Accident Prevention e-News
December 2008
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Volume 3/Issue 12/Dec 2008
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In this Issue:
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Lift truck safety: the next inspection blitz
By Evan Thompson
 Lift truck injuries and fatalities continue to occur despite ready access to well-established standards and training. What’s missing from this picture?
As Ontario’s Ministry of Labour prepares to launch a lift truck safety inspection blitz in February 2009, Accident Prevention e-News talks to government and industry experts about the real causes of lift truck incidents, and what workplaces can do to prevent them.
But first, the blitz. What will inspectors be looking for?
“Owners and managers need to ensure that workers are trained in the tasks they are being asked to do, that fork lifts are in good working condition, and that the hazards associated with fork lift traffic have been reduced,” says Wayne De L’Orme, provincial coordinator for the Industrial Health and Safety Program of Ontario’s Ministry of Labour.
“A major cause of lift truck incidents relates to working in a haphazard way,” says De L’Orme. “The forklift is used to take a short cut to complete a task when operators haven’t considered the hazards fork lifts present and/or people are not trained to do the work.”
Lift trucks are seen by many employers and workers as a routine, simple way to move materials. But for anyone racing to meet production or shipping deadlines, lift trucks pose real dangers that can bring disaster in seconds. Excessive or improper loading, and going too quickly are common time-saving strategies. However, unintended consequences may include
- workers being pinned or crushed when loads topple
- vehicles turning over, or
- vehicles colliding with personnel, structures or other lift trucks
“Lift trucks can be one of the most valuable assets appearing on a company's balance sheet,” says Carmine Benedetti, director of operations for the Transportation Health & Safety Association of Ontario. “However, all too often improperly operated lift trucks can become a liability.”
What causes lift truck incidents
Lack of operator and pedestrian training, using the wrong truck for the job, poorly maintained vehicles, taking shortcuts, and dark, cluttered, or poorly organized work areas all contribute to incidents and injuries.
Tipping is a leading cause of lift truck injuries (42%), and the primary cause of death, says the US-based Industrial Truck Association.
Some operators don’t realize that the safest place to be when a lift truck tips is in the cab, belted in. “Many inexperienced operators instinctively try to jump clear of the vehicle when it starts to tip but underestimate how fast things are happening and can’t get out of the way in time,” says De L’Orme. “They need to stay in the cab and resist the urge to jump.”
Other causes of death identified by the association include being
- crushed between a vehicle and a surface (25%)
- crushed between two vehicles (11%)
- struck or run over (10%)
- struck by falling material (8%)
- falling from the forks (4%)
Safety starts in the executive suite
Workers drive the lift trucks, but it’s up to employers and supervisors to ensure the operators are equipped with information and training to work safely within well-defined parameters, says De L’Orme.
The quality of a company’s training program and commitment to maintaining an organized, well-managed work environment is a reflection of its quality of leadership and business success, continues De L’Orme. He emphasizes the need to move beyond “blaming the driver” when incidents occur, and instead look to company owners to create proactive prevention strategies. This protects workers and balance sheets through any economic cycle.
“The challenge is that there are no prescriptive requirements for training,” says De L’Orme. “Operators need instruction for the work they are doing. Employers must ensure that the training provided is adequate, and that the worker has actually learned and puts into practice what has been taught.”
Anyone overseeing a lift truck operation, including team leaders, supervisors, lead hands, etc., should be trained in the basics of operating a lift truck. The training ensures operators have the skills and expertise needed to operate the lift truck, as well as an understanding of the vehicle’s characteristics and limitations.
Often, training efforts focus on the operators, with little or no training given to others involved in the process. However, training non-operators to the same degree as the operators allows areas of common concern to be addressed. For example, both operators and non-operators need to be clear about loading dock safety guidelines involving pedestrians, incoming and outgoing trucks, and lighting issues.
Practical steps toward a safer workplace
Carmine Benedetti and Ivan Rodriguez, health and safety consultant/trainer with the Transportation Health and Safety Association of Ontario, set out a four-step material handling flow process to help companies become safer and ultimately more profitable.
