As our economic climate becomes more competitive, companies are realizing that health and safety in the workplace can play a significant role in reducing costs, improving quality and attracting top talent.
For those charged with overseeing the ‘human element’ of the workplace, having an understanding of occupational health and safety (OHS) protocols and practices is a valuable asset. In fact, many HR professionals report that experience in an OHS role has been fundamental in their path to senior management.
Numerous factors are causing an increased emphasis on OHS programs in Canadian workplaces. As baby-boomers reach retirement age and the workplace becomes more culturally diverse, the need has intensified for companies to address the ergonomic and cognitive issues associated with a changing worker population. Rising stress levels – particularly under our current economic climate – are also increasing the risk of accidents, stress-related health issues, mental health issues and even violence in the workplace.
Enforcement of OHS standards has also intensified, with the province of Ontario doubling its team of inspectors over the past few years. The Workplace Safety and Insurance Board has also increased its efforts over the last decade as it shifted its focus from compensation to prevention of workplace injuries through increasing the financial costs of accidents by poor performers and by implementing OHS management system audits. And the federal government’s passing of Bill C-45 in 2004, which amended the Criminal Code to allow for criminal prosecution of the corporation for injuries sustained on the job, has put added pressure on employers to ensure their workplaces are safe for all employees.
But even more importantly, organizations are discovering that a strong OHS culture tells employees they are both respected and valued. It’s interesting to note that there has never been an employer on a ‘best companies to work for’ list that has not excelled in occupational health and safety.
Compensation costs notwithstanding, preventing accidents and exposure to risk can reduce losses due to property damage, production interruption and unhappy customers. Not to mention the serious public relations issues that could result from environmental releases or harm to the public. In fact, an organization with a good OHS track record can see significant financial savings and productivity enhancements. Toyota, for instance, has merged its OHS and quality assurance programs to reduce workplace risk and costs while enhancing overall team performance.
For HR professionals looking to increase their marketability to employers, it is recommended that training be focused less on the technical or scientific attributes of OHS and more on the responsibilities, skills, motivation and leadership of all employees, acting within a well designed OHS management system. Many programs, such as the Certificate in Occupational Health and Safety offered at The G. Raymond Chang School of Continuing Education at Ryerson University, allow a choice between distance education or in-class participation, which makes professional development in OHS highly flexible and convenient for busy HR professionals.
A recession is typically a good time for companies to focus on retooling their OHS culture and management systems because it will increase efficiencies by minimizing risk. An OHS program that is tested during a down-cycle will be even more effective when the inevitable up-cycle comes along. Having OHS expertise makes HR professionals well positioned to implement modern, creative programs that add to the bottom-line.
Dr. Peter Strahlendorf teaches Occupational Health and Safety with The G. Raymond Chang School of Continuing Education at Ryerson University. www.ryerson.ca/ce/ohs Launched in 1979, The Chang School’s Certificate in Occupational Health and Safety is recognized as the forerunner of OHS education in Canada.
