similarly across your workplace. Consult an attorney as to the appropriate steps to follow. Consider publishing a policy about what sick employees can expect from the employer if they come to work with symptoms of contagious illness.
  • Potential Commerce Disruption and Swine Flu: Both your customers and your suppliers may also be experiencing the affects of swine flu H1N1 infection. Just as your ability to produce your product or service will be affected, so will theirs. You may experience reduced sales and revenue and an inability to ship or receive supplies and parts in a timely manner. At the same time, you will have fewer employees on your end to deal with any of these issues.
In 2007, the CCH Unscheduled Absence Survey revealed that only 27% of companies reported that they had a plan in place in the event that a large percentage of employees become ill. This was almost a 100-percent increase over 2006, when only 14% of companies surveyed had such plans, however, it still represented just over one in four organizations. This is shortsighted in the event of a pandemic.

Want to know the swine flu prevention steps for employers and employees? Here are steps for preventing the spread of swine flu.



Recommended Steps to Address Swine Flu H1N1 Prevention in Your Workplace


These swine flu prevention steps are recommended for the employer to prepare for and manage a potential swine flu H1N1 contagion in the workplace.
  • Communicate to your employees the steps you are taking to prevent the spread of swine flu or other communicable diseases in your workplace. It is important that employees understand that you are monitoring the spread of the swine flu and protecting their interests.
  • Educate your employees about swine flu, the symptoms, and the potential medical treatments. Inform employees to wash their hands frequently and to use material or tissue to cover their mouth and nose when they cough or sneeze. Dispose of tissues in containers lined with plastic bags. Post this information about swine flu in employee break rooms and distribute via email.
  • Stay up-to-the-minute by accessing current information from state, local, and federal authorities and sharing it with employees.
  • Form a business continuity team to determine what steps must be taken in advance of a pandemic to assure your organization’s continuing ability to serve customers.

    --Identify the key employees and business processes that must continue to operate and form a backup plan for their continuance.
    --Develop an emergency communication plan.
    --One component of the plan must enable employees to telework if your company encourages telecommuting or closes to interrupt the spread of the disease. Consider staggered work shifts to minimize contact.
    --Another component should involve backup strategies for serving customers when employees are absent from work. Cross-training in jobs that must be done on premise, such as shipping, is also recommended.
  • Encourage sick employees to stay home from work. In fact, develop an organization culture that persuades employees to stay home when they are sick, rather than coming in to work and infecting coworkers. Make sure your managers are setting the example and remaining home from work when illness or symptoms appear.

    Make sure your sick leave policy encourages employees who have influenza-related symptoms (e.g., fever, headache, cough, sore throat, runny or stuffy nose, muscle aches, or upset stomach) to stay home so that they do not infect other employees. Recognize that employees with ill family members may need to stay home to care for them and certain cases may be covered by the Family and Medical Leave Act (FMLA).
  • Encourage employees to frequently wipe down their work areas, light switches, door handles, phone receivers, and touched objects with sanitizing wipes.
  • Develop practices that distance employees from each other, customers and the general public. Consider minimizing face-to-face contact between employees by using email, websites and teleconferences. Minimize employee travel.
  • Provide convenient access to health and safety information and equipment such as sanitary wipes, tissue paper, and plastic garbage bags.
  • Ask custodial or cleaning staff and services to disinfect all surfaces in the workplace daily.

 

Recommended Steps for Employees for Prevention of Swine Flu H1N1 in Your Workplace


These swine flu prevention steps are recommended for the employees to prepare for and work during a potential swine flu H1N1 contagion in the workplace.
  • Stay home if you are experiencing illness or any of the above mentioned symptoms of flu.
  • Practice sanitary personal habits. Wash your hands frequently and cover your mouth and nose with tissue or a handkerchief when you sneeze or cough. Place used tissues in plastic-lined garbage cans.
  • Wipe down your work areas frequently including light switches, door handles, phone receivers, and touched objects with sanitizing wipes.
  • Maintain a distance of three feet between yourself and your coworkers to discourage the spread of swine flu and other contagious diseases.
  • Don’t use or touch the equipment or tools of other employees.
  • Limit your contact with other employees and the public maintaining a distance when possible. Use email, teleconferencing and telecommuting to inhibit the spread of the disease. Do not shake hands or touch in greeting until the spread of swine flu H1N1 has dissipated.
Prevention is key in weathering a bout with contagious illness. These actions by both employer and employees will help prevent the spread of swine flu.

Additional Resources for Dealing With Swine Flu H1N1 Prevention in Your Workplace


A special thank you to Wolters Kluwer Law & Business for part of this information.

Federal OSHA Guidelines

Federal OSHA Guidelines

Downloadable guidelines to many of the Federal publications related to the work of the Occupational Safety & Health Administration in the U.S. Department of Labor. These include an employee’s rights following a Federal inspection at a workplace.

Corporate Data Security Challenges

How Companies Can Protect Against Identity Theft

From Troy Allen

Identity theft resulting from stolen corporate data is big news. The extensive media coverage and damage to the organizations and brands involved in recent data security breaches has brought identity theft detection and prevention to the forefront of corporate America's concerns.
 
Given the amount of sensitive information their personnel files house, Human Resource departments in the corporate landscape have unique challenges. And, awareness of data breach methods and the ways to thwart an identity theft attack are key to reducing the department's exposure.  

Thwart Identity Theft

 These strategies are recommended for HR professionals to thwart identity theft:

  • Educate employees about the appropriate handling and protection of sensitive employee data.
  • Consistently enforce policies and procedures, physical safeguards, and IT security. All three are required or data security is questionable and identity theft may occur.
  • Review and revise physical security practices as needed, in both "bricks and mortar" and "virtual" operations. Policies should address all of the critical areas such as:
    --Who is able to leave the office with file folders,
    --Where is sensitive data stored and destroyed,
    --Who has access to sensitive data, and
    --Are employees required to surrender keys and badges upon leaving the company's employ?

Identity Theft Victims

 Human Resource departments also need to be concerned about those who will be victims of identity theft. According to the Federal Trade Commission (FTC), 27,000 people are victims of identity theft each and every day. These identity thefts will result in employees taking an average of 175 hours of work time to restore their identity following identity theft. This lack of productivity has been tabbed "presenteeism" (being at work but not working on work issues).
 
And, with increasing technology and sophistication, there are extensive networks of identity thieves whose sole purpose is to gain access to poorly secured organizational data and extract sensitive information - using means as simple as an unguarded laptop.
 

Safeguard Employees Against Identity Theft

 To safeguard against these evolving identity theft threats, HR professionals need to:

  • Conduct background checks on employees.
  • Perform proper vendor screening.
  • Include breach of data protection clauses in their vendor contracts.
  • Have a pre-breach protection of sensitive data plan and a post breach protection of sensitive data plan incorporated into their business continuity planning and their enterprise risk management planning.

