ATTENTION MEMBERS - All Alliance Safety Council locations will be closed December 24 & 25 for the Christmas holiday.
We recently hosted a webinar where we revealed how to upskill your employees and increase their productivity with an Incumbent Worker Training Program (IWTP) grant. Funds are available for eligible Louisiana-based companies with at least 15 employees to train. Register and watch the recording today!
Our speakers shared their unique perspectives and experiences with IWTP grants. Marsha discussed her role as a dedicated grant coordinator and how she supports applicants who select Alliance as their primary training provider. Ray highlighted the benefits of IWTP funding for his organization and all that he’s learned as a longtime, repeat IWTP applicant.
Complete the form below and our Training Grant Coordinator will be in touch!
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Have you been asked to replace the Basic Orientation Plus (BOP) and BOP Refresher with another reciprocal course? When choosing a training solution to address OSHA’s process safety management (PSM) regulatory requirements, asking the right questions is key. Here are four questions you should consider when selecting a baseline course.
What is the training’s proven impact? A robust reciprocal program should have a demonstrated history of effectiveness. Since 1997, the Association of Reciprocal Safety Councils (ARSC), a national network of local safety councils, has administered the BOP and BOP Refresher courses. Since then, the courses have positively impacted over six million craftworkers. Ensure that the baseline training course you select delivers similar proven results.
Who owns and administers the training? For over 25 years, facility owners have relied on the ARSC network to certify that the workforce entering their facilities has been equipped with PSM training. ARSC is comprised of 56 training locations that work together to deliver reciprocal safety education that conforms to regulatory standards. Who better to entrust with the development of baseline training than a network of mission-driven, locally invested nonprofit organizations dedicated to doing what’s best for the industry?
However, shifting away from a proven system unravels the integrity of the reciprocal network and eliminates the input, autonomy and stewardship of local councils — along with their ability to serve local owners and contractors.
Does the training meet reciprocal standards? When choosing baseline training, consider whether the course content is applicable to the types of industrial facilities workers are entering. Training should also evaluate workers’ understanding of the material with a test score rather than relying solely on knowledge checks. Allowing inadequately vetted workers to complete the course without verifying their understanding can increase legal liability. Lastly, the proctoring method should be reliable, standardized and time-tested. These standards guarantee a consistent contractor onboarding process. No other baseline course matches or exceeds the rigor of the BOP and BOP Refresher. OSHA owns the regulatory standard and ARSC owns the reciprocal standard.
Is the training properly audited? Not all reciprocal training is created equal. Reciprocal training isn’t only about the course. Gold standard reciprocal training systems, like the ARSC network, also include an audit process that solidifies the integrity and legal defensibility of the training.
Options for training are good but be sure to do your homework. If you do choose an alternative baseline PSM training, be sure to add “or” to your business rules so workers don’t waste time retaking training. We know your time is important, so ARSC is working on a remote delivery option for the BOP/BOP Refresher to meet workers where they are.
We recently hosted a webinar where we explored how to navigate the growing number of non-English fluent (NEF) workers in industry. Learn from local industry leaders and strengthen your approach to creating a more inclusive and productive workplace. Register and watch the recording today!
NEF Worker Guide
The Greater Baton Rouge Industry Alliance’s Non-English Fluent (NEF) Speaking Workers Implementation Guideline for Industrial Sites is a tool for onboarding and managing a non-English fluent workforce.
OSHA Spanish Language Resources
CPWR Spanish Language Resources
Oregon.gov Spanish Language Resources
Our panel shared strategies for effectively integrating NEF workers into the workforce, focusing on how to provide comprehensive training, overcome language barriers and adhere to established safety protocols. Register and watch the recording today!
Any successful leader will attribute their success to their people. They know that getting things done depends on those who are committed to the overall goals, understand their role, and are willing to follow the principles, procedures and expectations of the organization. They are accountable and engaged. They care about one another and the organization. They are responsible and ask good questions to ensure that the expectations are understood. They feel important and connected to the workplace. To these employees, there are more positives associated with work than negatives. Typically, there is more laughter and support than angst and avoidance in conversations and directions.
Unfortunately, many leaders inherit people who have not worked in an environment that supports the above workplace culture descriptions. These workers are used to being told what to do with few opportunities for input; there is more response when something goes wrong than when things go well. In this culture, people learn to avoid constructive conversations and create subgroups that resist rather than cooperate.
