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If you're using "contingent workers" -- on a part-time, temporary, or contract basis -- be aware that these employees face a greater risk of occupational injuries and illness. According to the National Institute for Occupational Safety & Health (NIOSH) reasons for this higher vulnerability include the tendency to outsource more hazardous jobs, lack of experience and familiarity with operations in a dangerous workplace, inadequate protective equipment, and limited access to such preventive measures as medical screening programs. The chances are that temporary workers have a wide variety of experience levels (due to high turnover) or have had the benefit of formal safety programs. Also, bear in mind that even though the safety of contract workers is the legal responsibility of the contractor, the OSHA General Duty Clause could be interpreted to make you responsible for protecting everyone in your workplace. To help meet this obligation, and bolster workplace safety compliance we'd recommend that you take these steps: Include safety requirements in the contract, even if only to state that the contractor must comply with OSHA requirements. If the contractor doesn't follow safety rules, you can force compliance or stop work for breach of contract. Set the safety compliance ground rules up front, during orientation or before they start work. Share accountability. Although an accident caused by a contract worker might not be your legal responsibility, it's still your problem. Don't leave safety compliance problems for the contractor to solve alone. Offer assistance. Explain all hazardous conditions or processes during the initial project orientation and stress any rules and restrictions, such as hot-work permit requirements, lockout/tagout, and confined spaces situations and needs. Document communications with contractors. Give the contractor(s) a document or form to sign when resolving specific safety problems or for conducting inspections. Read the OSHA Multi-Employer Citation Policy. OSHA published an enforcement and compliance directive (CPL 02-00-124, December 10, 1999) laying out its citation policy for multi-employer worksites, which includes contractors. Finally, don't forget that most contingent workers will only be in your workplace for a relatively short time. This only adds to the urgency of getting them up to speed on your company's safety policies and practices as quickly as possible. Contact our office today for more information. Content provided by Transformer Marketing.

Given the ever expanded concept of what constitutes a disability, employers will continue to face an ever growing compliance challenge. Here are some basics to be remembered: Knowledge of the need to accommodate an employee can come from numerous sources including a work comp claims manager, a company supervisor or manager, HR, the employee themselves, a union rep, a doctor, poor performance, simple observation, or some kind of hotline call. To have a good process, it must be laid out step-by-step with supporting documentation. Be interactive. Remember the rule that the first to give up on the dialogue process generally loses. Have appropriate education and training. For example, HR could create a simple video to help employees with the accommodation process. Allow managers to engage in simple, easy and quick accommodations. Proper documentation of all steps in the process. Ongoing communication, monitoring, feedback, and improvement. The accommodation process begins with a needs assessment. This means a thorough review of the job description and duties and a clear understanding of the employee's limitations including potential absences etc. Remember you can accommodate an employee by the following means: Changing facilities or equipment Job restrictions Modifying schedules Modifying a test, training, or policies Offering vacant positions within their skill range Offering temporary positions (the ADA does not require you to create a new position for an employee) Support including readers, interpreters, or even dogs A leave of absence Any other idea that would generate a reasonable accommodation Proper documentation of any undue burden One of the biggest mistakes an employer makes is to assume in advance that an accommodation would create an undue burden. If the request is reasonable, the best approach is to let them try it and to be clear about performance standards. Document any shortcomings their accommodations may be causing and continue to communicate about ways to elevate them. There is extensive material on the ADA on HR That Works including flow charts, checklists, forms, and policies to use. There is also training you can provide your managers (a good idea). Also remember if you have over 50 employees the FMLA may allow an employee who has serious medical condition up to 12 weeks of leave which they may use instead of accepting an accommodation.

