95 episodios

The SafetyPro Podcast, powered by iReportSource, helping you manage safety one episode at a time. With the constant regulatory and workplace culture challenges businesses face, we’ll provide you with all the relevant information necessary to achieve a safer, more productive workplace. No management theory, platitudes, or guru speak - just actionable info you can use right now.

The SafetyPro Podcast Blaine J. Hoffmann, MS OHSM

    • Gobierno

The SafetyPro Podcast, powered by iReportSource, helping you manage safety one episode at a time. With the constant regulatory and workplace culture challenges businesses face, we’ll provide you with all the relevant information necessary to achieve a safer, more productive workplace. No management theory, platitudes, or guru speak - just actionable info you can use right now.

    090: Planning Makes You Adaptable - Interview with Kris "Tanto" Paronto

    090: Planning Makes You Adaptable - Interview with Kris "Tanto" Paronto

    In this podcast episode, I take a break from the technical topics to which my readers and podcast listeners are accustomed. I wanted to interview someone from outside normal safety circles, someone that can bring a unique perspective on the values we want to hold as safety professionals: integrity, honesty, teamwork, never-quit attitude. Please be sure to listen to the interview as it is not transcribed here. Please read more about Kris below.
    Kris Paronto
    Kris Paronto - “Tanto” as he is affectionately known in security contracting circles - is a former Army Ranger from 2nd Battalion 75th Ranger Regiment and a private security contractor who has deployed throughout South America, Central America, the Middle East, and North Africa. He also worked with the US Government’s Global Response Staff conducting low profile security in high threat environments throughout the world.
    Mr. Paronto was part of the CIA annex security team that responded to the terrorist attack on the US Special Mission in Benghazi, Libya, September 11th, 2012, helping to save over 20 lives while fighting off terrorists from the CIA Annex for over 13 hours. Mr. Paronto’s story is told in the book “13 Hours” written by Mitchell Zuckoff and his five surviving annex security team members.
    The Patriot's Creed

    When Kris began talking with civilians about his experiences fighting the terrorist attack on the US State Department Special Mission Compound in Benghazi, Libya on September 11, 2012, he was surprised at how often people told him that the story of his extraordinary battle gave them the courage to face tough times in their everyday lives. "The odds were stacked against us that night but the truth is that we refused to quit and we beat them with faith, teamwork, and the principles that were first instilled in me when I joined the Army. You can find those in the Rangers Creed and the Army Values," he says, "and you don't have to be a Special Operations soldier to use them."
    In The Patriot's Creed, Kris uses the seven core Army Values that all soldiers learn in Basic Combat Training, and the experiences of other servicemen and women and First Responders, to explain how anyone can improve themselves, the world around them, and live a heroic life. The stakes are dramatic for the brave men and women who put their lives on the line to fight for America, and too many of their acts of courage and honor are unknown. The examples of their persistence and discipline will be inspiring to anyone facing seemingly insurmountable obstacles.
    At a time of national polarization, Kris draws attention to values all readers can share and use, and to the honor, integrity, and courage of true patriots who have gone to great lengths to protect and serve. They embody the best of us and make Kris Paronto proud to be an American soldier.
    The Ranger Way

    Thousands of people have heard Kris "Tanto" Paronto speak about his experiences in Benghazi on September 11, 2012. But before he was a security contractor, Tanto was a US Army Ranger from the 2nd Battalion 75th Ranger Regiment. Rangers are trained to lead by being pushed to their physical and mental limits so that they can perform against impossible odds in punishing situations.
    In THE RANGER WAY, Tanto shares stories from his training experiences that played a role in his team's heroic response in Benghazi as he explains the importance of demanding excellence when you commit to improving your life. He shows you how to define your mission, set goals that are in alignment with your values, and develop a battle plan that will maximize your chances of success. You will learn why you should never quit and why that is different from never failing. Tanto uses his experiences in Basic and Ranger Training to explore how to deal with mistakes and disappointment like a leader, accept responsibility, and turn every obstac