 

Identity Theft Insurance


Organizations are discovering that adding a voluntary employee identity theft benefit to an existing benefit package adds value. This allows employees, as consumers, to have identity theft services available to assist them if or when their personal information is breached -- whether at work or at home. Security conscious companies enact proper identity theft policies to protect employee data and keep the company safe. They also offer similar options for their employees to demonstrate smart data security and to promote employee appreciation and satisfaction.
 

Identity Theft Protection


According to the FBI, identity theft is the fastest growing crime in America. The problem will get worse before it gets better. So the onus is on those organizations and departments housing sensitive employee information to improve their data protection through:
  • employee education and services,
  • explicitly followed identity theft protection policies and procedures,
  • a sound IT security infrastructure, and
  • a plan of action, for when - not if - a data breach occurs.
--------------------------------------------------------------------------------------

Troy Allen is the Chief Operating Officer of Kroll Fraud Solutions. He has frontline experience helping a wide variety of corporations and organizations protect against and respond to data breaches. He sets direction for the company's continued success in identity theft discovery, investigation, and restoration. He oversees a team of licensed investigators who specialize in solving tough issues for ID theft victims. Published as a subject matter expert on identity fraud, Allen is a frequent speaker on data protection, loss and recovery.

Keep Company and Employee Information Safe

From Jeremy Wunsch

Right now, someone within your company may be accessing confidential corporate information either dishonestly or by accident.
 
In the news virtually every week, you read about large, well-known companies suffering from the loss of sensitive corporate information at the hands of employees. Given that Human Resource departments often hold the key to valuable corporate and employee information, the risk of data breaches presents unique challenges for HR.
 
Fortunately, through simple and effective internal threat management procedures, HR can help prevent employee information leaks from happening to their company. These procedures will protect employees' most confidential and valuable information from being exposed to unauthorized parties.


  • Be aware of where critical employee information and corporate data are located and who has access to them.
  • Develop an acceptable use policy for all employees that outlines appropriate use of corporate assets and employee information. The policy should also outline the company procedures when a violation takes place.
  • Consistently enforce policies and procedures.
  • Regularly review and revise existing policies to ensure all necessary policy changes and additions have been addressed.
  • Ensure your company has an internal incident response plan and the appropriate resources in-house to handle an incident of employee information or corporate data loss or access by unauthorized employees or outsiders.

What Not to Do if a Data Breach Occurs


If the worst should happen and your company does experience a situation where sensitive data is leaked or lost, don't fall prey to common mistakes such as turning on an employee's computer to check around. Turning on the computer or any electronic device involved may destroy potential evidence.
Here are ten common ways a computer forensics investigation is compromised. Company employees:

  • Boot up the computer. Turning on a computer that's relevant to a case can overwrite sensitive files that may be important to your company's case and change important time stamps. Compromised computers should not be used at all and should be stored in a secure location until it can be handed over to a computer forensics expert.
  • Turn off a relevant computer. If a computer is running at the time it is discovered to be relevant to a data breach or investigation, it should be powered down in a way that will be least damaging to potential evidence. The only person that should turn off a suspected computer is a certified computer forensics expert, or an IT employee under the supervision of such an expert.
  • Browse through the files on a computer. Resist the temptation to snoop, even with the best intentions. HR may know exactly where to look, but it's the act of looking that causes problems for retrieving untainted evidence. Browsing through files may cause file times to change which may make it impossible to tell exactly when an important file was deleted or copied from your company's network.
  • Fail to use a computer forensics expert. Your company's IT department is not a computer forensics department. In fact, asking the IT staff to conduct even routine checks into a system's files can destroy potential evidence. A professionally trained computer forensics expert should be retained for the handling of all sensitive data.
  • Fail to involve all parties. In-house counsel, IT staff, and every business player involved with the case should be included when conducting electronic discovery. Failure to involve all parties can result in overlooked or lost data.
  • Fail to learn the lingo. Even tech-savvy support professionals may become confused by the expanded vocabulary used by computer forensics experts. It pays to become familiar with the new language.
  • Don't make a forensics image of the computer(s) involved. Imaging is the process in which you create a complete duplicate of a hard drive. This is done for the purposes of copying a complete and accurate duplicate of the original materials, with no risk of flawed or overlooked data.
  • Copy data in "cut and paste" or "drag and drop" methods. It is true that you can buy an $80 external USB hard drive and copy your data to it. However, this process does not preserve the unallocated space (where deleted files reside) and will change the file times and other data on the files that have been copied out.
  • Wait to preserve the evidence. The longer a computer is in operation without any preservation, the more likely that the data that is relevant to your company's situation may be permanently altered or overwritten. Always preserve your electronic data the moment you believe that litigation is possible.
  • Fail to maintain a proper Chain of Custody at the time of collection. Not documenting who had access to the electronic evidence after the alleged incident can lead to problems down the road. Opposing parties can poke holes in the collection and preservation process. They can argue that the data could have been altered on the device while the computer was not securely stored and unused.
You can protect the integrity of your corporate data and employee information for purposes of litigation and restoring and protecting against data loss. Just follow the rules shared here to maintain the integrity and not compromise the usability of your electronic devices and their stored data.

When Tragedy Strikes: Eleven Tips for Your Workplace Response

Tragedies Affect the Workplace

By Susan M. Heathfield

For Americans and many around the world, the Kennedy assassinations, the Challenger and Columbia shuttle explosions, the assassination of Dr. Martin Luther King, the bombing of Pearl Harbor, the bombing of the World Trade Center and Pentagon, and the devastation from Hurricane Katrina in New Orleans and along the Gulf Coast head the list of America’s incomprehensible tragedies.

In our workplaces, more personal tragedies also occur regularly. Coworkers and their family members die. Customers file for bankruptcy and leave hundreds unemployed. Manufacturing plants burn down. Friends are diagnosed with terminal illnesses. An incident of workplace violence leaves coworkers dead.

While not as riveting and all-encompassing as major, national tragedies, the more personal, closer-to-home tragedies and the national, bigger-than-life tragedies have much in common for people in workplaces.

National Tragedies Affect Workplaces


To start, we frequently find out about national tragedies while we are at work. We gather with coworkers watching national news unfold on televisions and computer screens. We gather in groups and talk about the event.

We share information and talk incessantly. We reach out to understand how the tragedy is affecting our associates. We look out for each other. As an example, many of us watched the planes crash into the World Trade Center while at work.

With the more personal tragedies, our actions and wishes are likely less public, but there is that same sense of wanting to do something to help and not knowing what to do.
 
In most instances, for positive mental health, we reach out to each other for friendship and support. Sometimes, it's the more personal tragedies about which we feel the most inadequate. After all, they are occurring right here - and we should be able to help.

A national tragedy or a personal tragedy has a huge impact at work. And, organizations can help people successfully weather the tragedy. They can ease the passage people experience during tragedy. They can help people deal with the helplessness and grief they experience during tragedy. They can provide a support system to help prop people up during grief.