From drinking or texting while driving to using a designated driver, there is a disconnect between what teenagers acknowledge as risky behavior and what they actually admit to doing behind the wheel, according to a survey from Liberty Mutual Insurance and SADD (Students Against Destructive Decisions). While teens know certain behaviors and situations are risky, many don’t apply that knowledge when it comes to getting behind the wheel. For example, a good number say that it is acceptable for a designated driver to have alcohol or that a designated driver is simply the most sober person in a group. Also, a majority of teens admits to using a cell phone while driving despite knowing the danger. Drink and Drive According to the survey results, teens claim to understand the dangers surrounding drinking and driving: The majority (86 percent) of teen drivers consider driving under the influence of alcohol to be extremely or very distracting Only 1 percent of teens define driving under the influence of alcohol as acceptable Only 5 percent of teens admit to at least sometimes driving under the influence of alcohol However, when asked about actual driving behavior involving alcohol, driving “under the influence” takes on a different definition: One in 10 teens who say they never drive under the influence acknowledge that they occasionally drive after having an alcoholic beverage More than two-thirds of teens (68 percent) who admit to driving under the influence of alcohol say they have done so after having more than three alcoholic beverages According to the National Highway Traffic Safety Administration, a quarter of fatal crashes involving young drivers resulting from drinking and driving. “While many teens seem to have gotten the message about these driving dangers, the real challenge is to make sure they understand that even a sip of alcohol or a quick text at a red light can be deadly,” said David Melton, driving safety expert with Liberty Mutual Insurance and managing director of global safety. “Teens need to realize it’s not acceptable to put an allowable limit to their engagement in these behaviors – they need to be eliminated entirely when they are behind the wheel.” Defining ‘Designated’ While underage drinking is never acceptable and always illegal, many teens and parents consider a designated driver to be a safe alternative to impaired driving. In fact, more than half of parents (58 percent) encourage teens to use designated drivers to avoid driving under the influence, and almost half of teens (47 percent) admit to using one. However, teens’ definitions of “designated” are concerning: Designated Means “Basically Sober”: 21 percent of teens define their designated driver as allowed to have “a little” alcohol or other drugs, as long as they aren’t too impaired to drive Designated Means “Least Impaired”: 4 percent of teens describe their designated driver as the “most” sober person in the group “With teens reporting these lax definitions of what it means to be ‘under the influence,’ a zero tolerance approach is the only answer to prevent potential tragedy,” said Stephen Gray Wallace, senior advisor for policy, research and education at SADD. “The parents and community have a responsibility to initiate and maintain an open dialogue with teens about exactly what driving under the influence means.” SADD is peer-to-peer youth education, prevention, and activism organization. Talking and Texting According to the U.S. Department of Transportation, more than 3,300 deaths were reported in 2012 alone as the result of distracted driving, many attributed to talking or texting on a cell phone. Teens seem to understand the dangers of these behaviors: Nearly all (96 percent) teen drivers understand that using a cell phone while driving – either talking or texting – is at least slightly distracting 62 percent of teen drivers think texting and driving is extremely or very distracting However, according to the new data, teen drivers often do not grasp the dangers of what it actually means to use a phone while driving: The majority of teen drivers (86 percent) still admit to using a cell phone behind the wheel Nearly half (47 percent) of the teen drivers who say they never text while driving still admit to texting at a red light or stop sign 68 percent of teen drivers admit to reading or replying to text messages while driving “It’s critical not only for teens, but all drivers to understand that any time you pull out your phone when you are driving, whether you’re moving or at a stoplight, your attention is diverted and you put yourself, passengers and others on the road at risk,” said Melton. “If you need to use your phone while driving, find a safe place to pull off the road to make a call or send a text. It’s not worth the risk to respond at a stop sign or before the light turns green.” About the Study Liberty Mutual Insurance and SADD commissioned ORC International to conduct a qualitative and quantitative methodology to measure teen driving attitudes and behaviors. The study was initiated with a series of focus groups held in Philadelphia, Pa., and Dallas, Texas from May 29 – May 30, 2013, followed by a survey of 2,537 eleventh and twelfth graders from across the country. Overall the findings from the study can be interpreted at a 95 percent confidence interval with an error margin of +/- 1.68 percent. Error margins for subsets such as licensed drivers will be wider. Additionally, the study surveyed 1,000 parents of high school aged teenage drivers, providing an overall error margin of +/- 2.94 percent. Content provided by http://www.insurancejournal.com/news/national/2014/03/18/323582.htm

This post originally appeared at Open Forum. To build a successful organization, there needs to be a variety of people playing different roles in order for things to run smoothly. Some of these roles are easily defined while others may have more confusing boundaries, such as the difference between a manager and a leader. You can be a manager and a leader at the same time, but just because you're a phenomenal leader doesn't guarantee you'll be a great manager, and vice-versa, so what's the real difference? In his book On Becoming a Leader, Warren Bennis writes about a few crucial differences between a leader and a manager. Here are some key differentiators from the book, as well as insights from Gene Wade, founder and CEO of UniversityNow, and late management guru Peter Drucker. 1. The leader innovates whereas the manager administers. This means that the leader is the one who comes up with new ideas and moves the rest of the organization into a forward-thinking phase. This person has to constantly keep his eyes on the horizon and develop new strategies and tactics. He needs to be knowledgeable about the latest trends, studies and skill sets. "You got people who are just going to work instead of thinking about why they're doing what they're doing, and then you have the leaders," Wade says. On the other hand, a manager maintains what has already been established. This person has to keep her eye on the bottom line and maintain control or else there might be disorder within the organization. In his book The Wall Street Journal Essential Guide to Management: Lasting Lessons from the Best Leadership Minds of Our Time, Alan Murray cites Drucker as saying that a manager is someone who "establishes appropriate targets and yardsticks, and analyzes, appraises and interprets performance." Managers understand the people who work alongside them and know which person is the best person for specific tasks. 2. The leader inspires trust whereas the manager relies on control. Wade says that a leader is someone who inspires other people to be their best and knows how to appropriately set the tempo and pace for the rest of the group. "Leadership is not what you do—it's what others do in response to you," he says. "If no one shows up at your march, then you're not really a leader." And if people do decide to jump on board because you've inspired them, then it means that you have created a bond of trust within the company, which is essential especially if the business is rapidly changing and needs people to believe in its mission. As for managers, Drucker wrote that their job is to maintain control over people by helping them develop their own assets and bringing out their greatest talents. To do this effectively, you have to know the people you are working with and understand their interests and passions. The manager then "creates a team out of his people, through decisions on pay, placement, promotion and through his communications with the team." "Managing a project is one thing, empowering others is another thing," Wade says. MORE HERE http://www.businessinsider.com/3-things-that-separate-leaders-from-managers-2012-9 Put U.S. Risk to work for you. We have the product expertise, speed to market and commitment to service you can rely on.

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