It s Show Time Staffing Challenges Part 2: Get The Right Employees Started Right Lizz Chambers, CHA

1. It�s Show Time! Staffing Challenges Part 2: Get The Right Employees Started Right Lizz Chambers, CHA / CHE Director of Human Resources and Training Newport Hospitality Group Orlando, Florida September 20, 2007 Of all the crises that managers must deal with in the workplace, accidents medical emergencies are by far the most common. Many accidents are due to worker error or dangerous procedures. However, many other emergencies are unavoidable. Of all the crises that managers must deal with in the workplace, accidents medical emergencies are by far the most common. Many accidents are due to worker error or dangerous procedures. However, many other emergencies are unavoidable.

2. The Human Factor 1993, three professors studied 15 years of OSHA data to determine the most common causes of job related injuries and fatalities. The results descending order of significance: #3 Procedure Insufficiencies #2 Equipment Insufficiencies #1 Employee Error Sherer, Brodzinski and Crable, �The Human Factor� HR Magazine April 1993 In 1993, three professors studied 15 years of OSHA data to determine the most common causes of job-related injuries and fatalities: Robert F. Sherer, James D. Brodzinski and Elaine A. Crable, "The Human Factor," HRMagazine, April 1993. The most significant factor in injuries were employee errors, followed by equipment insufficiencies and procedure insufficiencies. I am here today to talk with you about the Human Factor. As the HR and Training Director for my company my job is to deal with the human factor each and every day. But first I have always dreamed of being on stage and doing my David Letterman impression. So if you all can bear with me for the next couple of slides I would like to present Lizz Chamber�s Top Ten Ways to Know if an OSHA inspection is going badly. In 1993, three professors studied 15 years of OSHA data to determine the most common causes of job-related injuries and fatalities: Robert F. Sherer, James D. Brodzinski and Elaine A. Crable, "The Human Factor," HRMagazine, April 1993. The most significant factor in injuries were employee errors, followed by equipment insufficiencies and procedure insufficiencies. I am here today to talk with you about the Human Factor. As the HR and Training Director for my company my job is to deal with the human factor each and every day. But first I have always dreamed of being on stage and doing my David Letterman impression. So if you all can bear with me for the next couple of slides I would like to present Lizz Chamber�s Top Ten Ways to Know if an OSHA inspection is going badly.

3. Top 10 Ways To Tell If Your OSHA Inspection Is Going Badly 6. The Congressman you called for help won't return your call, but does return your campaign contribution 7. The Compliance Officer wears a moon suit & SCBA, while your employees work in jeans and tennis shoes 8 OSHA calls in a film crew to document conditions and Michael Moore and a film crew tag along 9. The Compliance Officer mutters, "This is unbelievable� each time he enters a different department 10. OSHA sets up temporary housing in your parking lot

4. Top 10 Ways To Tell If Your OSHA Inspection Is Going Badly 1. Edwin G Fouke Jr. conducts the closing conference 2. The Compliance Officer is a former employee that you fired 3. The Compliance Officer knows your employees by their first names 4. The Compliance Officer asks you a specific question about a report in your files, but you haven�t turned any over yet 5. The Compliance Officer begins the opening conference with: "You have the right to remain silent�� Hopefully, none of us will ever experience even one of the 10. I must admit to you that during the past 33 years of my employment..it all has been in the hospitality industry. And I cannot tell you the last time an employee lost an eye in a freak guest service accident. But believe me, we do have our challenges.Hopefully, none of us will ever experience even one of the 10. I must admit to you that during the past 33 years of my employment..it all has been in the hospitality industry. And I cannot tell you the last time an employee lost an eye in a freak guest service accident. But believe me, we do have our challenges.

5. The Unique Challenge of Hotel Operations A 24/7 operation Duration of contact Meeting the needs of guests 24/7 365 days a year helps to make hotels challenging places to work. Like other employers, we in the hospitality industry are struggling with soft-tissue injuries and other ergonomic risks. Lodging employers face the universally common slip-and-fall injuries, as well as unusual shifts and compliance requirements like hazard communication and bloodborne pathogens. And let us not forget that the duration of contact with the customer/guest is more than any other industry. Therefore, security training also is a major concern. With well publicized violent attacks on housekeeper in guestrooms our security initiatives are of equal importance as our safety initiatives. Meeting the needs of guests 24/7 365 days a year helps to make hotels challenging places to work. Like other employers, we in the hospitality industry are struggling with soft-tissue injuries and other ergonomic risks. Lodging employers face the universally common slip-and-fall injuries, as well as unusual shifts and compliance requirements like hazard communication and bloodborne pathogens. And let us not forget that the duration of contact with the customer/guest is more than any other industry. Therefore, security training also is a major concern. With well publicized violent attacks on housekeeper in guestrooms our security initiatives are of equal importance as our safety initiatives.