- Establishing selection criteria for material handling equipment. Employers, with the input of supervisors, can develop criteria that include:
- carrying capacity
- reach capabilities
- features of the lift truck (e.g., counterbalance/narrow aisle, propane/diesel powered or electric)
- types of loads to be handled
- terrain over which loads may be transported
- atmospheric conditions
- workplace design
Carrying capacity is often misjudged by operators, especially if they consider only the weight of the load. Capacity also involves the placement of the weight in relationship to the lift truck, as well as the height to which the load is being lifted.
Every truck should be equipped with the following:
- a suitable screen, guard or grill to protect the operator from falling materials
- warning devices and lights that are appropriate for the work environment
- a seat belt or other restraining device that is likely to contribute to the safety of the operator
- Employers and supervisors working together to create overall facility design and traffic management.
Poor workplace design can contribute to injuries. Here are some minimum considerations:
- overhead and side clearances (at loading docks, aisles, storage and transfer areas, through doorways and inside rooms) permit the safe operation of the lift truck
- floors, aisles and passageways are kept clear and free of hazards
- the workplace is adequately ventilated to prevent the accumulation of gases or vapours from the refuelling and operation of lift trucks
- visibility allows safe operation and pedestrian movement
Aisles and obstructions:
- permanent aisles, roadways or passageways, floors, and ramps are defined in some fashion or marked to conform to requirements set out by the authority with jurisdiction over the area
- permanent or temporary protrusions of loads, equipment, material, and construction facilities into the usual operating area are guarded, clearly and distinctively marked, or clearly visible
Traffic management: consider all possible efforts to keep pedestrians separated from lift truck traffic. Strategies include:
- assessing workplace traffic to determine routes for lift trucks and pedestrians
- installing barriers to separate pedestrians and lift trucks at congested areas
- designating pedestrian routes that avoid lift truck traffic
- establishing clear traffic rules for lift trucks, including but not limited to controlling speed, installing mirrors at intersections, requiring lift trucks to stop at intersections or potentially dangerous areas before proceeding, hand or horn signals, and back-up warning devices
- establishing clear traffic rules for all pedestrians, which may include walking only in aisles designated for pedestrians or similar travel requirements, right of way at intersections, and training for pedestrians who walk in and around lift trucks so they understand the dynamics of the truck and the rules that will keep everyone safe
- where possible, designing the facility to separate lift truck operations from areas containing pedestrians or other workers.
- Seeking input from inventory control personnel. “One group often overlooked in the training process,” says Benedetti, “is the receiver/inventory control and slotting personnel. These workers can ensure that loads are properly piled, and help lift truck stability by ensuring that heavier product is placed in the lower portions of the racking and stacking areas, as well as minimizing travel with larger product volumes.”
Much of this activity occurs at the loading dock, where pedestrians work closely with forklifts and other powered trucks all the time. WM Manufacturing Ltd., a manufacturer of lift truck ramps, offers these tips for lift truck and loading dock safety:
- watch for pedestrians as they may cross in front of a lift truck from out of nowhere
- keep the lift truck clear of the dock edge while vehicles are backing up to the dock
- do not begin loading or unloading until the supply truck has come to a complete stop, the engine has been turned off, the dock lock has been engaged, and the wheels have been chocked
- do not drive the lift truck into the truck until the bridge or dock plate has been attached
- do not drive the lift truck into a truck bed or onto a trailer that has "soft" or loose decking or other unstable flooring
- drive straight across the bridge plates when entering or exiting the trailer
- use dock lights or headlights when working in a dark trailer
- Other lifting and storing issues. Ensure loads are transported and stored in a way that prevents the lift truck from tipping, or the load from collapsing or falling, says Benedetti. For example:
- ensure pallets are strong enough to support the weight of the load
- ensure the load is properly and neatly stacked and, where applicable, tied down
- keep overall load height down
- place heavy objects toward the bottom
- block and tie round objects
- adjust fork spacing to accommodate pallet width as well as load size
Small inclines and declines also affect lift truck stability, says Benedetti. Avoid facing the lift truck downwards when stacking or de-stacking a load. This also holds true for side-to-side stability.
Ensure that loads do not obstruct operators’ vision. If the forward view is blocked, travel in reverse. However, this may not always be practical or possible. A signaler may be required. Always carry loads in the lowered position while traveling, and never allow any part of the load to pass over a worker. Never use a lift truck to support, raise or lower a worker unless the worker is on a platform according to section 52 of the Industrial Establishments Regulation (O. Reg. 851).