These ideas will help you help your employees as they experience either a national tragedy or the regular, life-changing tragedies that occur within your own workplace.

Recommended Actions During Tragedy and Heartbreak


Make Sure People Are Safe
If the incident is happening in your workplace, make certain people are safe before you do anything else. Implement your disaster plan, ring the fire alarm, do whatever your company emergency evacuation plan prescribes for safety. The plan should designate a meeting location, where attendance can be taken, so you know the members of your work force are safe.

Cut People Some Slack
People cannot return to productive work immediately upon hearing about a tragedy. If you expect them to continue working, people will make errors and mistakes because they are distracted by the events or information. Don't pretend. Just tell people that it is all right to focus their energy on the happening. If you do this, most individuals will return to productive work more quickly when their need for information and interests are satisfied.

Assess the Personal Involvement of Employees
If the tragedy impacts an individual personally, offer release time, support, a ride, help obtaining information, and anything else the individual appears to need. For major and direct impacts on your workplace, you may need to decide whether to continue paying employees, even though they are not working, for a period of time. You may offer shelter, relocation, or other forms of compensation during tragedy, too.

Give People Information
If you can do so without totally disrupting work, provide televisions and computer screens so workers are informed about events as they unfold – even if only in break rooms. In more personal tragedies, give all employees as much information as possible, as soon as the information is available. (I do not mean providing employee confidential information, but other information is essential.)
 
Information helps people process the events. Turn on radios, broadcast breaking news over your speaker system and recognize that people will call friends and acquaintances to share information and compare notes. The closer you are to the tragedy, the more people will want to know.

These seven ideas will help you help your employees as they experience either a national tragedy or the regular, life-changing tragedies that occur within your own workplace.

Provide Places for People to Gather and Talk
Many people take comfort in being close to other people when tragedy strikes. You can informally provide opportunities for this interaction by leaving conference rooms with televisions unused. Wheel the television into a break room. Bring in lunch for your staff so people are encouraged to spend time with each other for encouragement, shared grief, and support.
Suggest a pot luck lunch for the second or third day, depending on the nature of the tragedy. Many people talk incessantly during a tragic event; others suffer silently. You will want to draw your silent people out when possible. Central gatherings will help.

Schedule a Meeting to Share Information
In a national tragedy, people want to know the latest information about what is happening. They want reassurances that they and their loved ones are safe. In more personal workplace sorrows, correct information is also important.

Without breaking the confidentiality of the people involved, and with their permission, tell people as much as you can. The more legitimate information people have, the less likely they are to depend on rumors, the less time they spend seeking information.

Give People Something to Do to Help
In times of sorrow, when people draw together for sustenance, many want something to do to help solve the problem or to ease the situation. In the instance of the terrorist attack on America, stories of volunteerism, sharing of food and space, giving blood and helping out neighbors and friends abounded. The same kind of stories dominated the Gulf Coast residents' response to Hurricane Katrina.
 
People want to bring a casserole to the bereaved family, send flowers to honor the dead and the living, send memories of the employee to the family, and make donations to favorite charities.
Several of my clients held company meetings to bring people up-to-date and share how to donate to relief and the location of the nearest blood donor center during the aftermath of Hurricane Katrina.
 
Others hold company raffles, with the money designated for donations; they purchase raffle items with American Express travel points and employees donate other offerings for the raffle. Many employers match the amount collected. Some companies match employee donations up to a certain amount of dollars with a receipt from the charity. I am sure you can imagine more ways to help that are congruent with your workplace culture.

Make Managers and HR Staff Available
Supervisors and HR staff members are critical company members during tragedy. In a study done years ago by the American Psychological Association, employees overwhelmingly listed personal attention from the supervisor as one of the most rewarding aspects of work. Free up your calendars when tragedy strikes and spend time walking through the workplace and meeting with people who need support or just a listening ear. Be visibly available.

Offer Employee Assistance
If your company has an Employee Assistance Program or counseling available via your health plan, make sure employees know it is available for people who need it. Some programs offer counseling in the workplace. Explore possibilities.

Be Prepared Before Disaster or Tragedy Strikes
Every organization needs a disaster plan. You also need plans for fire, tornadoes, hurricanes, earthquakes, and any other natural disaster that can occur in your area. All employees should be trained in the specifics of the plan. Prepare people about what actions to take if they are confronted with potential injury in the workplace. Think about whatever is likely to happen and make a plan to handle it – in advance.

Make Grief Training Part of Your Training Program
When tragedy strikes, people are uncertain about what to do. As an example, the spouse of a coworker dies. Close work associates attend the funeral or remembrance ceremony. They may supply the family with food and time. When the employee returns to work after their bereavement leave, however, few fellow employees know what to do.

Should they offer sympathy or encourage the person to talk about his loss. The employee is often isolated because people don't know what to say or do, so they do nothing.
 
Teach your staff members about grief, the stages of grief, how to deal with grief in self and coworkers, how to tell children about a tragedy, and more. It will support your workplace positive morale, build employee self-confidence, and lessen the long term impacts of tragedy.

Tragedy does happen in this world. From major national tragedies to more intimate, personal tragedies, we all experience sorrow and tragedy in our lives. I trust these ideas will help you address those that occur or unfold in your workplace more effectively.

Food Safety: Common Allergies and Deadly Reactions


-- Kenneth Krause

Have you ever felt ill shortly after eating something and wonder, "Maybe I’m allergic to what I ate?"

Chances are, you are not. You may be intolerant of certain foods and suffer from gastrointestinal distress, but true food allergies only affect about 1 to 3 percent of adults, and about 3 to 8 percent of children.

However, if you ARE allergic --- and some 11 million Americans have food allergies of varying degrees of severity --- it is a very serious matter. It is important that people with true food allergies identify them and avoid the food in question. Otherwise, they face devastating illness or even a fatal reaction.

What is a Food Allergy?
A food allergy is the immune system responding to a food that the body mistakenly believes is harmful. That response is to create specific antibodies to the food, and the next time it is eaten, the immune system releases chemicals to try to protect the body. But these chemicals trigger allergic symptoms that can harm the skin, joints, or the digestive, respiratory, cardiovascular or nervous systems.

Unfriendly Foods
While any food can cause allergies, eight types of food cause 90 percent of all food allergic reactions. They are:
  • Eggs
  • Fish
  • Milk
  • Shellfish
  • Soy
  • Peanuts
  • Tree nuts (walnut, pecan, etc.)
  • Wheat

In children, the most common food allergies are associated with eggs, milk, and peanuts. Adults generally don't lose food allergies, but children may outgrow them.

Treatment
If you are diagnosed with a food allergy, treatment essentially consists of removing the problem food from your diet.

Carefully read the ingredient lists --- required on labels by the Food and Drug Administration --- for anything you are considering eating. When eating out, ask if the dish you would like to order is prepared with any ingredients to which you are allergic.