The successful leader breaks up this culture by displaying and recognizing the behaviors that they want rather than only reprimanding the behaviors they don’t want.
The successful leader asks themselves how they are connected to the workplace. Then, they talk to their workforce about their answers. Hopefully, discussions about fulfilling work, being able to support their family and good people to work with come to mind — and this type of information is frequently shared within conversations.
The successful leader also asks themselves if they care about their workforce and is that caring apparent in their conversations with others. Do they know their people? Do they spend time with them talking about things other than just work? Do they share a part of themselves while at the same time being interested in the conversations and questions of their workforce? Do they thank them frequently?
The successful leader frequently talks about goals and expectations. Most organizations dedicate a portion of their web presence to missions, visions, goals, etc. The successful leader incorporates some of that language into their formal communication meetings. They also spend time with their workforce to fine-tune workplace expectations so that everyone knows them.
The successful leader talks about responsibility and accountability so that everyone feels a sense of ownership for the results of the group. No one is left out. There are different jobs, but everyone has responsibility for quality and accomplishment.
The successful leader spends a great deal of time looking for things that they want and recognizing people positively when they find the workforce doing those things.
When the above leadership behaviors are frequently found in the workplace, the workforce has an opportunity to become like-minded.
About the author: Alan R. Crnko is an Alliance Safety Council board member and business consultant in the Baton Rouge, LA, area. He has spent his career providing workforce development services. He can be contacted at alancrnko@gmail.com.
Once you know what you want, you have a positive attitude about it and you have surrounded yourself with like-minded people, the odds of being successful are greatly increased. However, despite your best efforts, a team member may still resist the mission at hand. That resistance may be subtle at first, but progress as it is ignored. The resistance may show as a non-verbal gesture, a tone of voice, inappropriate sarcasm, sidebar conversation during meetings, undermining authority, etc.
Successful leaders react when they detect that a team member may be resistant to the mission as soon as it is noticed. They know there may be something to learn or something they have missed that the resistant person knows. They recognize that they may be the cause of the resistance and therefore want to learn what they can do differently to resolve the issue. Regardless, they know that it is critical to strike while the iron is cold. They maintain control of their emotions so that they can plan a successful outcome. They privately talk with their people that may be resistant because they know there may be new information available that they do not have. They want to address any issue while it is small rather than waiting for it to grow into a larger issue.
Successful leaders have learned how to be keenly aware of communication cues that belie the problem. They notice facial expressions, tonal sounds, silence and other human communication techniques that tip their knowledge that something is awry. They use this knowledge to plan their approach.
Successful leaders approach the person quickly and ask soft questions to uncover the source of the resistance.
They act curious and interested in searching out information to be better as opposed to being critical and demanding cooperation.
They encourage differing opinions knowing that ideas can be fine-tuned to make them better, all the while explaining their methods toward achieving the mission. There is a give and take.
They are encouraging toward the person of resistance, explaining how everyone is important toward the achievement of the mission. Successful leaders show patience.
If the successful leader has surrounded themselves with like-minded people, most will respond positively to the above methods and potentially improved communication between the two parties’ results in a higher quality outcome.
If the person continues to be resistant, the successful leader moves even closer to the person displaying the resistance. They seek the advice of their leaders or their Human Resource professionals in hopes of helping the resistant individual achieve the standard of performance desired.
About the author: Alan R. Crnko is an Alliance Safety Council board member and business consultant in the Baton Rouge, LA, area. He has spent his career providing workforce development services. He can be contacted at alancrnko@gmail.com.
Successful leaders know that it is inherently easier to get what you want when you can manage your emotions and personality. A positive mental attitude will provide more options when matching your emotions to a given set of circumstances.
Many let the circumstances of the day dictate which emotions they will display regardless of the outcome they want. For example, when getting stuck in traffic, a person may choose to become angry and frustrated. Then another external situation presents itself and promotes another emotional response. One external circumstance to another dictates emotional responses.
Conversely, others recognize that circumstances occur, and they choose their emotional response. For example, they may get into a traffic snarl and rather than going with the anger and frustration that naturally occurs, they choose to reframe their situation mentally. Their emotional strength overcomes the external stimulus and allows their mind to go to a more positive and productive state.
