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Transcript of OHS trends related to the young and mature workforce demographics Tourism & Hospitality Industry OHS...
OHS trends related to the young and mature workforce
demographics
Tourism & Hospitality Industry OHS Summit
Kymm Ducharme/Helen Chandler
Aug 21/2014
Agenda
Trends
Workers – myths and facts for different age groups
Different age groups – different risks
Reducing Time Loss Injuries and Improving Recovery Time
Demographics in Hospitality
Injuries by Age Range – 25 and under (2009 – 2013)
Accident Type Count Percent
Struck By 1,795 27.3%
Exposure to heat/cold 1,001 15.2%
Fall on same level 885 13.5%
Overexertion 873 13.3%
Struck Against 722 11%
Fall from elevation 407 6.2%
Other bodily motion 348 5.3%
Exposure to toxic substance 118 1.8%
Caught in 93 1.4%
Acts of violence 92 1.4%
Injuries by Age Range – 55+
Accident Type Count Percentage
Fall on same level 824 25.5%
Overexertion 823 25.5%
Struck by 412 12.7%
Fall from elevation 329 10.2%
Other bodily motion 241 7.5%
Struck against 213 6.6%
Exposure to heat/cold 104 3.2%
Repetitive Motion 65 2.1%
Caught in 53 1.6%
Exposure to toxic substances
52 1.6%
Claims & Claims CostsYoung workers
2009 2010 2011 2012 2013
6 Month Truncated Duration
16 19 16 18 17
Total number of claims
1,325 1,191 1,313 1,334 1,285
Total work days lost
25,874 28,077 25,601 26,981 25,433
Older Workers
2009 2010 2011 2012 2013
6 Month Truncated
40 44 45 42 42
Total number of claims
565 617 618 690 626
Total work days lost
34,834 33,729 37,748 38,493 34,577
Changing Demographics
Increasing Life Expectancy
Canadianbusiness.com
Myths Facts
•Mature workers are sick more often
•Mature workers quit more often
•Older workers are less capable of evaluating information, making decisions and solving problems
• Workers over the age of 45 have a lower rate of “sick time” than workers between the ages of 17-44 years
•Mature workers have an 88 percent lower turnover rate than younger workers, and stay on the job twice as long as workers between the ages of 25-34.
•Time has forced older workersto successfully evaluate more information, solve tougher problems and make more critical job related decisions than most younger workers; older workers tend to be more capable, make better decisions, and take less risks than younger workers
Aging Workers
Myths Facts
•Mature workers are rigid and inflexible and have trouble adapting to change
•Mature workers have poor memories
•Mature workers are less competent
•Mature workers have had to accept job related changes such as new co-workers, new supervisors, increased workloads, new technologies and new pay scales throughout their working life. 85% of employers say older workers are open to, and adapt to change very well
•Age is not directly linked to memory. Factors that affect memory are consistent through the lifespan, including poor nutrition, emotional upsets, poor health and depression
•In an Australian survey, 68% of employers reported that mature workers are more reliable, 69% said they have a better work ethic, and 77% said mature workers are more committed to the work
Changes Associated with Aging Changes What employers can do
Bones become brittle and cartilage becomes soft putting aging workers at a great risk of injury from a fall
Ensure you have a good fall prevention strategy ie. Mark risers on stairs, provide anti-slip flooring, eliminate slip and trip hazards
Reduced flexibility and strength may impact the ability to handle heavy tasks or may result in earlier fatigue
Reduce or eliminate the need for physical strength and endurance. Reduce the weight of items being handled, provide opportunities for part time
Slowed Reaction time Conduct ergonomic risk assessments to reduces risks. Consider implementing exercise and healthy living programs.
Coordination and balance decrease increasing the chance of a fall
Use contrasting signage, appropriate lighting, handrails on stairs
Loss of hearing may not hear alarms or instructions
Increase volume, use high signage for instructions
Reduced vision Increase print size and contrast. Provide adequate lighting
Young workers
Myths
Take more risks
Are over eager
Have an inflated sense of Invincibility
Are to blame for their injuries
Fact
Job and workplace factors -- working with more hazards, more physical tasks, newness on the job, lack of training and supervision -- are more directly attributable to young worker injuries.
Young Workers What Should Employers Do?Ensure that young (and new) workers receive orientation and training before starting work (see Reg 3.23)Supervise and observe young and new workers closely. If they are not working safely, retrain if requested (see Reg. 3.24)Provide ongoing supervision, consider a mentorship program.Eliminate or at least reduce hazardsEncourage young workers to participate in workplace health and safetyEncourage questions.Training: demonstrate, repeat, repeat, repeat!
Young Worker Resources:http://worksafebc.com/YoungWorker
Young Workers What Should Employers Do?Ensure that young (and new) workers receive orientation and training before starting work (see Reg 3.23)Supervise and observe young and new workers closely. If they are not working safely, retrain if requested (see Reg. 3.24)Provide ongoing supervision, consider a mentorship program.Eliminate or at least reduce hazardsEncourage young workers to participate in workplace health and safetyEncourage questions.Training: demonstrate, repeat, repeat, repeat!
Young Worker Resources:http://worksafebc.com/YoungWorker
How do you reduce claims costs and reduce labor costs and assist your injured workers to heal twice as fast?
Injured Worker Profile Young workers
2009 2010 2011 2012 2013
6 Month Truncated Duration
16 19 16 18 17
Total number of claims
1,325 1,191 1,313 1,334 1,285
Total work days lost
25,874 28,077 25,601 26,981 25,433
Older Workers
2009 2010 2011 2012 2013
6 Month Truncated
40 44 45 42 42
Total number of claims
565 617 618 690 626
Total work days lost
34,834 33,729 37,748 38,493 34,577
Recover at Work Helps the injured worker recover more rapidly and more
completely
Reduces financial uncertainty for the injured worker and their family
Keeps the injured worker involved in the workplace
Facilitates early intervention, and avoids unnecessary absenteeism or recovery delays
Helps maintain a positive workplace connection for the injured worker
What the Research Indicates
Weeks of DisabilitySource: 1995 The Guilford Group Ltd.
19
0
20
40
60
80
100
120
0 4 8 12 16 20 24 28 32 36 40 44 48 52
Perc
ent (
%) C
hanc
e O
f Ret
urn
Disabled workers off work 12 weeks or more have only a 50% or less chance of ever returning to work.
www.worksafebc.com
20
Monitoring the Progress of Modified Duties
Monitoring and revising accommodation/return-to-work plans in cooperation with the employee to respond to changing employee and operational needs
Advising accommodated employees as early as possible about upcoming operational changes that may cause the employee to need new or different accommodation
Addressing co-worker cooperation issues throughout the employment accommodation process
Despite your best efforts for accommodation, if the employees are incapable of performing the essential duties of the accommodated position you must:
• notify the appropriate department (HR/Management)
• advise of benefits entitlements in a timely manner
• put forward for reassignment to another position, when appropriate
• maintaining contact with your employee, to communicate concern for the employee’s health, obtain information about expected return-to-work date and anticipated accommodation needs, and prepare for his/her timely and safe return
Refusal of Modified Duties
Workers are expected to participate fully in their rehabilitation programs and failure to do so may result in the suspension or reduction of wage loss benefits.
Once it has been determined that the return-to-work plan is appropriate, the injured worker has a responsibility to carry out the plan.
QUESTIONS?