    • 44 min
    089: 5 OSHA Agenda Items to Watch

    089: 5 OSHA Agenda Items to Watch

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    OSHA has a decent list of regulatory agenda items. While I don't want to go through them all, I do want to highlight five that I think are particularly impactful. Safety professionals always need to be looking ahead at what is coming so we can prepare our employers, update any programs, which includes employee training and certifications that may be required. 
    1. Lock-Out/Tag-Out Update - Pre-Rule Stage
    Recent technological advancements that employ computer-based controls of hazardous energy (e.g., mechanical, electrical, pneumatic, chemical, and radiation) conflict with OSHA's existing lock-out/tag-out standard. The use of these computer-based controls has become more prevalent as equipment manufacturers modernize their designs. 
    Additionally, there are national consensus standards and international standards harmonization that govern the design and use of computer-based controls. This approach of controlling hazardous energy is accepted in other nations, which raises issues of needing to harmonize U.S. standards with those of other countries. The Agency has recently seen an increase in requests for variances for these devices. This RFI will be useful in understanding the strengths and limitations of this new technology, as well as potential hazards to workers. The Agency may also hold a stakeholder meeting and open a public docket to explore the issue.
    2. Emergency Response and Preparedness - Pre-Rule Stage
    OSHA currently regulates aspects of emergency response and preparedness; they promulgated some of these standards decades ago, and none as comprehensive emergency response standards.
    Consequently, they do not address the full range of hazards or concerns currently facing emergency responders, nor do they reflect significant changes in performance specifications for protective clothing and equipment. The Agency acknowledged that current OSHA standards also do not reflect all the considerable developments in safety and health practices that have already been accepted by the emergency response community and incorporated into industry consensus standards.
    OSHA is considering updating these standards with information gathered through an RFI and public meetings.
    3. Mechanical Power Press Update - Pre-Rule Stage
    The current OSHA standard on mechanical power presses does not address the use of hydraulic or pneumatic power presses. Additionally, the existing standard is approximately 40 years old and does not address technological changes. OSHA previously published an ANPRM on Mechanical Power Presses (June 2007) in which it identified several options for updating this standard.
    The Agency would like to update the public record to determine how best to proceed. This project is under Executive Order 13777, which facilitates the review of existing regulations that may be outmoded, ineffective, insufficient, or excessively burdensome, and to modify, streamline, expand, or repeal them.
    4. Powered Industrial Trucks - Pre-Rule Stage
    Powered Industrial Trucks (e.g., fork trucks, tractors, lift trucks, and motorized hand trucks) are ubiquitous in industrial (and many retail) worksites. The Agency's standard still relies upon ANSI standards from 1969.
    The Industrial Truck Association has been encouraging OSHA to update and expand the OSHA standard to account for the substantial revisions to ANSI standards on powered industrial trucks over the last 45 years. The current standard covers 11 types of vehicles, and there are now 19 types. Also, the standard itself incorporates an out-of-date consensus standard.
    OSHA will begin the process to develop a proposed rule updating the consensus standard referenced from the 1969 version of the American National Standard B56.1 to the 2016 version. This project is also under Executive Order 13777, which facilitates the review of existing regulations that may b

    • 15 min
    088: The SafetyPro Podcast in 2020

    088: The SafetyPro Podcast in 2020

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    2019 - It was a year of change and growth for me, both personally and professionally: new partnerships, new professional connections, conferences.
    The podcast growth was significant last year - it has been growing exponentially year over year since the start, but last year it saw a lot of growth. I was able to expand the podcast in new ways thanks to the growing popularity of podcasts as well as more ways to find and enjoy podcasts. Spotify, Pandora, and iHeart Radio all jumped into the podcast offering space. Also, Google finally offered its official podcast app - although it may have missed the train as most Android users have been listening to podcasts via other podcast apps available to them for several years now.

    I was also able to expand the podcast by partnering with other podcast networks. You can now hear this podcast on Safety FM network - while I maintain independence, this partnership allows them to re-broadcast episodes. At the same time, I keep creative control and the ability to expand the podcast even more!

    2019 also had the podcast on the road for the first time. VPPPA was kind enough to host me at their National Safety+ Symposium in New Orleans. I was able to meet many podcast listeners and even interview a few - a first for the podcast. It was a successful event, and they have invited me back for the 2020 Symposium in Orlando.

    I got to meet Wesley Carter from the Amplify Your Process Safety Podcast and interview him - a SafetyPro podcast first!

    Another podcast first was my interview with a podcast listener, Diana Paredes - she shared some great insight, and it was so much fun meeting a listener in person.

    My interviews also included none other than Abby Ferri - who spoke at the VPPPA Safety+ Symposium as well. Her perspective on PPE for women generated a lot of feedback from listeners that continue to deal with form and fit - which impacts function, regarding protective equipment for women at work. I hope to have her back soon to share more about workplace safety.

    Frank King was also one of my guests; it was a fun yet sobering conversation about mental health and how companies need to make it a part of our overall safety and health programs. Frank has some excellent information for companies wanting to do just that - please be sure to connect with Frank on LinkedIn as well.

