A friend of mine recently lost his job because of budget cuts. He was employed at a satellite office and not a single manager who made the decision about his livelihood took the time to commute to the satellite location to share the news. Instead, he was called to a conference room where human resources personnel laid him off via speakerphone. My friend was not surprised he was let go, nor was he surprised by how it was done, considering how disconnected he believes the “worker bees” at his former corporation are from management. He had been disgruntled by the lack of communication and management’s questionable decision-making for some time.
I can attest that managing people is arguably one of the most difficult jobs in any line of work. Being a leader requires a thick skin, excellent communication skills and the ability to make tough decisions, among other talents. However, at a time when budgets are tightened and everyone is doing less with more, becoming too consumed in your own tasks and disconnecting from employees is a fatal mistake. Now is the time to embrace your team, make them feel appreciated, motivate them to take on new roles, and identify and reward their strengths. Employees who feel disconnected from what is occurring within a business will feel unappreciated and will not perform at their best. In addition, without employee buy-in, it will be difficult to enforce new programs and procedures within a company.
In this issue, we feature articles about two safety programs you should seriously consider implementing within your roofing business not only to protect your employees, but also to protect your business as a whole. For example, “Business Sense,” addresses distracted driving. I think you’ll be surprised by the broad interpretation of the law in some of the court cases mentioned within the article: Your roofing business could be liable if a worker has an accident while using a mobile device in his personal vehicle or sightseeing on a business trip. According to the author, state and federal mobile-device laws are not enough; developing and enforcing a reasonable mobile-device safety program is a major step toward minimizing your business’ liability.
In “Safety,” Michael Rich explains the Washington, D.C.-based Occupational Safety and Health Administration’s priority to require all businesses to have a written Injury and Illness Prevention Program probably within the next two years. California employers already have been operating under this requirement since 1991, providing a model you can duplicate within your business before the requirement is mandated across the country.
Establishing these programs within your business offers a wonderful opportunity to connect to and motivate your staff. You can create teams of volunteers to explore and create policies. When the teams meet, buy them lunch. When your staff goes six months without a distracted driving incident or an injury, celebrate with awards or a party. Take the time to show your employees you appreciate their efforts not only to make your business safer, but also to successfully execute their daily tasks.
In addition, consider setting aside some time on a regular basis specifically to reconnect with the “worker bees”. Join a roofing crew for a week, or answer phones in the front office. Your efforts will establish a new level of trust with your employees and, ultimately, create a better workplace. Perhaps most importantly, your staff will feel as though operational changes, like the safety programs mentioned in this issue, are happening “with” them rather than “to” them.