Patients with severe food allergies should wear medical alert bracelets or necklaces stating that they have a food allergy and that they are subject to severe reactions.

Fending Off Danger Foods
Parents and caregivers must know how to protect children from foods to which the children are allergic and how to manage the children if they consume a food to which they are allergic, including the administration of epinephrine.

There are many substitutes for foods that don't agree with you, such as wheat-free breads and pastas and milks made from soy, rice, oats or almonds. A nonprofit organization, the Food Allergy and Anaphylaxis Network (www.foodallergy.org), provides education, advocacy and support for those with food allergies.

Chain Saw Safety - Advice from an Expert

By Steve Nix

"A chain saw is the most dangerous hand tool that can be purchased on the open market. It requires no license and no training to own or operate. Approximately 40,000 injuries and deaths were reported last year in the United States...and most could have been prevented."
    Carl Smith in a statement from his basic chain saw course
Carl Smith is a fifth generation logger who received a forest technician degree from Green River. Carl started his career with The Weyerhaueser Company. Smith eventually went to work for the United States Forest Service where he trained employees of the National Park Service and Bureau of Indian Affairs.
 
Smith has a personal business that trains chain saw operators for timber companies and is also in the process of writing a book on this subject as well as making a video . Contact Carl Smith at backcut6@msn.com
 
Q: Carl, welcome to Forestry at About.com. Your biography certainly indicates a lot of forestry experience
 and I couldn't have picked a better person on the subject of chain saws. You are an expert in handling chain saws and I want to ask you a few questions.
 
Carl Smith: Thanks for the invite and I will be glad to help you with this.
 
Q: As a forester, I have seen what a chain saw can do to a careless user. How dangerous is a chain saw?
 
Carl Smith: If you place your hands on a chain saw, you must keep in mind that it is like grabbing a hand grenade without a pin in it. It is very likely to go off in your face. From the moment that you take it out of storage to the time that it goes back to the same place, you can be hurt by either it, or by whatever you will be cutting.
 
The chain saw is the most dangerous hand tool that can be purchased on the open market. It requires no license and no training to own or operate it. An overall average of 40,000 injuries and deaths occur annually in the US. This figure is just the "reported" accidents given by hospitals willing or able to furnish the information. That figure does not include out-patient visits to the doctor.
Most chain saw accidents are preventable. The only answer to reducing these accidents is proper training and knowledge with a lot of time using a saw - which is experience. You can gain experience the hard way and have the scars to prove it or you can do a little preventative reading.
 
Q: That's what we are trying to provide here.
Seems that chain saws are very dangerous if not used properly. That may carry over to the type saw you purchase. What type of saw would you choose if you were safety aware and wanted to make your first purchase?
 
Carl Smith: The chain saw that you purchase should be of the correct size for the jobs that you intend to do. To use a chain saw with a 36" bar for cutting 10" diameter trees is not appropriate. Conversely, a 10" bar is not appropriate for cutting 36" diameter trees. Many options must be considered before the purchase of a chain saw: horsepower, chain speed, bar length, weight, type of handle bar, type of bar, type of chain, etc...
Unfortunately, all chain saws are made for right-handed people. By using a "full wrap" handle bar, this will help out the left-handed operators to some extent. Your local chain saw dealer should have the ability to let you know what is right for your needs. Explain to them what you will be using the chain saw for. Chain saws can be purchased at your local hardware stores, large discount stores, or a chain saw dealer.
The best place to purchase this piece of equipment is a chain saw dealer, due to warranty work. Hardware stores and discount chains will not uphold a warranty while the chain saw dealers will if purchased from them. If you decide to use the classifieds, friends, or swap meets to purchase a chain saw, get the same information from your dealer beforehand. Also, purchase a book on proper chain saw use and techniques for cutting trees. This will help save your life or someone who will be with you.

Q: OK, what brand of saw would you recommend?

Carl Smith: There are many brands of chain saws available on the open market and as with everything else, some are better than others. Keep in mind that some retail stores such as Sears have various manufacturers build their saws for them and then put their own name on them, like Craftsman. If you want cheap and inexpensive saws, go to Wal-mart or K-mart and purchase a Homelite, McCullogh or Poulan but remember the warning about warranty work.
 
I will not mention all of the brands available as I have not used them all. My personal recommendations go to Stihl and Husqvarna. They are both excellent chain saws and will last a long time, given proper maintenance. They are excellently engineered pieces of equipment for their weight to power/chain speed ratio. The Stihls require metric tools and the Husqvarnas do not. The Husqvarnas are also easier to work on, if you ever have to.
 
Q: Storage is important if you want to extend the life of a saw. What is the proper way to put up a saw.
 
Carl Smith: After you have used your chain saw, proper storage procedures must be followed if it is not going to be used for a while. The gas to oil mixture must be drained from the saw's tank. If this is not done, the gas mixture will eventually turn into a varnish and will plug up the carburetor. The engine will not operate properly, if at all and a trip to the repair shop will be unavoidable. A chain and bar cover or guard should also be used to protect the chain and anything that the chain may come in contact with. Some of the smaller chain saws have a case that can be purchased, for this purpose.
Q: In my limited experience, a dull saw chain is completely worthless. I would go a bit further and suggest it can be dangerous as well. Got a few words on this?
 
Carl Smith: Yes. Keep the chain sharp at all times. You will be able to tell the difference between good clean chips versus powder. When a chain becomes dulled, it will not cut straight - if at all. Keep it out of the dirt at all times. Avoid rocks, nails, wire, etc... and after every third hand filing, the chain should be sharpened on a grinder, to true up the cutters, rakers and gullets.
 
Q: Safety is the main concern when training saw operators to use their equipment. When you saw safely, you are properly cutting the tree with the appropriate technique and tools. What are the essential pieces of equipment you need for safety sake?
 
Carl Smith: My students are constantly drilled that the following items be used while operating a chain saw: A hard hat, protective leg chaps, gloves, eye protection, hearing protection and "above the ankle" leather boots. Other necessary tools and supplies should include wedges, ax, large hatchet or maul, properly mixed fuel, bar oil, bar wrench, chain file with protective handle, small screwdriver with magnetic head, minor maintenance tools and a first aid kit.

If this side bind is present, your bucking cut procedure must be modified in order to release the bind before proceeding. Side bind is usually due to the fact that the downed tree is pressed up tightly against another object - another tree, a stump or a rock. When making your release cut, anticipate what both sections will do. If you feel that you cannot safely release the bind, use a piece of equipment to move the tree. Your life is more important than a piece of wood.
 
The following steps are necessary for bucking. You need to "size-up" correctly. Assume the correct stance, stand on the uphill side of the tree, place both hands correctly on the chain saw, and determine tree diameter vs. bar length relationship. If bar is shorter than diameter of tree, make an "off-side bucking" cut before starting. This is a vertical "bucking" cut on the opposite side of the tree from where you are standing. This will allow the bar of your saw to cut completely through the tree when the finish "bucking" cuts are made.
You need to determine type of bind present and where your "bucking" cuts will be made. Combinations of these types of bind are common. This must be kept in mind at all times.
 