Put pre-planning in gear
“Most lift truck incidents can be ascribed to adverse conditions found in one, two, three or four categories, namely: people, equipment, materials and environment, “says Benedetti.
“Pre-planning to avoid adverse conditions can certainly contribute to worker safety and liability reduction. Any of these categories could affect your operation, but quite often it is the uncontrolled combination of these categories that will result in a negative affect.”
How IAPA can help
IAPA offers these lift truck training options:
IAPA also offers consulting services that range from targeted solutions to development of a comprehensive health and safety management system.
Evan Thompson is a writer and a founding partner of Thompson, Wiley & Associates, www.thompsonwiley
Beating the holiday blues
 Heading for depression just thinking about the holidays? Two employee assistance program (EAP) providers, Ceridian LifeWorks and Shepell-fgi, report that calls related to depression, stress management, family relationships, suicide and personal finance spike in January, following the holiday season. Both firms offer tips for the holidays and beyond.
“As we navigate the holiday season, the thermometer drops and the blues-o-meter climbs,” says Ceridian LifeWorks product manager Catherine Macpherson. “At work, the problem can be exacerbated by pressure-packed work environments as many scramble to finish up tasks before the holidays. On the home front, people are confronted with more family and financial issues than any other time of the year, putting them at higher risk for the blues.”
Add fears over the deteriorating economic environment, and our emotional resiliency can plummet. LifeWorks senior vice president Zachary Meyer offers employers and managers the following seasonal tips for reducing stress and depression in the workplace during the holiday season.
- Focus employee resources. People are more productive when they have fewer projects. Examine business priorities and projects. Are there certain activities that have higher priority and others that can be put off?
- Find a healthy balance between holiday work and play. Manage the frequency of holiday celebrations in the workplace. Allowing employees to acknowledge the holidays is a wonderful way to boost morale. Too many parties, however, can distract employees from their work and exacerbate holiday burnout.
- Reflect on the state of your business in prior holiday seasons. Review the numbers, your notes and employee absence data to determine if your business has suffered. Ask yourself the following questions: Were there resource issues due to an increase in employee absence up to the holidays? Do absence data from prior years show a higher incidence of employees being late or leaving early?
- Create a plan. Reduce the risk that these issues will reoccur by addressing root causes.
Shepell-fgi, in its research report, Post-Holidays and the Broken Promise Effect - an EAP's Perspective, offers the following suggestions for protecting well-being all year long.
- Promote awareness of your employee assistance program throughout the year. Don't wait until the pre-holiday season to promote your EAP to employees (e.g., counselling, financial, nutritional or legal advice, etc.). This enables employees to address their unique needs as they arise throughout the year instead of “banking” them for later when they may be more complicated.
- Promote employee health year round. Employers can maintain employee health and manage benefits costs through ongoing health and wellness services. This includes on-site health risk assessment, body mass indexing, blood pressure and cholesterol testing, ergonomic assessments, and pandemic planning. January and February are great times for program launches or special promotions since employee readiness for health change is often high.
Craft a strategy now to re-engage employees in the new year. Since January is a time of reflection and renewal (and turnover), this is a great time for managers to re-connect employees to the organization. A “state of the nation” address on vision, strategy, as well as employee roles in carrying out these goals can provide much needed meaning. Clarifying the pro-social impact that employees have on their clients and customers is another way of re-engaging people.
Provide employees with role clarity, feedback, and the information they need to succeed. Information is critical for employees to feel in control of their jobs. January is a good time to communicate and agree on duties and accountabilities. Communicate clear performance expectations and provide regular feedback against those expectations.
Finally, provide employees with information on organizational developments and how their jobs are affected. All of these contribute to the meaningfulness of work.
- Promote work-life balance. Offer a range of limited time, alternative work arrangements (e.g., flextime, telecommuting). This can help relieve conflict that many employees may feel between home and work demands, especially during the holiday season. Employing these arrangements year round will enable employees to manage work and non-work stressors as they arise.
- Train supervisors and managers to spot indicators of emotional problems and substance use. This includes sad expressions, low enthusiasm, admissions of guilt or self-blame, physical agitation, changes in appearance, hostility, low interaction or cooperation with others, increased absenteeism and lateness, frequent mistakes, and poor performance.
