Emergency training -- okay so it's boring -- until it saves a life

Let's face it...probably no one wants to attend an emergency preparedness or emergency response training session. It's usually pretty dry stuff, it may involve giving mouth-to-mouth to a plastic mannequin missing its limbs, and it probably will keep you away from that pile of work that's already overdue.

There's only one thing worse than attending emergency training sessions -- and that's teaching them. You know, you just know, that everyone in the class would rather be somewhere else. And quite frankly, so would you. But you do the class because OSHA requires it. Or your state or your industry mandates it.

But then one day, the unthinkable happens. Someone falls off a forklift. Or has a heart attack right there in the lunch room. Or a blizzard shuts down the roads and the electricity, and you have two dozen people in the office. with no heat. And suddenly all that safety training or emergency response training kicks in, and people know what to do (and what NOT to do) and a life is saved. Or do they? Were they listening as someone droned on about first aid? Or emergency shelter?

That's the flip side of emergency training. The point of it all, that's hard to remember when that plastic dummy appears in the middle of the room. This stuff really is about life and death.

So what can we, as trainers and HR pros, do to make the very necessary and often mandatory safety training or emergency response training a little more palatable?


1) Make it fun

We've said it here before, and I will say it again. THERE IS NO REASON TRAINING CANNOT BE FUN! Whew, that felt good! Did y'all hear it? Examples?

Instead of training from a book, with a lecture, teach the basics and then turn the training session into a custom version of Jeopardy, complete with buzzers. "Yes, Alex, "I'll take Blood and Bones for $200" is lots more fun than "if a bone appears to be broken, stabilize the limb with a..." Yawn!

Throw things! Okay, not heavy things like supervisors or even small rocks, but fun things like foam balls or stuffed bears wearing safety helmets. Someone asks a question and tosses the toy. The catcher has to answer, then gets to ask the next question and toss the toy. And so on. The game moves fast, the answers stick. Much easier to keep people's attention on a subject like proper tagging of machinery when something is flying around the room and they have 30 seconds to answer!

Give prizes! No, we are not in third grade, but yes, we do still like to get prizes. Talking pens, chocolate bars, movie tickets, desk toys. Small stuff. But it keeps people paying attention and playing along.

That's it. Simple, right? You thought there would be more, just because I put a "1" in front of "Make it fun" didn't you? Ha! Just having some fun. Try it. As weird as it sounds, it just might save someone's life someday.

Fake safety training cards resurface, shed light on serious problem

Fraudulent safety certificates are surfacing around New York city, raising more concerns that the area’s safety training programs are in serious trouble.

Officials last month discovered a fake safety training certificate, complete with the Occupational Safety and Health Administration (OSHA) logo, trainee’s name and trainer’s signature, at a violation-troubled construction site. (NY Daily News)

Joao Dias, the card’s owner told officials that he had never received any OSHA training in return for the card, had never even met the “trainer” who signed it, and that a site foreman gave him the card.

The city of New York is no stranger to problems related to OSHA training. A New York Daily News investigation published earlier this year exposed a widespread network of fraudulent construction safety programs.

The list of alleged offenses include trainers teaching 10-hour federal OSHA courses in two hours and students taking classroom breaks with a beer or two at the bar.

New York city has since pledged to crack down on the “dangerously negligent” attitude toward mandatory safety training, but the problem may be more widespread than officials thought as fraud-related violations resurface.

Cutting corners when it comes to safety training is always a risky road to travel. Read some of our related posts on the dangers of cutting safety out of the budget and how to save money on employee training:


Investing in leadership development during a downturn

Recession-proof employee training tips

Is our economy causing more workplace injuries?

Employee training and the 2009 budget battle

OSHA fines Wal-Mart $7k for employee’s trampling death

Earlier this week, the Occupational Safety and Health Administration cited Wal-Mart Stores Inc. for inadequate store management after completing an investigation into the death of an employee last year.

On November 28, 2008, Jdimytai Damour, a seasonal worker, was trampled to death by a crowd of customers rushing into the store to take advantage of its annual “Blitz Friday” pre-holiday sales event at a New York store.

The OSHA inspection "found that the store's employees were exposed to being crushed by the crowd due to the store's failure to implement reasonable and effective crowd management principles," according to a press release.

The citation carries a proposed fine of $7,000, the maximum amount for a serious safety violation. Within 15 days from the receipt of the citation, Wal-Mart must comply, hold an informal conference with OSHA or contest the citation.

OSHA said in a statement that Wal-Mart did not give employees enough training or tools to deal with the large crowd of shoppers that day.

