September 2016 Professionals Safety Q&A

Wwwasseorg September 2016 Professionalsafety 29before We

Wwwasseorg September 2016 Professionalsafety 29before We

september 2016 ProfessionalSafety 29 Before we make a big purchase most of us “kick the tires.†We put in our due diligence, research what experts say and check customer reviews. We hope to reduce risk and avoid surprises through our fact- finding to gain a better understand- ing of what we can expect in quality, reliability and other important per- formance measures. Employers have the same issues. When employers consider hiring, how can they achieve some level of confi- dence that the candidate will perform according to company needs and ex- pectations, rather than bring increased risk of employee injury or incident? Employers must be sure the potential hire has the right skills to execute all aspects of the job in a safe and healthy way.

So, when it comes to evaluating job candidates, employers must find ways to kick the tires so that employ- ees—the most important aspect of an organization—are protected. This article examines accepted safety risk management practices that can be used to increase confidence when making hiring decisions. If the situation requires you to hire a less than ideal candidate, identify where deficiencies exist so that targeted improvements can be made prior to assignment to avoid potential injury. As always, take cau- tion to ensure that the hiring practices employed are compliant with federal and state guidelines, client or union contracts, and any other controlling hiring requirements. Managing risk for the safety profes- sional can take many forms.

Addressing injury prevention as far upstream as possible is the preferred practice. Al- though this may cost more time, it pays dividends as responding to an injury or a breach comes at a premium. This article identifies practices that employ- ers can use prior to hire to identify job candidates who exhibit at-risk tenden- cies or conditions. Specifically, this article examines these key indicators: •the propensity to exhibit at-risk behavior; •past behavior as a predictor of future likelihood; •safety acumen and attitude; •physical ability.

Paper For Above instruction

In recent years, workplace safety has garnered heightened attention, especially concerning the hiring process. The article titled "Applying risk management to new hires" by Dan Hannan (2016) underscores the critical importance of pre-employment safety assessments to mitigate risks associated with new employees. It highlights that conventional methods such as interviews and background checks may not sufficiently predict future safety performance. Therefore, Hannan advocates for adopting a comprehensive risk management approach that includes various pre-hire practices aimed at identifying at-risk tendencies and physical limitations that could lead to injury or safety incidents.

Hannan elaborates on several assessment tools and methods that employers can use to evaluate potential hires. These include personality surveys to assess risk-related traits like impulsivity, irritability, or distractibility, which can be linked to unsafe behaviors. He emphasizes that past behavior, especially related to risk-taking and substance abuse, is a strong predictor of future actions. For jobs involving significant driving responsibilities, reviewing motor vehicle records (MVR) is recommended to gauge real-world risk exposure. Moreover, background checks focusing on criminal activity and substance abuse history provide insight into behavioral tendencies that might jeopardize workplace safety.

The article further discusses safety attitude evaluation during interviews, stressing the importance of asking situational questions that reveal a candidate’s understanding and attitude towards safety practices. Verification of safety training credentials ensures that the candidate possesses the necessary knowledge. Practical assessments, such as skills demonstrations and work simulations, allow employers to observe physical capabilities and practical competency in performing job-specific tasks safely. Physical fitness assessments, including medical examinations and functional capacity testing, help determine if a candidate can handle the physical demands of the role without risking injury or endangering others.

Hannan concludes that employing these pre-hire assessments significantly enhances an employer’s ability to make informed hiring decisions, reducing liability and fostering a safer work environment. He advocates that proactive risk management, though potentially requiring more initial resources and effort, ultimately delivers substantial safety and financial benefits. Adopting a comprehensive, scientifically grounded approach to hiring can prevent costly injuries, improve safety culture, and contribute to organizational sustainability.

Implication and Analysis

The implications of Hannan’s analysis are profound for organizations seeking to improve their safety practices and reduce injuries among employees. By shifting from reactive injury management to proactive risk assessment strategies, companies not only protect their workforce but also improve their overall operational efficiency. The emphasis on psychological and behavioral assessments, alongside traditional background checks, represents an evolution in hiring practices that recognizes the complex interplay between personality, attitude, and physical capacity in determining safety performance.

From a broader perspective, implementing these assessment tools requires organizations to invest in properly training hiring managers and safety personnel, ensuring they understand how to interpret and utilize data from personality surveys and physical tests. A significant flaw, however, is the reliance on predictive instruments that may not be infallible; individual behaviors are influenced by various contextual factors that may not be fully captured by standardized tests. Furthermore, ensuring that assessments comply with legal and ethical standards related to privacy and discrimination is crucial to prevent potential legal repercussions.

Future research should focus on refining predictive models that integrate behavioral, physiological, and environmental factors to improve accuracy. Longitudinal studies are needed to validate the efficacy of these assessments in reducing workplace injuries over time. Additionally, the development of culturally sensitive and job-specific assessment tools can enhance their applicability across diverse industries and worker populations. Advances in technology, such as real-time monitoring and artificial intelligence, could also revolutionize predictive safety assessments, enabling organizations to adapt dynamically to emerging risks.

Expanding Knowledge in Safety Assessment

Expanding knowledge in pre-employment safety assessment is vital for fostering safer workplaces. Incorporating insights from occupational psychology, biometric monitoring, and ergonomic science can enrich existing evaluation methods. For example, integrating wearable technology to monitor physical responses during work simulations could provide real-time data on a candidate’s physical endurance and stress levels under simulated work conditions. Additionally, cross-disciplinary research that explores the influence of organizational culture, peer influence, and job design on safety behaviors can inform more holistic assessment approaches.

Educational initiatives should also focus on raising awareness about the importance of psychological factors in safety. Developing comprehensive training programs for hiring managers on interpreting assessment results and making unbiased, fair decisions can further improve hiring outcomes. Furthermore, organizations can share best practices and successful case studies to promote industry-wide adoption of scientifically grounded hiring protocols that emphasize preventative safety measures rather than reactive responses.

References

• Hannan, D. (2016). Applying risk management to new hires. Professional Safety, 61(9), 29-31.
• Geller, E. S. (2001). The psychology of safety: How to make work and home safer. CRC Press.
• Hale, A. R., & Hovden, J. (1998). Management and culture for safety: A comparison of Scandinavian and American companies. Safety Science, 27(1-2), 91-109.
• Marais, M. (2014). Pre-employment background screening: Forensic and risk perspective. CRC Press.
• Clarke, S. (2010). Safety leadership: A meta-analytic review of transformational leadership and safety behaviors. Journal of Occupational and Organizational Psychology, 83(3), 675-694.
• Cranford, K., & Kelloway, E. K. (2014). Promoting safety through leadership: The role of transformational leadership in safety. Journal of Occupational Health Psychology, 19(4), 533–540.
• Kines, P., et al. (2010). Can ergonomic job analysis predict musculoskeletal complaints? American Journal of Industrial Medicine, 53(3), 251–262.
• Toohey, B. H., et al. (2012). The efficacy of worksite health promotion programs. Journal of Occupational and Environmental Medicine, 54(8), 979-986.
• Sprache, R., et al. (2018). The impact of physical fitness assessments in work-related injury prevention. Occupational Medicine, 68(6), 383-389.
• Neal, A., et al. (2017). The role of safety climate and management practices in reducing employee injuries. Accident Analysis & Prevention, 107, 177-185.