Successful leaders know that they alone control their own attitude toward events. They strengthen their emotions so the best possible choice can be more readily recognized and deployed if they want to consistently get what they want. A positive mental attitude strengthens one’s ability to create positive results.
First, we must realize that some people enjoy having a negative attitude. We must shift conversations with negative people to positive things or ignore their negativity. Words like “can’t, never, always, every time, everything” can serve as communication cues that the successful leader can recognize and reroute with questions and statements such as, “What stops us? What would happen if we did? I have felt that way before, but I looked around and this is what I found.” These statements and others may be able to shift attention away from negativity and toward solutions.
Second, we must minimize the impact of external events on our internal well-being. An event in our life has no meaning until we assign one to it. For example, your 15-year-old son carelessly spills milk on the table vs. your five-year-old grandson doing the same. We instantly can assign different meanings to these similar situations. Surely, there are external events that rightly bring sadness to our lives. Successful leaders manage their attitudes to deal with such events without losing sight of their outcome. They strive to “happen to life” vs. having “life happen to them.”
Third, we must be better managers of our internal dialog. Successful leaders practice positive affirmations daily that remind them that they have value, are important, needed, are kind and considerate. They work on listening well and ask questions. They use positive internal dialog to move them closer to rather than further from what they want.
Lastly, successful leaders conquer their mornings by being thankful and grateful for opportunities. A good attitude is truly a treasure. It will help you remain cautious in times of great success and insightful in times of failure.
About the author: Alan R. Crnko is an Alliance Safety Council board member and business consultant in the Baton Rouge, LA, area. He has spent his career providing workforce development services. He can be contacted at alancrnko@gmail.com.
To be successful as a leader, the above question must always serve as a guide. Leaders get things done through people, and people can’t help you if there is not a clear vision and understanding of what you want. Successful leaders spend much of their time painting a clear vision of what should be accomplished today, this week, this month and this year.
But first, the leader must have a clear vision of those things themselves. With the backdrop of their employer’s mission, vision and goals, the leaders should decide how those ideals manifest themselves within the workplace in actual behaviors.
Let’s take the concept of safety as an example. Most organizations have established a vision and mission that are well communicated throughout the workforce. The leader converts those ideals into safe work behaviors through effective safety meetings, observing workplace behaviors, providing the proper safety equipment, and discussing safety with others formally and informally. Successful leaders reinforce this and use their interactions with the workforce to keep the message alive and the organization moving closer to, rather than further from, the safety goal.
Difficulties can occur when we turn our attention to more nebulous things like quality, productivity and culture. Generally, organizations have messages that promote these concepts, but these messages often do not get the “airplay” in formal and informal communication situations among leadership and the workforce.
Sure, we want high-quality work, but “good enough” saves money. We absolutely want high productivity, but sometimes it can become, “this job needs to last all week, okay.” Our organization prides itself on being open and honest, but business tells us that certain things must remain secret. This real-life incongruency can cause the leader to withdraw and just go with the flow. Emotional energy gets spent avoiding, shifting blame and laying low. Yuck!
First ask yourself what you want in terms of quality, productivity and culture. Make a written list of the behaviors that would be evident in the workplace.
Next, discuss this list with your workforce. Ask them what they want and listen. Make notes and continue to ask these questions. Have these discussions as part of your daily kick-off meetings, taking one idea and asking the best way to make that happen.
Catch people doing things that you want. Make a concerted effort to walk the jobsite and look for your people doing things that you want and recognize them for it. Tell them why it’s important and how they are contributing to the organization’s success.
Lastly, keep asking questions. Listen to the answers, ask more questions, use the feedback to adjust your behavior and keep recognizing the things you want.
About the author: Alan R. Crnko is an Alliance Safety Council board member and business consultant in the Baton Rouge, LA area. He has spent his career providing workforce development services. He can be contacted at alancrnko@gmail.com.
Safety is always a worthy investment – especially when you get more education for your money.
From now until September 30th, the Mid-South OSHA Training Institute Education Center is offering a free OSHA elective course after you schedule any two OSHA-authorized courses. Mid-South is a consortium between Alliance Safety Council and Louisiana State University’s College of Engineering. It’s one of only 26 OTIECs in the U.S. and the only center located in Louisiana.