"This was an unusual situation but not an unforeseen one," said Anthony Ciuffo, OSHA's acting area director for Long Island. "The store should have recognized, based on prior "Blitz Friday" experiences, the need to implement effective crowd management to protect its employees."

Though the $7,000 fine equals the amount of money Wal-Mart makes in about 18 seconds, the retail giant may still contest the OSHA violation, saying that the trampling was unforeseeable.

The criminal investigation into Damour’s death ended earlier this month after Wal-Mart agreed to pay nearly $2 million and improve safety at its 92 New York stores. Wal-Mart also said it would consider making safety improvements in more of its stores outside of New York.

While this case may have been an “unusual situation,” it still brings needed attention to the importance of employee safety training. From learning how to work in the summer heat to managing crowds during the holidays, every season comes with its own set of safety challenges.

To help your employees prevent injuries, the National Safety Council has designated June as National Safety Month. The Council tackles a different workplace safety issue each week: teen driving, fall prevention, overexertion and distracted driving. For more information, visit the official 2009 National Safety Month site.

For more information on employee safety, read these helpful posts and articles:

The heat is on: Stress worker safety in the summer sun

Danger! I mean peligro! No, gefahr!

Is the “dork factor” hampering your safety training?

The ugly side of safety incentives

Name your poison: Dealing with MSDS sheets

The ugly side of safety incentives

Safety incentive programs are generally developed to encourage employees to practice safe working habits on the job. Unfortunately, how some organizations design and execute their programs can be dangerously flawed, putting more employees at risk for injury.

In a series of articles dealing with Workers’ Compensation issues, entitled “A World of Hurt,” one of the most recent articles examines how safety incentive programs may be causing more harm than good. Employees at one New York DuPont plant, are being peer pressured into not reporting workplace injuries in order for everyone to receive safety rewards.

From the New York Times article:

TONAWANDA, N.Y. — The sprawling DuPont plant along the Niagara River here can be a grim place, but less so on the days when the company hands out coupons to reward workers for a few weeks without injury.

Called “safety bucks,” the coupons look like real money and can be redeemed at Red Lobster, Home Depot and several other businesses in the area.

For some workers who risk their fingers and bones to make Corian, the stonelike countertop material that is the plant’s major product, the coupons have become a modest blessing and benefit. But other workers regard them as a curse, as a way to mobilize peer pressure against workers who might consider reporting an injury.

“You know that if you report an injury, everybody says, ‘You son of a bitch,’ ” said Dan Austin, who worked at the plant for 30 years. “I’ve heard people say, ‘So-and-so reported an injury and it’s going to cost us our safety bucks this month.’ ”

Companies across the state have recently introduced reward programs to curtail injuries, in part to keep their workers safe, in part to cut down on workers’ compensation claims, which managers cite as a huge factor in the high cost of doing business in New York.

The article goes on to explain how New York’s workers’ compensation system is “plagued” by an ongoing list of failures, including a war between employers and employees over workplace injuries.

When it comes to safety incentives, a program will never be successful if employees are cursing each other for reporting injuries. Some in the safety industry suggest that instead of rewarding a lack of accidents, rewarding safe behavior will improve the effectiveness of your program.

Robert Breslin at SafetyXChange says that the problem with most safety incentive programs is that managers aren’t rewarding safe behavior, just the “absence of unsafe behavior.” That major flaw is actually providing employees with an incentive to fail to report or under-report workplace injuries.

Breslin suggests that companies “stop rewarding the lack of unsafe behavior and start rewarding safe behavior,” giving this example of what an effective incentive program would look like:

Instead of awarding each employee on a quarterly basis $50 in cash, equivalent non-cash prizes or chances to win prizes, take that $50 and buy 10 $5 gift certificates to a local store, movie theater, restaurant, car wash, etc. Then, pass out those gift certificates when you see someone doing something right. And do it with fanfare. “Hey Jim, glad to see you finally remembered your safety glasses! Here’s a gift certificate.” Before you return to your office, everyone in the facility will know what you just did.

What you’ve just done is reward safe behavior. And in encouraging safe behavior, you’re cultivating safe attitudes, as well. As a side benefit, you’re improving your relationships with workers and getting them to actually look forward to your visits. Last but not least, you’re accomplishing all of these things cost-effectively and saving your company money.

Every organization can learn a lesson from the flawed safety incentive program at the New York DuPont plant, but you still shouldn’t forgo the idea of implementing a program of your own. But remember to use safety incentives to reinforce positive behavior, not the absence of poor behavior, and you’ll be on course for success.

Does your organization use employee incentives to encourage on-the-job safety? What worked or didn’t work at your organization that you think others could learn from? Leave a comment and let us know.