- Train supervisors and managers to be sensitive to signs of domestic violence. Indicators may include unexplained absences, harassing phone calls at work, nervous or jittery behaviour, and injuries that are unexplained or have improbable explanations. If an employee discloses a problem, demonstrate support but avoid assessing the problem or offering well-meaning advice. Show respect for the employee's decisions and privacy, and recommend the employee contact his or her family doctor, EAP, or local family services centre.
As for combatting the blues in our personal lives, Ceridian LifeWorks’ Catherine Macpherson offers the following tips.
- Laugh. Humour is a powerful release.
- Shout, to yourself or out loud when alone.
- Exercise. Sweat it out.
- Play. Spend time with your kids, play a board or video game.
- Cry. This is a natural release. Let it happen.
- Work. Do physical work. Chop wood, shovel or clean the house.
- Turn off. Shut down your email indicator and the phone.
- Stretch. Relieve the tension in your muscles.
- Sleep. Take a nap or go to bed early. Being overtired can amplify stress.
- Call. Phone a friend or family member.
- Seek help. Don’t be afraid to seek professional counselling when things get overwhelming.
Ceridian Canada has twice been named to Canadian Business magazine’s [50] Best Workplaces in Canada, and four times named by Mediacorp Canada Inc. as one of Canada's Top 100 Employers. Shepell·fgi has been named one of the 20 most influential consulting firms in the country by Benefits Canada magazine.
How IAPA can help
In the February/March 2009 issue of Accident Prevention magazine, watch for a feature article on accommodating employees under mental duress, who may have a mental illness, or who are caregivers for someone with mental illness.
How to avoid 25 risk assessment errors
 “Risk” can be defined as a combination of the probability or frequency of occurrence of a defined hazard and the magnitude of the consequences. In other words, how often is a particular potentially harmful event going to occur, and what could happen?
Conducting a risk assessment, explains the Canadian Centre for Occupational Health and Safety, involves taking a thorough look at your workplace to
- identify anything, processes, procedures, situations, etc., that may cause harm
- evaluate how likely and severe the risk is
- decide on measures to prevent or control the harm from happening
Although the process may be straightforward, it’s not always simple. Errors can compromise the accuracy and quality of the risk assessment, and increase the risk of injury or illness.
Twenty-five of the most common errors, and how to avoid them, are discussed below in the order in which they generally occur:
Planning a risk assessment
1. Not involving a team of people in the assessment, or not including employees with practical knowledge of the process or activity being assessed. IAPA consultant Ron Furanna recommends a team approach that includes joint health and safety committee members, supervisors and managers. “We’ve had good success with this approach, which has helped firms discover unrecognized hazards.”
2. Not assigning responsibility for the risk assessment to a competent person. It’s essential that the employer and those making the assessment recognize their limits. “More specialized expertise,” says Furanna, “can then be brought into the process if needed, such as industrial hygienists, machine guarding specialists, ergonomists, and healthy workplace consultants. Besides offering additional expertise, outside experts have no preconceptions about or biases toward your operations. Furthermore, their involvement can free up internal resources that would otherwise be committed to the assessment.”
3. Involving experts in the risk assessment process who are not familiar with the business. If you’re adding experts to the process, provide a full briefing, starting with company information, a clear statement of the assessment objectives, and the resources available.
Carrying out the risk assessment
This stage involves 5 steps:
- identifying loss exposures
- analyzing loss exposures and applying risk assessment techniques
- deciding on prevention and control measures
- implementing prevention and control measures
- monitoring results and revising prevention and control measures
Step 1: identifying loss exposures
Identify anything that has the potential to cause harm, and who is at risk. Hazards can affect people, property and processes, cause injuries and ill health, reduce output, damage equipment and machinery, and compromise customer relationships.
4. Overlooking possible risk categories, such as psychosocial risk and work organizational factors. Such risks, which are linked to the way work is designed, organized and managed as well as to the economic and social context of work, increase stress levels and can lead to a serious deterioration in mental and physical health.
To avoid omitting risk categories or analyzing one aspect at the expense of another, consider the HEEPO concept:
- Human — lack of physical or mental capacity, lack of knowledge or skills, lack of right attitude or behaviour
- Equipment — workplace layout, machines, hand tools, software and hardware, tables or chairs
- Environment — light, noise, climate, vibrations, air quality or dust
- Product — dangerous substances, heavy loads and sharp or hot objects
- Organization — tasks, working hours, breaks, shift systems, training, communication, team work, contact with visitors, social support or autonomy
5. Not thinking about long-term health hazards. Superficial risk assessments tend to focus on the more obvious risks, and ignore risks with long-term effects or that are not easily observed, such as those caused by exposure to harmful chemicals or high levels of noise. “Controlling exposures to health hazards is essential to any health and safety program,” says Furanna. “If you perform risk assessments properly, they’ll identify both long- and short-term risks.”