    I wrapped up my trip to New Orleans by interview some VPPPA Board members - you have to check out that interview if you haven't already. It is clear why VPPPA is a leading workplace safety association, and you should seriously consider what they can do for you.
    Finally, I made more professional connections in 2019, as well. The podcast has connected me to some incredible professionals. Many of which I have come to know well over the past year. Most of my connections are via LinkedIn - so if we are not connected yet, feel free to reach out.
    2020 is looking to be another banner year as well. I have three conferences lined up; I will be presenting at two of them in Ohio and podcasting from one of them as well. The third is the previously mentioned VPPPA National Safety+ Symposium, where I will be conducting more interviews with speakers, VIPs as well as podcast listeners.
    I also have other plans for 2020 - including some big interviews with industry leaders and influencers. Interviews will not become a significant part of the podcast, but I will be adding some here and there. So I will announce these as we get closer to releasing the episodes.
    I also talked to a lot of listeners asking for more details and downloads about specific topics. While I try my best to offer enough information and links for each topic I cover, there is certainly room for more. The issue for me is the time needed to put together more materials.
    That is why I am launching a Patreon subscription program for those

    • 13 min
    087: 5 Ways to Promote Accountability

    087: 5 Ways to Promote Accountability

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    Are concepts like "responsibility" and "being held accountable" viewed negatively by your employees? Most likely, it's because leaders have tried to mandate responsibility from the top down. But that's not how responsibility works.
    People are intrinsically motivated to fulfill their commitments for a range of reasons, none of which include being mandated -- at least not effectively nor sustainably.
    A top-down approach makes employees feel like a kid again -- it doesn't cultivate trust and freedom -- and it doesn't motivate people to find their way to stay on top of things.
    Instead, leaders can encourage more responsibility among employees by creating an organizational culture that promotes and cascades accountability through five areas of focus.
    Gallup's research and consulting experience show that to promote accountability, leaders, and managers should:
    1. Define what people are accountable for.
    Employees need clearly defined expectations to achieve goals. Organizations may have evergreen responsibilities that support the organization's mission, values, and purpose - like customer-centricity or quality - that they need teams to focus on continuously.
    At other times, companies may need employees to focus on accountabilities that are short term or long term, but not permanent, such as large-scale change initiatives.
    But in every case, managers need to demonstrate accountability through their availability and time spent on defining what their team is responsible for.
    2. Set and cascade goals throughout the organization.
    Once employees clearly understand what they're accountable for, managers should help them set measurable, individualized goals that align with their role. Most, if not all, employees should have metrics defined that help them know if they're delivering on the organization's goals.
    Next, leaders should prioritize ongoing communication about how everyone's contributions and successes impact the organization's achievements.
    3. Provide updates on progress.
    People need the right information to course-correct toward their goals.
    Feedback can come from customer or employee surveys, ongoing project updates, key listening posts with critical stakeholders, or some combination of these. The most effective form of feedback, however, comes from frequent conversations between managers and employees.
    When preparing to provide a progress update, managers should not ask themselves if they have all the data, but instead, if they have the correct data, which is performance orientated so they can speak to the behavior that has allowed the progress.
    4. Align development, learning, and growth.
    Whether through conversations between managers and employees or as part of an ongoing developmental path, organizations must provide opportunities for employees to improve, learn, and grow.
    Gallup analytics show that millennials rank the opportunity to learn and grow in a job as being No. 1 - above all other job considerations - and it's high on the ranks for different generations as well.
    Managers who focus on employee development help workers address the roadblocks that prevent their ability to deliver on goals while learning and growing in the role.
    5. Recognize and celebrate progress.
    Praise for good work is the most motivating of all forms of feedback.
    Identify, celebrate, and learn from successes. It motivates employees to stretch and creates responsibility role models for others to follow.
    What Promoting Accountability Looks Like in Practice
    When leaders clearly define and communicate what the organization and employees are accountable for and committed to achieving, they are describing an ideal culture.
    But as It's the Manager reports, "a major challenge for leaders of large organizations is that there is no common culture." Moreover, only about half of all workers -- and fewer m

    • 33 min
    086: Got Employee Engagement?

    086: Got Employee Engagement?