Q: Limbing has always been easier than bucking for me. I seem to have a sixth sense for it. Still, give us some information on taking limbs off trees.
 
Carl Smith: "Size-up" again is a term that must be applied before making any cut with a chain saw - and that includes limbing. You must look at what might happen in reaction to your cutting. Observe the limb to be cut. Which way is it leaning? Is it under pressure? Where is the center of gravity? Which limb should be cut first and in what order, from there on? What will it do after it has been cut? Do you have the correct stance? Where are your feet and legs in relation to the position of the bar and chain? What will happen to the bar and chain after the material has been cut? All of these questions must be answered before a cut is started.
Normally, when limbing a downed or a standing tree, you will start at the butt of the tree, with the bar and chain next to the trunk. Start cutting the limb from top to bottom , using gravity as a tool. If the limb is extremely long, you may elect to cut it at the half way point of the branches length. If it is extremely large in diameter or heavy, a small cut on the bottom of the limb will help keep it from splitting when the top cut is made. Care must be taken as this method can cause the bar/chain to become pinched if the bottom cut is made too deeply.
If a limb is under pressure (touching t
he ground or another object), extreme care must be taken when any cuts are made. Usually, reversing the above procedure is the accepted method. Depending on how you place your cuts, the bar/chain can become pinched, the released limb can spring back at you. Kickback can occur forcing the bar/chain back towards you.
Some people prefer to limb one side of the downed tree first and then the other. If you are walking down the top of the tree, while limbing, never cross your feet . Always keep the correct stance, as balance is most important. Falling off of a downed tree while limbing with a running chain saw can cause a condition called "stitches at the hospital".
Steve Nix: Thanks Carl for more great information. We will wind this thing up next week when we talk about cutting down a standing tree.

    Carl and I have discussed how hard it is describing the process and hazards of felling , limbing, and bucking a tree. There is a lot of technique and art to felling and preparing logs that has to be done many times to get the true feel. Please feel free to contact Carl by e-mail at backcut@msn.com if you have questions.

Health Insurance Portability and Accountability Act (HIPAA)

The Health Insurance Portability and Accountability Act (HIPAA) was enacted by the U.S. Congress in 1996. According to the Centers for Medicare and Medicaid Services' (CMS) website, Title I of HIPAA protects health insurance coverage for workers and their families when they change or lose their jobs.

Title II of HIPAA, the Administrative Simplification (AS) provisions, requires the establishment of national standards for electronic health care transactions and national identifiers for providers, health insurance plans, and employers.
The AS provisions also address the security and privacy of health data. The standards are meant to improve the efficiency and effectiveness of the nation's health care system by encouraging the widespread use of electronic data interchange in the US health care system.

Title I: Health Care Access, Portability, and Renewability
Title I of HIPAA regulates the availability and breadth of group and individual health insurance plans. It amends both the Employee Retirement Income Security Act and the Public Health Service Act.

Title I prohibits any group health plan from creating eligibility rules or assessing premiums for individuals in the plan based on health status, medical history, genetic information, or disability. This does not apply to private individual insurance.

Title I also limits restrictions that a group health plan can place on benefits for preexisting conditions. Group health plans may refuse to provide benefits relating to preexisting conditions for a period of 12 months after enrollment in the plan or 18 months in the case of late enrollment. However, individuals may reduce this exclusion period if they had health insurance prior to enrolling in the plan. Title I allows individuals to reduce the exclusion period by the amount of time that they had “creditable coverage” prior to enrolling in the plan and after any “significant breaks” in coverage. “Creditable coverage” is defined quite broadly and includes nearly all group and individual health plans, Medicare, and Medicaid. A “significant break” in coverage is defined as any 63 day period without any creditable coverage.

To illustrate, suppose someone enrolls in a group health plan on January 1, 2006. This person had previously been insured from January 1, 2004 until February 1, 2005 and from August 1, 2005 until December 31, 2005. To determine how much coverage can be credited against the exclusion period in the new plan, start at the enrollment date and count backwards until you reach a significant break in coverage. So, the five months of coverage between August 1, 2005 and December 31, 2005 clearly counts against the exclusion period. But the period without insurance between February 1, 2005 and August 1, 2005 is greater than 63 days. Thus, this is a significant break in coverage, and any coverage prior to it cannot be deducted from the exclusion period. So, this person could deduct five months from his or her exclusion period, reducing the exclusion period to seven months, Hence, Title I requires that any preexisting condition begin to be covered on August 1, 2006.

Title I also forbids individual health plans from denying coverage or imposing preexisting condition exclusions on individuals who have at least 18 months of creditable group coverage without significant breaks and who are not eligible to be covered under any group, state, or federal health plans at the time they seek individual insurance [6].

Title II: Preventing Health Care Fraud and Abuse; Administrative Simplification; Medical Liability Reform
Title II of HIPAA defines numerous offenses relating to health care and sets civil and criminal penalties for them. It also creates several programs to control fraud and abuse within the health care system[7][8][9]. However, the most significant provisions of Title II are its Administrative Simplification rules. Title II requires the Department of Health and Human Services (HHS) to draft rules aimed at increasing the efficiency of the health care system by creating standards for the use and dissemination of health care information.

These rules apply to “covered entities” as defined by HIPAA and the HHS. Covered entities include health plans, health care clearinghouses, such as billing services and community health information systems, and health care providers that transmit health care data in a way that is regulated by HIPAA [10] [11].

Per the requirements of Title II, the HHS has promulgated five rules regarding Administrative Simplification: the Privacy Rule, the Transactions and Code Sets Rule, the Security Rule, the Unique Identifiers Rule, and the Enforcement Rule.


The Privacy Rule
The Privacy Rule took effect April 14, 2003, with a one-year extension for certain "small plans". It establishes regulations for the use and disclosure of Protected Health Information (PHI). PHI is any information about health status, provision of health care, or payment for health care that can be linked to an individual[12]. This is interpreted rather broadly and includes any part of a patient’s medical record or payment history.

Covered entities must disclose PHI to the individual within 30 days upon request[13]. They also must disclose PHI when required to do so by law, such as reporting suspected child abuse to state child welfare agencies[14].

A covered entity may disclose PHI to facilitate treatment, payment, or health care operations[15] or if the covered entity has obtained authorization from the individual[16]. However, when a covered entity discloses any PHI, it must make a reasonable effort to disclose only the minimum necessary information required to achieve its purpose[17].

The Privacy Rule gives individuals the right to request that a covered entity correct any inaccurate PHI[18]. It also requires covered entities to take reasonable steps to ensure the confidentiality of communications with individuals[19]. For instance, an individual can ask to be called at his or her work number, instead of home or cell phone number.

