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... 90% of all accidents are caused by employees rather than by faulty equipment or conditions. Turning over the responsibility for safety and accident prevention to employees, through safety committees, is the only sure-fire way to achieve lasting results. Through my experience, I am more convinced than ever that the only successful approach to safety is to implement an employee-centered program. The agent can be the catalyst who makes this happen. The employee safety committee needs direction from an outside, independent coordinator, and should be made up of nonsupervisory personnel. The people closest to a problem are best able to find practical, cost-effective solutions. Managers sometimes believe that employees lack the sophistication necessary to develop solutions. However, the safety committees I have worked with have produced excellent results. Indeed, workers such as assemblers, sweepers, maintenance people, sales clerks, stock clerks, and cashiers are valuable assets for identifying unsafe conditions and making recommendations that improve productivity and quality. One of my industrial clients told me that communication with the work force had greatly improved since the start of the employee safety program. I approach safety in an orthodox way. Approximately eight employees meet once a month for an hour. We review accident reports to pinpoint the accidents' causes, and make recommendations for corrective action. We walk around the facility on an inspection tour identifying hazards. During the tour, we solicit employees' views and suggestions about safety. For example, employees were having difficulty continually transferring boxes containing 40 pounds of chocolates from the production line to a staging area. There was no room to install a conveyor. ...

... . How does Disney do it? I believe Disney and similar firms do what they do because they integrate customer service into their operation. For example, look at their hiring practices: Before Disney even considers hiring someone, the prospective employee must go through an elaborate screening process, agree to certain grooming and conduct restrictions, and sit through presentations on customer service philosophy and the Disney corporate culture. The majority of people who go through the pre-employment screening process never actually apply for the job. Disney is OK with that. Actually, Disney is more than OK - they're delighted. They want to hire people who are not only willing to do the Disney job, but who also are willing to do it the Disney way. The first training every Disney employee receives - from CEO to street sweeper - is in customer service. Learning how to bake cookies, sweep sidewalks, or operate attractions is always secondary to customer service. In fact, technical skills augment customer service skills instead of vice versa. I know of no agency that spends time and/or money sending producers to customer service training. Why would we do a thing like that? Now that's an interesting question. In an agency, new service staff are usually directed to the largest stack of undone work, and that's what they learn first. This sends a powerful message that the importance of the work outweighs the importance of learning the agency way of delivering customer service. Few agencies integrate the concept of customer service into new-employee orientation, staff meetings, or in-house training. If in-house training even exists, it's most ...

...eed, workers such as assemblers, sweepers, maintenance people, sales clerks, s...

... . How does Disney do it? I believe Disney and similar firms do what they do because they integrate customer service into their operation. For example, look at their hiring practices: Before Disney even considers hiring someone, the prospective employee must go through an elaborate screening process, agree to certain grooming and conduct restrictions, and sit through presentations on customer service philosophy and the Disney corporate culture. The majority of people who go through the pre-employment screening process never actually apply for the job. Disney is OK with that. Actually, Disney is more than OK - they're delighted. They want to hire people who are not only willing to do the Disney job, but who also are willing to do it the Disney way. The first training every Disney employee receives - from CEO to street sweeper - is in customer service. Learning how to bake cookies, sweep sidewalks, or operate attractions is always secondary to customer service. In fact, technical skills augment customer service skills instead of vice versa. I know of no agency that spends time and/or money sending producers to customer service training. Why would we do a thing like that? Now that's an interesting question. In an agency, new service staff are usually directed to the largest stack of undone work, and that's what they learn first. This sends a powerful message that the importance of the work outweighs the importance of learning the agency way of delivering customer service. Few agencies integrate the concept of customer service into new-employee orientation, staff meetings, or in-house training. If in-house training even exists, it's most ...