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    How workers show up each day directly shapes your culture. To be an engaged, safe, productive culture, we want our people highly involved and deeply committed to the company mission. No doubt that today, many organizations are seeking to create and sustain this kind of engaged company culture. That's why we're taking a closer look at just a few of the top ways we can ensure that the systems, the processes, the values, and the norms of your organization all help to improve the employee experience.
    Let's talk about a few strategies you can embed in your culture so you can improve employee engagement.
    Make accountability a high priority
    A positive safety culture is one where someone feels safe enough to say to a colleague, "I noticed that you're not wearing your safety glasses." In turn, we want that colleague to respect the other person enough to respond positively and change their behavior. The values of the team, in such organizations, reinforce constructive accountability.
    Workers look out for one another, and they can communicate with one another in a positive way that upholds the values of the company. That might be safety, or it might be something else like an approach towards customer service.
    Individual and team accountability also help work against over-confidence or complacency that can happen over time, despite how "engaged" a worker is. Accountability is communication, trust, ownership. In my next episode, I will go over five ways to promote accountability. But for now, know that accountability is a critical factor in driving engagement.
    Give workers the right amount of authority
    If you want to drive accountability, you also must match that with authority. Authority, paired with trust, is what gives workers a sense of empowerment and true ownership in a role or project.
    If and when authority is missing, workers can easily get disengaged because they don't feel like they can genuinely impact the desired outcome. Just think: if you ask a high performer to complete a project, but they lack the resources (time, talent, equipment, etc.), that's a real disconnect. That's precisely the kind of scenario that can result in a high degree of stress.
    To support giving your employees a real sense of authority, make sure:
    The authority given aligns with the outcomes you want to see You show you trust workers with that responsibility and authority Workers know what is expected of them, given their role and responsibilities Workers have the resources, tools, equipment to do the work the right way Get workers as involved as possible
    Provide ample opportunity and space for workers to be as involved as possible at work, in safety-related efforts, and in other areas, as well.
    Make sure you have a structure that can allow them to give suggestions and feedback as to how safety can be improved. It's essential to not only provide the opportunity for ideas but demonstrate that action will be taken to address those suggestions, too. That way, people feel empowered and have a greater sense of ownership. Plus, workers will feel like they have a stake in the outcome and in shaping the environment at work.
    Look at the employee experience from end to end
    Can you confidently say that the organization is showing it holistically cares for employees throughout the entire experience they have with you? That experience starts even before starting their job!
    Start thinking of the "employee experience" in terms of every interaction a worker has with your organization. That means from recruitment (or even before that) until the day they exit the company.
    To name a few, that can include:
    The recruitment process The hiring process The onboarding process The work environment(s) The work processes The career path or learning opportunities provided The ongoing communication (informal and formal) provided Coaching

    • 28 min
    085: SMS Pt 6 - All You Need to Know About OSHA VPP

    085: SMS Pt 6 - All You Need to Know About OSHA VPP

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    The Occupational Safety and Health Administration (OSHA), on July 2, 1982, announced the establishment of the Voluntary Protection Programs (VPP) to recognize and promote effective worksite-based safety and health management systems.
    In the VPP, management, labor, and OSHA establish cooperative relationships at workplaces that are implementing or have implemented comprehensive safety and health management systems.
    Approval into VPP is OSHA’s official recognition of the outstanding efforts of employers and employees who have created exemplary worksite safety and health management systems. OSHA offers assistance to sites committed to achieving the VPP level of excellence.
    VPP Principles
    Voluntarism: Participation in VPP is strictly voluntary. The applicant who wishes to participate freely submits information to OSHA on its safety and health management system, goes above and beyond compliance with the OSH Act and applicable OSHA requirements, and opens itself to agency review.
    Cooperation: OSHA has long recognized that a balanced, multifaceted approach is the best way to accomplish the goals of the OSH Act. VPP's emphasis on trust and cooperation between OSHA, the employer, employees, and employees’ representatives complements the Agency’s enforcement activity but does not take its place. VPP staff and VPP participants work together to resolve any safety and health problems that may arise. This partnership enables the Agency to remove participants from programmed inspection lists, allowing OSHA to focus its inspection resources on establishments in greater need of agency oversight and intervention. However, OSHA continues to investigate valid employee safety and health complaints, fatalities, catastrophes, and other significant events at VPP participant sites.
    A Systems Approach: Compliance with the OSH Act and all applicable OSHA requirements is only the starting point for VPP participants. VPP participants develop and implement systems to effectively identify, evaluate, prevent, and control occupational hazards to prevent injuries and illnesses to employees. Star participants, in particular, are often on the leading edge of hazard prevention methods and technology. As a result, VPP worksites serve as models of safety and health excellence, demonstrating the benefits of a systems approach to employee protection.
    Model Worksites for Safety and Health: OSHA selects VPP participants based on their written safety and health management system, the effective implementation of this system over time, and their performance in meeting VPP requirements. Not all worksites are appropriate candidates for VPP. At qualifying sites, personnel is involved in the effort to maintain rigorous, detailed attention to safety and health. VPP participants often mentor other worksites interested in improving safety and health, participate in safety and health outreach and training initiatives, and provide OSHA with input on proposed policies and standards. They also share best practices and promote excellence in safety and health in their industries and communities.
    Continuous Improvement: VPP participants must demonstrate continuous improvement in the operation and impact of their safety and health management systems. Annual VPP self-evaluations help participants measure success, identify areas needing improvement, and determine such changes. OSHA onsite evaluation teams verify this improvement.
    Employee and Employer Rights: Participation in VPP does not diminish employee and employer rights and responsibilities under the OSH Act and, for Federal agencies, under 29 CFR 1960 as well.
    Participation Levels
    There are three levels of participation in the VPP:
    Star Program: The Star Program recognizes the safety and health excellence of worksites where employees are successfully protected from fatality, in

    • 27 min

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