6. Looking only at the procedures manual, instead of involving workers. Observe and question workers. If actual practice differs from what’s laid out in the manual, current risk control methods may have resulted from an inadequate risk assessment, or may have not been updated to reflect process or other changes.
7. Strictly following a checklist. A checklist is just one step in conducting a risk assessment. A checklist can help to identify hazards and potential prevention measures, but is not intended to cover all the risks of every workplace. Don’t rely solely on a checklist, and ensure it reflects your particular sector or workplace.
8. Not recognizing a hazard as significant. Record all potential hazards, even if you consider them insignificant, or you already have protective measures in place. The assembled information on workplaces, jobs performed and workers involved may help to identify hazards and those at risk. Possible shortcomings in the recording process can compromise the accuracy and quality of the risk assessment. “If team members cannot agree on a perceived level of risk,” says Furanna, “seek additional information and assistance. Consensus is essential.”
9. Overlooking second jobs, such as maintenance or cleaning. Serious injuries can also occur in these types of jobs. “Jobs that are not regularly performed typically pose a higher risk,” warns Furanna, “so it’s imperative to conduct risk assessments and task analyses on them.”
10. Not taking into account the presence of subcontracted workers and other visitors. They are likely unfamiliar with the risks present or precautions to be taken, so consider them to be also at risk and a source of risk.
11. Not ensuring coordination between employers and subcontractors, so that the employer and subcontractors can coordinate their actions and inform one another and their respective workers and/or worker representatives of any hazards and risks. “Communication is essential. For subcontractors to take reasonable precautions, employers must supply information on hazards. Conversely,” says Furanna, “employers need to be aware that subcontractors may introduce new hazards.” (See the “How IAPA can help” section below for links to contractor safety courses.)
12. Not including groups of persons who may be at particular risk, such as pregnant women, older workers and people with a disability. These vulnerable workers may be at greater or additional risk.
13. Not recording equipment used only on special occasions. Old, redundant or rarely used equipment can be missed in a risk assessment. However, it may still present hazards.
14. Not collecting injury and ill-health data. These data may reveal important information on hazards and hazardous areas, and alert you to sensitive workers, such as those with allergies. Include near-incident data or data on dangerous situations if they are recorded.
Step 2: analyzing loss exposures and applying risk assessment techniques
This step involves estimating risks, taking into account the probability and severity of harm that hazards may pose.
15. Not fully assessing the risks. Describe any consequences arising from hazardous events. Consider immediate and future consequences. The latter is particularly appropriate when assessing the risk of illness. Be realistic about the worst that could happen, and work back to the minor risks. Everything else in the process flows from this assessment. Fault tree analyses are a useful technique.
“Keep in mind that perceptions of risk may vary,” says Furanna. “For example, the amount of control people have over their work can affect their perception of risk.”
16. Creating a false sense of security. Detecting a risk does not eliminate it from the workplace. The greater challenge is to take effective preventive measures.
17. Moving from one scenario to another while estimating effect, exposure frequency and probability. Once you have chosen to assess a scenario, stick with it through the whole assessment process. For example:
- scenario 1 involves a worker only lifting heavy boxes while working in the production area
- scenario 2 involves a worker also lifting heavy boxes while working in other areas
The exposure frequency is higher for scenario 2 than 1. The probability that he or she will develop a musculoskeletal disorder (MSD) is also higher. So, depending on the actual situation, the assessor has to choose a consistent scenario to calculate both the exposure and probability figures.
Step 3: deciding on prevention and control measures
18. Not taking into account the prevention hierarchy. When implementing preventive and protective measures, follow these principles of prevention.
a) First consider whether risks are preventable or avoidable. Is it possible to eliminate the risk? This can be done, for instance, by
- eliminating unnecessary tasks or jobs
- removing the hazard
- using different substances or work processes
b) If risks are not avoidable or preventable, reduce them to a level that doesn’t compromise the health and safety of those exposed.