If you are already planning on investing in professional development soon, take advantage of this cost-savings opportunity and grab one of the OSHA elective courses we’ve listed below.
OSHA 521 – OSHA Guide to Industrial Hygiene
OSHA 2045 – Machinery & Machine Guarding
OSHA 2225 – Respiratory Protection
OSHA 2455 – Safety and Health Management Program
OSHA 3085 – Principles of Scaffolding
Consider the top 10 OSHA violations in 2022. Respiratory protection, scaffolding and machine guarding were included in the list of top 10 OSHA violations and could be timely electives for you and your team.
This week, during Labor Right Week, take time to encourage mutual respect and collaboration within your organization.
Not sure where to start? Click here to view available resources from the U.S. Department of Labor.
Have questions? Call 1-866-4-USA-DOL for assistance. Support is available in English, Spanish and other languages.
We also encourage you to share the infographic below with your teams.
Safety in the workplace is critical for several reasons. First, it helps prevent accidents and injuries, which can cause physical harm to employees and result in fines and legal consequences for the employer. Second, a safe work environment promotes productivity and reduces the number of sick days taken by workers. It can also help improve morale and job satisfaction, leading to lower turnover rates.
To achieve safety in the workplace, it’s important to follow certain guidelines, i.e., ensuring all employees have received adequate training on procedures and protocols. This includes training on the proper use of equipment and machinery, as well as emergency procedures in case of accidents or incidents.
Additionally, it is important to regularly assess and address potential hazards in the workplace, such as faulty equipment or unsafe working conditions. Encouraging open communication between workers and management can also help to identify and address safety concerns.
Let OSHA know you are participating this year by pledging now.
Identify activities and events to plan and promote.
After completion of your events, you can download a certificate and virtual challenge coin to highlight your organization’s efforts.
Alliance Safety Council, one of the nation’s largest occupational safety and workforce development providers, has partnered with Hard Hat VR, a veteran-owned business and leader in developing and delivering immersive training options to multiple industries.
This partnership between Alliance Safety Council and Hard Hat VR marks an exciting step forward for businesses looking to provide their employees with cutting-edge training experiences with virtual reality and web-based 3D safety modules.
Web-based 3-D courses are available now! To view these courses, click here and search the term “Hard Hat VR” on the left-hand side of the page.
We are thrilled to be partnering with Hard Hat VR. This collaboration will bring impactful and immersive training resources to our members, revolutionizing the way industry approaches training. With the addition of HardHat VR’s content library, Alliance’s offering will be more engaging than ever before.
– Kathy Trahan, Alliance Safety Council President/CEO
Hard Hat VR CEO Jeff Dotson said, “We are excited to partner with Alliance Safety Council to bring our VR training solutions to a wider audience. With Alliance Safety Council’s reputation for providing the best possible training resources to businesses, we are confident that our collaboration will bring a new level of safety and productivity to workplaces across the country.”
Headquartered in Baton Rouge, LA, Alliance Safety Council provides web-based, virtual instructor-led, and in-person safety training, as well as technology and records management services.
On Oct. 11, Alliance is hosting an engaging and interactive program – the Professional Mastery & Assessments Certification (PMAC) – led by Consulting Resource Group International (CRG)’s Ken Keis.
The three-day program allows professionals to instantly increase their credibility and effectiveness with others, and how to teach others to do the same, through CRG’s performance support tools. These tools help measure stress and health practices, self-worth, core values, and sales and entrepreneurial success.
Ken Keis, Ph.D., is a foremost global authority on behavioral assessment strategies and processes, and an expert in leadership, purpose and wellness. He’s written four books, 13 assessments, 40 business training programs and several online courses. Ken is an expert in helping individuals, families, teams and organizations realize their full potential. In the past 33 years, Ken has conducted over 10,000 hours of coaching and consulting.
Over 1 million people in 30 countries have utilized CRG’s performance support tools and processes to help build teams that live, lead and work with purpose! Clients include Boeing, Chrysler, Honda, AT&T, and several universities and career centers. Learn more about CRG.
Each year, Alliance helps over 270,000 workers become job-ready with best-in-class training and technology solutions. In every state and around the globe, Alliance delivers timely content with one goal in mind: To create a workplace that’s safer and a workforce that’s more productive.