The Privacy Rule requires covered entities to notify individuals of uses of their PHI. Covered entities must also keep track of disclosures of PHI and document privacy policies and procedures[20]. They must appoint a Privacy Official and a contact person[21]responsible for receiving complaints and train all members of their workforce in procedures regarding PHI[22].

An individual who believes that the Privacy Rule is not being upheld can file a complaint with the Department of Health and Human Services Office for Civil Rights (OCR) [23][24].

The Transactions and Code Sets Rule
The HIPAA/EDI provision was scheduled to take effect October 16, 2003 with a one-year extension for certain "small plans"; however, due to widespread confusion and difficulty in implementing the rule, CMS granted a one-year extension to all parties. As of October 16, 2004, full implementation was not achieved and CMS began an open-ended "contingency period." Penalties for non-compliance were not levied; however, all parties are expected to make a "good-faith effort" to come into compliance.

CMS announced that the Medicare contingency period ended July 1, 2005. After July 1, most medical providers that file electronically will have to file their electronic claims using the HIPAA standards in order to be paid. There are exceptions for doctors that meet certain criteria.

Key EDI transactions are:

837: Medical claims with subtypes for Professional, Institutional, and Dental varieties.
820: Payroll Deducted and Other Group Premium Payment for Insurance Products
834: Benefits enrollment and maintenance
835: Electronic remittances
270/271: Eligibility inquiry and response
276/277: Claim status inquiry and response
278: Health Services Review request and reply
These standards are X12 compliant, and are grouped under the label X12N.

Implementation Guides are available from the Washington Publishing Company for a fee, now that CMS is not subsidizing the publications.

The National Council for Prescription Drug Programs' Telecommunication Standard version 5.1 is also used for the transmission of third-party pharmacy claims. The NCPDP Telecommunication Standard version 5.1 is available to NCPDP members at NCPDP's website.

The Security Rule
The Final Rule on Security Standards was issued on February 20, 2003. It took effect on April 21, 2003 with a compliance date of April 21, 2005 for most covered entities and April 21, 2006 for “small plans”. The Security Rule complements the Privacy Rule. It lays out three types of security safeguards required for compliance: administrative, physical, and technical. For each of these types, the Rule identifies various security standards, and for each standard, it names both required and addressable implementation specifications. Required specifications must be adopted and administered as dictated by the Rule. Addressable specifications are more flexible. Individual covered entities can evaluate their own situation and determine the best way to implement addressable specifications. The standards and specifications are as follows:

Administrative Safeguards - policies and procedures designed to clearly show how the entity will comply with the act
• Covered entities (entities that must comply with HIPAA requirements) must adopt a written set of privacy procedures and designate a privacy officer to be responsible for developing and implementing all required policies and procedures.
• The policies and procedures must reference management oversight and organizational buy-in to compliance with the documented security controls.
• Procedures should clearly identify employees or classes of employees who will have access to protected health information (PHI). Access to PHI in all forms must be restricted to only those employees who have a need for it to complete their job function.
• The procedures must address access authorization, establishment, modification, and termination.
• Entities must show that an appropriate ongoing training program regarding the handling PHI is provided to employees performing health plan administrative functions.
• Covered entities that out-source some of their business processes to a third party must ensure that their vendors also have a framework in place to comply with HIPAA requirements. Companies typically gain this assurance through clauses in the contracts stating that the vendor will meet the same data protection requirements that apply to the covered entity. Care must be taken to determine if the vendor further out-sources any data handling functions to other vendors and monitor whether appropriate contracts and controls are in place.
• A contingency plan should be in place for responding to emergencies. Covered entities are responsible for backing up their data and having disaster recovery procedures in place. The plan should document data priority and failure analysis, testing activities, and change control procedures.
• Internal audits play a key role in HIPAA compliance by reviewing operations with the goal of identifying potential security violations. Policies and procedures should specifically document the scope, frequency, and procedures of audits. Audits should be both routine and event-based.
• Procedures should document instructions for addressing and responding to security breaches that are identified either during the audit or the normal course of operations.

Physical Safeguards - controlling physical access to protect against inappropriate access to protected data
• Controls must govern the introduction and removal of hardware and software from the network. (When equipment is retired it must be disposed of properly to ensure that PHI is not compromised.)
• Access to equipment containing health information should be carefully controlled and monitored.
• Access to hardware and software must be limited to properly authorized individuals.
• Required access controls consist of facility security plans, maintenance records, and visitor sign-in and escorts.
• Policies are required to address proper workstation use. Workstations should be removed from high traffic areas and monitor screens should not be in direct view of the public.
• If the covered entities utilize contractors or agents, they too must be fully trained on their physical access responsibilities.

Technical Safeguards - controlling access to computer systems and enabling covered entities to protect communications containing PHI transmitted electronically over open networks from being intercepted by anyone other than the intended recipient
• Information systems housing PHI must be protected from intrusion. When information flows over open networks, some form of encryption must be utilized. If closed systems/networks are utilized, existing access controls are considered sufficient and encryption is optional.
• Each covered entity is responsible for ensuring that the data within its systems has not been changed or erased in an unauthorized manner.
• Data corroboration, including the use of check sum, double-keying, message authentication, and digital signature may be used to ensure data integrity.
• Covered entities must also authenticate entities it communicates with. Authentication consists of corroborating that an entity is who it claims to be. Examples of corroboration include: password systems, two or three-way handshakes, telephone callback, and token systems.
• Covered entities must make documentation of their HIPAA practices available to the government to determine compliance.
• In addition to policies and procedures and access records, information technology documentation should also include a written record of all configuration settings on the components of the network because these components are complex, configurable, and always changing.
• Documented risk analysis and risk management programs are required. Covered entities must carefully consider the risks of their operations as they implement systems to comply with the act. (The requirement of risk analysis and risk management implies that the act’s security requirements are a minimum standard and places responsibility on covered entities to take all reasonable precautions necessary to prevent PHI from being used for non-health purposes.)

The Enforcement Rule
On February 16, 2006, HHS issued the Final Rule regarding HIPAA enforcement. It became effective on March 16, 2006. The Enforcement Rule sets civil money penalties for violating HIPAA rules and establishes procedures for investigations and hearings for HIPAA violations.

Asbestos Awareness in the Workplace

What is Asbestos?

Asbestos is the name given to a group of naturally occurring minerals that has been used in certain products, such as insulation, tiles, building materials and vehicle brakes, to resist heat and corrosion. Asbestos includes the mineral fibers chrysotile, amosite, crocidolite, tremolite, anthophyllite, actinolite and any of these materials that have been chemically treated and/or altered. The heaviest exposures tend to occur in the construction industry, particularly during the removal of asbestos during renovation or demolition. Workers are also likely to be exposed during the manufacture of asbestos products (such as textiles, friction products, insulation, and other building materials) and during automotive brake and clutch repair work.

What are the hazards of Asbestos?