When determining a reduction and control strategy, consider the following options:
- combatting the risk at source
- adapting the work to the individual, especially with regard to workplace design, the choice of work equipment, and the choice of working and production methods
- adapting to technical progress
- substituting the dangerous with the non-dangerous or less dangerous
- developing a coherent overall prevention policy that covers technology, organization of work, working conditions, social relationships, and the influence of factors related to the working environment
- giving collective protective measures priority over individual protective measures (e.g., controlling exposure to fumes through local exhaust ventilation rather than personal respirators)
- giving appropriate instruction to workers
Having trouble making decisions? Consult CSA Standard Q850-97, Risk Management: Guideline for Decision Makers, www.csa.ca.
19. Transferring the risk. Ensure that solutions to one problem do not create another problem elsewhere. Don’t stop at potential health and safety problems. “For instance,” says Furanna, “watch out for potential effects on human rights, equal employment and duty to accommodate requirements, especially among vulnerable workers.”
20. Not consulting or involving workers in decisions about preventive action. Workers may, for example, be able to point out where a preventive measure is difficult to implement, or suggest alternatives.
Step 4: implementing prevention and control measures
21. Not prioritizing implementation. Take into account the severity of the risk, the likely outcome of an incident, the number of workers who could be affected, and the time needed to take preventive measures. If you can’t resolve a problem immediately, incorporate steps to take in the short term as part of a longer term solution. “This is a key point,” says Furanna. “Priorities must be set.”
22. Not involving the workers. “They’re experts in the work being performed,” says Furanna, “and should be involved in this and all other stages of risk assessment and control implementation.”
Step 5: monitoring and revising prevention and control measures
This stage includes:
- determining the process for reviewing and revising the risk assessment
- ensuring that the preventive and protective measures take account of the assessment results
- monitoring the protective and preventive measures to ensure that they remain effective
23. Considering the risk assessment as a one-time obligation. Ron Furanna recommends reviewing risk assessments and controls annually, and conducting new assessments whenever changes occur. Examples of change include
- the introduction of a new work process, new equipment or materials
- a change in work organization
- the return to work or introduction of new employees
24. Not supervising sufficiently the prevention measures’ effectiveness. The effective application of protective measures should also be monitored through a risk assessment review.
Documenting the risk assessment
A standard form could provide an overview of hazards, risks and subsequent measures, with customized versions for each department in the organization.
25. Not recording the assessment. Records can be used as a basis for
- information to be passed to the persons concerned
- monitoring to assess whether necessary measures have been introduced
- evidence to be produced for supervisory authorities
- any revision if circumstances change
Adapted from an article published by the European Agency for Safety and Health at Work.
How IAPA can help
IAPA offers a number of risk assessment options, including the following.
- Training. The following courses feature risk assessment components:
- Consulting. IAPA consultants can conduct multi-faceted, organization-wide risk assessments, or targeted assessments focusing on specific issues, e.g., ergonomic, healthy workplace, chemical exposure, machine guarding, etc.
- Publications and free downloads:
Adding e-learning to your training options
By Stephen Bernhut
“Learning is not compulsory... neither is survival”
— W. Edwards Deming
Increasingly, workplaces are turning to health and safety e-learning as a complement to other learning methods, such as classroom instruction, and conferences and workshops.
Why? To save time and money. But those aren’t the only benefits.
e-Learning is an umbrella term for learning that takes place at a computer, usually with an Internet connection, and often giving us the opportunity to learn almost any time, anywhere. Depending on the offering, it may also be known as
- online learning
- online education
- distance education
- distance learning
- self-study learning
- technology-based training
- web-based training
- computer-based training, typically from a CD-ROM
What’s in it for the learner
The Canadian Centre for Occupational Health and Safety (CCOHS) has identified four significant benefits for e-learners. Employers can also benefit.
- Higher retention and faster learning:
- people who take e-courses retain more, in less time, than people taking classroom courses. Content is delivered in smaller, more manageable units. Individuals can skim material they know, and spend more time on material new to them
- taking an e-learning program typically requires 30-60% less time than attending a comparable classroom course.
- Self-paced learning: students can convert information to knowledge at their own pace.
- Less intimidating than classroom courses. Trainees can ask the instructor questions without having to worry about what others in the class might think. They can also work through exercises in private, without fear of failure.
