Major U.S. employers using incentives to promote employer-sponsored health and wellness programs rose from 62 percent to 71 percent between 2007 and 2008, according to a report.
This new era of sky-high gas prices is reshaping employees' expectations for their employer's assistance.
"We’re talking about more than just a paper program. It’s the kind of program that can reduce worker’s comp costs and illnesses and injuries, making the companies more productive and more competitive,” said OSHA chief Edwin G. Foulke today.
On only the second official day of the annual event, the society has announced it has broken records for both turnout and exhibition space sold.
“We are continuing to improve our technological capabilities, and we are continuing to make a business case for safety on a global scale,” said ASSE President Michael W. Thompson at the event.
It’s no secret that the cost to acquire worker’s compensation insurance is extremely expensive in the United States. Every day, employers deal with these rising costs, as well as the related costs of injury pay. Employers spent approximately $50.8 billion in 2003 on wage payments and medical care for workers hurt on the job, according to Liberty Mutual, a leading global insurer.
"The idea that customers produce lifetime value to a company has been studied intensively over the past few years. The potential value of employees to their employers, however, is just now being quantified," says IMA Executive Director Karen Renk, CAE.
The same government-backed incentive programs aimed at improving the care all Americans receive in hospitals may be widening the gap between poor, underserved patients and those who are insured or can afford to pay for their own care, according to a new study led by a University of Pennsylvania School of Medicine physician.
EPA has extended an open invitation to contractors, renovators, remodelers, and anyone who works in the construction trades to attend its free, one-day lead-based paint training program to be held on April 22 at its mid-Atlantic office, 1650 Arch St., Philadelphia, Pa.
Begun in 2005, the program was in effect in 2006 and 2007 and saved the waste management company millions of dollars.
Tom Krause is working at the Missouri motivation company's Minneapolis office.
This program is designed to answer the questions "Why should business owners care about safety?" and "What does safety excellence look like?"
Incentives have arrived. That’s stating the obvious when you consider American companies spend $32+ billion annually on merchandise sales for a variety of rewards, recognition, and motivation programs.
Sawn fingers, severed limbs, crushed torsos, and blinded eyes are among the many and sometimes deadly injuries common to sawmill work. Today’s laser-enhanced, electronically operated blades are a far cry from the water-powered saws of yesteryear, but the industry’s hazards have remained largely the same since the nation’s first mill was built at Jamestown, Va., in 1608. Four hundred years later, OSHA still considers sawmilling one of the most dangerous occupations in the country.
The U.S. Postal Service chose to require pre-primary receptacles comply with OSHA's bloodborne pathogens standard rather than FDA's 510(k) approval.
COMPANIES all over the world are being challenged to do more with less, gain a competitive advantage by maximizing the effectiveness of their employees, and boost productivity in their operations--none of which is an easy task to accomplish. Although there's no silver bullet to magically attain these noble goals, there is a proven methodology for achieving just that in your safety incentive programs.
In a place where temperatures can reach 125 degrees and heavy forklift traffic is a constant, safety is bound to be an extreme challenge. With 80 employees in an aluminum smelting facility, achieving any significant safety milestone may seem like a far-fetched concept.
YOU'VE seen the success of safety incentive programs, and you know how to run an incentive program. But your results are never quite what you expected.
Maybe it isn't just the program. In 2004, a company I'll call CVC Industries (a fictional name representing a combination of many companies involved in incentive safety programs) invested considerable time and energy in developing a safety incentive program to improve driver safety. Although initial results were good, driver participation fell off quickly and the program ended without a whimper. What went wrong?
THE term "incentives" has been floating around in the business world for decades now, yet the prevalent and effective use of them still continues to trail behind what is not just a trend, but rather a necessity in today's economic environment. Although there are a variety of applications for incentive programs (which include loyalty, reward, and promotional programs), perhaps the more underutilized applications fall into the categories of recognition and performance improvement geared toward sales and non-sales employees.