Zero Accident
Transcript of Zero Accident
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ZeroAccident Culture
Starting School for Waste and Recycling:New Employee OrientationJohn Wayhart
A a aag, gal a youAct As A teAcher
And remind boththe new hire Andyour empoyeesof the rues Andprovisions a, lg a.
Zro Acci culur (ZAc) i A blif y
that there is no such thing as an accident in the work
place, as all accidents are preventable in some way, shape or
form. ZAC is a responsibility process that begins and ends
with senior executives who instill the proper parameters
and motivators for workplace excellence. It starts with the
management team understanding each job, its exposures
and how safe performance will lead to superior results
for the company. From there, proper and effective hiring
practices, as well as an extensive new employee orientation,
will set forth the companys safety and zero incident
standards. Last month (Waste Advantage Magazine, April
2012), I wrote about instrumental hiring practices and
some insightful ways to create a Zero Accident Culture
mindset before someone reports to work. Now, its time
for the next crucial phasenew employee orientationor
what I like to call Waste and Recycling School.
First Day of SchoolWhat was one of the rst items your elementary
school teachers went over on the rst day of class? Need
a refresher? Most of the time, it was listed on a poster
hanging up in the classroom. Yes, it was the classroom
rules. As an owner or manager, it is integral that you
act as a teacher and remind both the new hire and
your employees of the rules and provisions of the
company, including those for safety. This is not the
time to be the greeter or best friend; instead, you
need to lay the groundwork at the beginning in
order to set the zero incident tone early. Designate
trusted and dependable workers who have an
understanding of the job requirements the new
hire will be responsible for to serve as mentors and
ongoing teachers for the rst 90 days.
Parent-Teacher Conferences
During the training process, the senior executive teamshould set meetings twice a month with the designated
teacher or mentor to review the progress of the new hire
and areas for continued education in the waste industry.
Oftentimes, through these meetings, you may discover
that the mentor may be spending too much time on the
overall company operations, because they expect that the
new employee knows what to do in terms of safe and
effective practices. In turn, the mentor should have weekly
meetings with the new hire to discuss processes, proper
techniquessuch as liftingand any problems or advice.
Report CardsFeedback. Feedback. Feedback. Provide guidance and
feedback on their work. Keep an ongoing chart or report
throughout the week in order to provide specic feedback
and to recall booth positive or negative instances. It is very
important to highlight work ethic and positive practices
in order to renew condence and encourage forward
momentum. After all, the rst few weeks of any new job
or school can be very overwhelming. Use any negative
experiences as a learning tool. Do not degrade the new hire
in any way; rather, spin an instance into a learning activity.They will begin to see how sincere and determined you are
in creating the very best work environment for them and
for the company.
Setting and ExecutingGoals and Objectives
Great companies set themselves apart through the
execution and support of both company and individual
goals. Find ways to assist a new employee with settingchallenging, but attainable, goals toward their job
function. At rst, have the mentor create a few immediate
objectives with the employee that can be achieved by the
end of that day. Establishing small goals and feats rst will
positively inuence their work ethic and drive to succeed
in the new role.
Have Another Lesson PlannedIts difcult to coordinate new employee orientation
as supervisors, trainers and mentors all have jobs to doas well. If the designated mentor must be called away to
perform work during the orientation process, make sure
there is another trainer readily available. The alternate
should be introduced on the rst day to appease any
32 WasteAdvantage Magazine May 2012
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tatng h Waste and reng: ew mpee oentat
awkwardness of working closely with a new employee. As an executive team member,
and one who helped hire the new employee, dont be afraid to check in with him or her.
Find a task you can do together and ask for their help; use that time to get to know them
on a more personal level. Job descriptions are important, but the mission is everything.
Graduation DayEmpowerment is a privilege not a right. Demonstrate to new employees the
eventual reward that can come after orientation is over and they are fully integrated
in their job requirements. If the employee is accountable, is the right t and has
been given the proper guidance and tools to succeed, let him or her earn greater
authority and privilege. Once orientation is over, outline a one-year timeline that
coincides with their goals. The timeline can serve as a checklist to keep them on
track towards graduation daythe time he or she becomes a fully-integrated andempowered employee within the organization.
While it may seem time intensive and costly to implement strategic hiring
practices and new employee orientations, the damaging results of a major workers
compensation claim or a few minor incidents from not doing the proper due
diligence in hiring, is far greater. | WAJohn Wayhart is a Senior Vice President at Assurance Agency (Schaumburg, IL). With
more than 29 years in the insurance and risk management industry, his expertise lies in
providing solutions or a wide range o businesses including the waste and recycling industry.
In 1989, John trademarked the Zero Accident Culture and continues to teach, coach and
mentor this process to help drive down the cost o risk to improve operational eectiveness and
fnancial results. He can be reached at (847) 463-7161 or [email protected].
34 WasteAdvantage Magazine May 2012
2012 Waste Advantage Magazine, All Rights Reserved. Reprinted from Waste Advantage Magazine.Contents cannot be reprinted without permission from the publisher.
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