- More interactivity than classroom courses. Students in classroom courses typically ask about 0.1 questions per hour. Students taking e-learning programs can interact with the courseware via question and answer up to 120 times per hour.
What’s in it for the employer
There are at least six key benefits, says CCOHS.
- "Just-in-time" rather than "just-in-case" learning. People can take e-courses when they need to learn about a subject, not when an instructor is available to give a course.
- Customizable content. Courses can be customized to meet a company’s specific needs. Depending on the course material, companies often add such content as workplace policies, procedures and contact information, as well as industry or sector specific information.
- Uniform content. All learners see and hear exactly the same content.
- Anywhere, anytime scheduling. People can take e-courses at times that suit their or the company’s schedule, in any location having an Internet- or CD-Rom-supported computer. This flexibility allows learning to take place at the least disruptive times, and minimize the time away from the job.
- Easy tracking. Companies can automatically track employees' progress by date, time spent, and test scores.
- Significant cost savings. Besides reducing training time, e-learning programs eliminate the need for travel and related expenses.
How to maximize the experience
Library Journal says e-learning is most effective when
- it’s part of an ongoing training program that is actively supported by management
- learners have ready access to equipment and the uninterrupted time needed to participate
- learners can use a quiet location with no distractions
- learners receive credit for their efforts, ranging from a certificate of participation to credit toward advancement
Other success factors include
- clearly explaining the benefits of e-learning to participants before the training begins
- ensuring learners have the required computer and literacy skills
- establishing reasonable expectations. For instance, proceeding at one’s own pace is a key benefit, so set a reasonable time frame for learners to complete the training
- ensuring the learning supports company goals and objectives, and is supported by all levels of management
How IAPA can help
IAPA, working in collaboration with CCOHS to provide Ontario-specific information, will release the following five e-learning courses in the first half of 2009:
- Contractor Health & Safety in Ontario
- Health and Safety for Managers and Supervisors in Ontario
- Joint Health and Safety Committees in Ontario
- Preventing Falls from Slips & Trips in Ontario
- WHMIS for Managers and Supervisors in Ontario
In winter 2009, IAPA will also distribute three CCOHS Canada Labour Code, Part II e-courses in both English and French:
- Canada Labour Code, Part II: An Overview
- Federal Hazard Prevention Program
- Health & Safety Committees in the Canadian Federal Jurisdiction
Learn more at http://www.iapa.ca/ecourse.
For a look at IAPA’s extensive offering of public classroom, on-site and self-study training options, visit our online catalogue.
In the News
Threads of Life founder receives award of distinction
Shirley Hickman, executive director of Threads of Life, has received a Victim Services Award of Distinction by Ontario Attorney General Chris Bentley. Threads of Life helps families affected by workplace fatalities, life-altering injuries and occupational disease.
IAPA president and Maureen Shaw says the award “marks a milestone in the recognition of the need of families as victims and survivors, and certainly the tremendous outcomes [Threads of Life is] achieving. It is also a milestone for our society, and recognition that when someone suffers [at work], the survivors and our community suffer.”
“Most influential people” in OHS
A survey conducted by Occupational Hazards magazine has included Dr. Sameera Al-Tuwaijri, director of the ILO International Program on Safety and Health at Work and the Environment (SafeWork), among the 50 most influential people in OHS over the last decade. The survey recognizes people who have had a strong and lasting positive impact on workplace environment, health and safety.
The list includes government officials, academics, union leaders, legislators, company-based professionals, heads of professional associations, safety industry leaders, safety gurus, and worker advocates.
Among corporate leaders are
- Ellen Kullman, executive vice president of DuPont’s Safety and Protection Group
- Paul O’Neill, CEO of Alcoa
- Frank White, senior vice president of ORC Worldwide, an international human resources firm
- Ather Williams Jr., Johnson & Johnson vice president for worldwide health & safety
Among labour leaders are
- Peg Seminario, director OHS, AFL-CIO
- Eric Frumin, director of Occupational Safety and Health for UNITE HERE, a union representing garment, textile, laundry, hotel and restaurant workers
- Mike Wright, director of health, safety and the environment for United Steelworkers of America
- Joel Shufro, executive director, the New York Committee for Occupational Safety and Health (NYCOSH), a non-profit coalition of 200 local unions and more than 400 individual workers, physicians, lawyers and other health and safety activists
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