Asbestos is well recognized as a health hazard and its use is now highly regulated by both OSHA and EPA. Asbestos fibers associated with these health risks are too small to be seen with the naked eye, and smokers are at higher risk of developing some asbestos-related diseases. Breathing asbestos fibers can cause a buildup of scar-like tissue in the lungs called asbestosis and result in loss of lung function that often progresses to disability and death. Asbestos also causes cancer of the lung and other diseases such as mesothelioma of the pleura which is a fatal malignant tumor of the membrane lining the cavity of the lung or stomach.

What can be done to reduce the hazards of Asbestos?

Worker exposure to asbestos hazards are addressed in specific OSHA standards for the construction industry, general industry and shipyard employment sectors. These standards reduce the risk to workers by requiring that employers provide personal exposure monitoring to assess the risk and hazard awareness training for operations where there is any potential exposure to asbestos. Airborne levels of asbestos are never to exceed legal worker exposure limits. Where the exposure does, employers are required to further protect workers by establishing regulated areas, controlling certain work practices and instituting engineering controls to reduce the airborne levels. The employer is required to ensure exposure is reduced by using administrative controls and provide for the wearing of personal protective equipment. Medical monitoring of workers is also required when legal limits and exposure times are exceeded.

How can OSHA Help?

OSHA has developed this webpage to provide workers and employers useful, up-to-date information on grain handling. For other valuable worker protection information, such as Workers' Rights, Employer Responsibilities and other services OSHA offers, read OSHA's Workers page.

Workplace Substance Abuse

The vast majority of drug users are employed, and when they arrive for work, they don't leave their problems at the door. Of the 17.2 million illicit drug users aged 18 or older in 2005, 12.9 million (74.8 percent) were employed either full or part time. Furthermore, research indicates that between 10 and 20 percent of the nation's workers who die on the job test positive for alcohol or other drugs. In fact, industries with the highest rates of drug use are the same as those at a high risk for occupational injuries, such as construction, mining, manufacturing and wholesale.

OSHA recognizes that impairment by drug or alcohol use can constitute an avoidable workplace hazard and that drug-free workplace programs can help improve worker safety and health and add value to American businesses. OSHA strongly supports comprehensive drug-free workforce programs, especially within certain workplace environments, such as those involving safety-sensitive duties like operating machinery.

A comprehensive drug-free workforce approach includes five components—a policy, supervisor training, employee education, employee assistance, and drug testing. Such programs, especially when drug testing is included, must be reasonable and take into consideration employee rights to privacy.

OSHA understands that many workers with substance abuse problems can be returned safely to the workplace provided they have access to appropriate treatment, continuing care and supportive services.

Although not required by OSHA, drug-free workplace programs are natural compliments to other initiatives that help ensure safe and healthy workplaces and add value to America’s businesses and communities.

OSHA works closely with the US Department of Labor's Working Partners for an Alcohol- and Drug-Free Workplace program to help employers ensure their health and safety plans are enhanced through workplace drug prevention. In particular, OSHA and Working Partners strive to raise awareness about the impact drugs and alcohol have on the workplace and provide information on how to establish drug-free workplace programs. A particular focus is placed on small businesses, since they are less likely than their larger counterparts to have mechanisms in place to prevent workplace substance abuse—despite being more likely to suffer from its negative impact.

Also, the Substance Abuse and Mental Health Services Administration (SAMHSA) Division of Workplace Programs provides guidance for employers on workplace drug-testing issues, and its GetFit.SAMHSA.gov website provides a range of information about workplace wellness issues, including drugs and alcohol.


Small Business

When it comes to workplace substance abuse, small businesses have big disadvantages. They are less likely than large companies to have programs in place to combat the problem, yet they are more likely to be the "employer-of-choice" for illicit drug users. Individuals who can't adhere to a drug-free workplace policy seek employment at firms that don't have one, and the cost of just one accident caused by an impaired employee can devastate a small business.

The good news is that small businesses have enormous power to improve the safety and health of their workplaces and employees by implementing drug-free workplace programs that educate employees about the dangers of drug abuse and encourage individuals with related problems to seek help. Such programs help reduce occupational injuries and illnesses and send a clear signal that employers care about the safety and health of their employees.

Some small businesses do not effectively address the issue due to a lack of resources, such as staff to seek information about it and provide assistance to employees who have related problems. This reluctance may be reinforced by confusion over the cost of running drug-free workplace programs and what action can be legally taken, particularly regarding drug testing and disciplinary procedures.

To help small businesses benefit from being drug-free, the Department of Labor and OSHA's Working Partners for an Alcohol- and Drug-Free Workplace program offers small businesses a range of free and easy-to-use tools to help them maintain safe, healthy and drug-free workplaces.

The Importance of Carrying Out Fire Drills in Your Business

Fire drills should be carried out to check that staff understand the emergency fire action plan, to ensure that staff are familiar with operation of the emergency fire action plan, to evaluate effectiveness of the plan and to identify any weakness in the evacuation strategy.

The frequency of fire drills for each building will be different and should reflect the level of risk Fire drills should take place at least once a year. Where there is more than one escape route, the fire drills should assume conditions in which one or more than one escape route are obstructed by smoke.

In offices, a fire drill should involve occupant evacuation and should commence on operation of the fire alarm. In shops, fire drills should involve rehearsal for evacuation and will normally be scheduled when there are no or few shoppers in the premises.

Where there is a possibility that someone may misinterpret the fire drill and call the Fire and Rescue Service, it may be appropriate to inform the fire and rescue service prior to the commencement and on conclusion of a drill in order to alert them to the exercise and so prevent their unnecessary attendance.

If the fire alarm system is connected to a remote alarm receiving centre, inform the receiving centre to ensure that the fire and rescue service is not inadvertently called out to the premises, and inform the receiving centre when the fire drill has been completed.

Within each building the fire drill evacuation should involve all occupants except those having a designated role such as the need to ensure the security of the premises, the safety of the occupants or where equipment or processes cannot be closed down.
When carrying out the fire drill it may be useful to:

1. Circulate details concerning the fire drill and inform all staff of their duty to participate.
2. Ensure that any equipment which is in use, such as cookers, can be made safe by isolating or turning off controls, where appropriate.
3. In larger premises, nominate observers that can assess the appropriateness of actions and identify problems.

A roll call should be carried out as soon as possible at the designated assembly point(s) and note any persons who are unaccounted for. In a fire evacuation this information would need to be passed to the fire and rescue service on arrival.

The results of the fire drill should be recorded and stored with the fire risk assessment. Throughout the fire drill, the person in charge and any nominated observers should pay particular attention to:

1. Inappropriate actions such as stopping to collect personal items, such as jackets and handbags
2. Difficulties experienced by people with disabilities
3. Communication difficulties with regard to the roll call and establishing that everyone is accounted for
4. The use of the nearest available fire escape routes as opposed to frequently used routes
5. Difficulties with the opening of doors and fire escape routes being blocked
6. Doors not being closed as people leave rooms to prevent smoke and fire spread

The significant findings of any fire drill should be recorded within the fire risk assessment and reviewed regularly...
 

Preventing Fatal Falls in Construction

Roof WorkerConstruction is a potentially high hazard industry for those who work in it, with falls at the top of the hazards list. In fact, falls are the most frequent cause of fatalities at construction sites and annually account for one of every three construction-related deaths. Although there are commonly available methods for preventing falls, the number of construction workers who fall to their deaths has increased in recent years. According to preliminary 2007 fatality data from the Bureau of Labor Statistics (BLS), there were at least 442 construction worker fatalities during 2007 as a result of falls from all causes.

Of this total falls from roofs are one specific concern at construction sites and the most frequent cause for fatal falls in construction in 2007. In fact, BLS reports that from 2003 to 2007, construction worker falls from roofs resulted in 686 fatalities.

OSHA has a list of resources to help those who work in the construction industry identify actions they should take to prevent construction-related falls.

The information listed below provides a variety of links related to construction falls and a variety of means to prevent them. QuickCards followed by an asterisk (*) denote those QuickCards containing information specific to the prevention of falls relating to roofs.

QuickCards Containing Fall Safety Tips:

Workplace Violence Training – Recognizing the Warning Signs

Workplace Violence costs American companies $4.2 billion annually and is the country’s second leading cause of on-the-job deaths.

As the second-leading cause of workplace deaths, workplace violence represents a challenge to employers who must be prepared to respond to and manage these incidents. 

All employees must learn to recognize the warning signs of impending violence and stop the process before its too late.

Here some key topics your workplace violence training program should cover:
  • What is the profile of a potential perpetrator
  • How to recognize behavioral warning signs
  • Documenting threatening behaviors
  • Addressing problem behaviors before they escalate into violent acts
A Manager and Supervisor’s Role

When faced with a potential workplace violence threat, managers and supervisors should hold information gathering meetings, confront a bully, or terminate a problem employee. Managers are strongly encouraged to get support from HR, security or other designated resources if they feel uncomfortable or if there is any possibility of a violent reaction.

Even if your workplace does not experience threats that indicate immediate danger, proper training on the appropriate response to warning signs of violence will improve employee comfort levels, show due diligence, and help the overall mental health of your organization.

Here's a brief preview of a new program below called "Workplace Violence for Employees" that will help your organization identify the early warning signs:








This program is available for BusinessTrainingMedia.com

Employer's Quick Guide to Avoiding Sexual Harassment Liability

Employers can be held liable for any sexual harassment that occurs in the workplace. However, if they take reasonable care to prevent and correct harassment, they will not be liable. The following article looks at the elements of reasonable care that will greatly reduce the risk of sexual harassment liability.

Written Policy. The policy should explain what sexual harassment is. It should give a variety of examples that make it clear that sexual harassment can take many different forms: unwanted physical contact; efforts to trade sex for employment-related benefits; lewd language or offensive jokes, pictures, drawings, or graffiti; or any combination. It should explain that the harasser’s intent does not determine whether the conduct is sexual harassment. Whether behavior is sexual harassment depends on how the victim experiences it, not whether the perpetrator intended to harass. It should state that male and female workers can be victims of sexual harassment by harassers of either gender.

The policy should be written in a way that will communicate well and be understood by the average worker. It should avoid legal jargon. It should be translated into languages other than English if there are workers whose command of English is deficient.

Complaint Procedure and Penalties. The policy should tell workers: how to file a complaint, providing model complaint forms; where to file a complaint, identifying several persons on staff designated to receive complaints. It should explain what happens during the investigation and what happens after the investigation, identifying who is responsible for making the final determination of whether sexual harassment occurred; what the possible penalties are, as well as who imposes penalties for sexual harassment and whether the complaining party has the right to know what penalty the employer has decided to impose; and how to appeal the employer's findings.

Retaliation. The policy should strongly prohibit retaliation, giving examples of what retaliation is. It should state that retaliation against complaining parties or witnesses will be taken as seriously as harassment itself.

Fairness and Safeguards. The policy should protect the rights of all persons involved. It should assure confidentiality to the extent possible.

Publicizing the Policy. It's no good to have a written policy if employees can later claim they never saw it. Each new hire should be given a copy of the policy and sign a receipt stating he or she has read and understands it. But too many employers leave it at that. If you want employees to remember the policy and to understand that you are serious about it, there must be ongoing exposure. Make available a brochure or pamphlet that summarizes the policy.

Periodically remind employees about the policy through memos, articles in employee newsletters, in employee meetings, or some other means that you regularly use for communication. Use posters about the policy and sexual harassment on employee bulletin boards; they should summarize the policy and state how to obtain further information.

Training. Training and retraining that explains sexual harassment and its impact on the workplace environment are essential for preventing harassment and should be provided on an ongoing basis.

The U.S. Supreme Court ruled in 1998 that where the employer has and communicates a proper policy forbidding sexual harassment and a reasonable procedure through which employees who believe they have been harassed can make complaints and have them investigated, an employee who believes he or she has been harassed must use the employer's procedure rather than filing a lawsuit. The purpose of sexual harassment law, the court said, is not for the courts to intervene between employers and employees. Rather, the purpose is to encourage employers to take steps to prevent sexual harassment and remedy it if occurs. That's why the steps the employer takes to prevent and remedy it are crucial to the question of liability.

In contrast to widespread misconceptions, sexual harassment is not the use of occasional off-color language, telling a few dirty jokes, complimenting a member of the opposite sex on his or her appearance, a single incident of mildly inappropriate touching, or other behavior that might make some people uncomfortable or upset. The courts have generally held that everyone has to put up with a certain amount of behavior in the workplace that he or she finds unpleasant or even offensive. Sexual harassment is behavior that is so severe or so pervasive that it deprives the victim of the same opportunities for economic success that are enjoyed by someone who has not experienced such harassment.

This does not mean, however, that employers should ignore reports of behavior that is based on sex and is inappropriate, unprofessional, disrespectful, and/or offensive. It's impossible to make black and white rules as to exactly when a line is crossed between merely offensive behavior and behavior that is so severe or pervasive it would interfere with the ability of any reasonable person to perform his or her job. For this reason, many experts suggest training that helps employees understand that certain behavior's whether it is technically sexual harassment or not is high risk and inappropriate in any work-related setting.

Better Training Is Needed
Sexual harassment is a sensitive and costly problem that is becoming all too common in many workplaces. By providing sexual harassment training to your employees on a regular basis, you'll reduce your organization’s expose to this costly problem and create a safer workplace.



About The Author:

Myron Curry is President and CEO of BusinessTrainingMedia.com a leading provider of workforce and business development training programs designed exclusively for corporate deployment. Myron has over 20 years of successful management experience with leading fortune 500 companies and has written numerous articles about workforce management issues.