6. �Creating Luxury, Enduring Pain� A recent study combining research and case studies of hotel housekeepers: Between 1999 and 2005 Hotel Housekeepers: Reported a rate of 10.4% more injuries 86% Higher than those experienced by other hotel workers Contributing factors: A recent study, "Creating Luxury, Enduring Pain," combines research with case studies of hotel housekeepers. The result is a dramatic illustration of some workers' suffering in our industry. Contributing factors: The heavy beds, extra sheets, and duvets introduced in recent years (and aggressively marketed to guests) are a significant problem, according to the report. Another factor is the "room quota" system by which hotel management often organizes housekeeping. Housekeepers routinely report that they must race through their tasks in order to complete them on time. Rushing will ultimately result in shortcuts, more guest complaints and an increase in associate injuries due to back strain, slips and falls and possible improper use of chemicals or handling of blood borne pathogens. In the 1970�s housekeepers were required to clean a room every 22 minutes. In 1970 there were no irons/ironing boards, coffee makers, additional bathroom amenities, triple sheeting, duvet covers, microwaves and refrigerators or any of the massive amenity packages that the public and the hotel franchises now require. And how long does management think it should take a housekeeper to clean a check-out room today 30 minutes�an increase of a mere 8 minutes a room? That is simply not feasible in every instance. In our company, we do not insist on quotas and we have found we have cleaner rooms, fewer guest complaints and less injuries.A recent study, "Creating Luxury, Enduring Pain," combines research with case studies of hotel housekeepers. The result is a dramatic illustration of some workers' suffering in our industry. Contributing factors: The heavy beds, extra sheets, and duvets introduced in recent years (and aggressively marketed to guests) are a significant problem, according to the report. Another factor is the "room quota" system by which hotel management often organizes housekeeping. Housekeepers routinely report that they must race through their tasks in order to complete them on time. Rushing will ultimately result in shortcuts, more guest complaints and an increase in associate injuries due to back strain, slips and falls and possible improper use of chemicals or handling of blood borne pathogens. In the 1970�s housekeepers were required to clean a room every 22 minutes. In 1970 there were no irons/ironing boards, coffee makers, additional bathroom amenities, triple sheeting, duvet covers, microwaves and refrigerators or any of the massive amenity packages that the public and the hotel franchises now require. And how long does management think it should take a housekeeper to clean a check-out room today 30 minutes�an increase of a mere 8 minutes a room? That is simply not feasible in every instance. In our company, we do not insist on quotas and we have found we have cleaner rooms, fewer guest complaints and less injuries.

7. Creating the culture starts with you! The people you hire The people you entrust to do the hiring The training you have given to those with hiring responsibilities Orientation and training Continuous coaching Inspect what you expect The labor shortage and high turnover rate in the lodging industry offers a constant challenge to provide the training and supervision necessary to make our hotels a safe and injury free environment. In today�s tight labor market it is imperative that we hire right person for the job Easier said than done: A few suggestions for getting that right person A job task analysis is a review and categorization of all job duties. These duties could include such varied functions as proper entry of a guestroom to the use of MSDS�s to ascertain the PPE required for use of a particular chemical. The results of the job task analysis should be utilized to develop a job description. The job description is then used to recruit and evaluate performance. This entire process is vital to make sure the person and the job are a "match." A successful match results in higher associate morale and increased employee retention. Complete reference and background checks are mandatory in our company. We give our associates keys to your rooms. I think you would want us to know something about them How well have we trained the people we entrust to place the right person in the right job. What situational or behavioral based questions have we developed specific to the job description? What selection criteria have we outlined for them? How formal is our Orientation and Training Programs? Do we audit this training or do we just assume that Orientation and Training is thorough and includes an emphasis on a safe, secure and guest service culture we expect? Are our supervisors trained in continuous coaching techniques? What about follow up? Do our supervisors assume the trainee �got it� and continues to �get it� or do we Inspect what we Expect?The labor shortage and high turnover rate in the lodging industry offers a constant challenge to provide the training and supervision necessary to make our hotels a safe and injury free environment. In today�s tight labor market it is imperative that we hire right person for the job Easier said than done: A few suggestions for getting that right person A job task analysis is a review and categorization of all job duties. These duties could include such varied functions as proper entry of a guestroom to the use of MSDS�s to ascertain the PPE required for use of a particular chemical. The results of the job task analysis should be utilized to develop a job description. The job description is then used to recruit and evaluate performance. This entire process is vital to make sure the person and the job are a "match." A successful match results in higher associate morale and increased employee retention. Complete reference and background checks are mandatory in our company. We give our associates keys to your rooms. I think you would want us to know something about them How well have we trained the people we entrust to place the right person in the right job. What situational or behavioral based questions have we developed specific to the job description? What selection criteria have we outlined for them? How formal is our Orientation and Training Programs? Do we audit this training or do we just assume that Orientation and Training is thorough and includes an emphasis on a safe, secure and guest service culture we expect? Are our supervisors trained in continuous coaching techniques? What about follow up? Do our supervisors assume the trainee �got it� and continues to �get it� or do we Inspect what we Expect?

8. Get Them Started Right Studies suggest that nearly 50% of injuries occur in the first 90 days of employment. Establish expectations Open lines of communication and transmit vital information early Starting them right is important for so many reasons. A property orientation and training program helps to secure commitment to the job and the company. And studies suggests that nearly 50% of injuries occur during the first 90 days of employment During General Orientation we introduce them to our Safety and Security Culture. Then during the job specific orientation we cover particular safety and security hazards and preventative measure for their specific job as well as the Service Culture and the job tasks and technical aspects of the job. This is where all expectations are outlined in detail. We stress our Open Door Policy. In our company, anyone at any level can walk in to our Presidents office with a compliment or a complaint and he will set aside time to listen. Our lines of communication are always open. We do not want to hear of a hazard, an unsafe work practice or unfair work practices an injury, EEOC claim or the loss of a good worker. Open door has always worked for us. One step better is to establish a �Hot Line� where employees can call and report safety hazards anonymously.Starting them right is important for so many reasons. A property orientation and training program helps to secure commitment to the job and the company. And studies suggests that nearly 50% of injuries occur during the first 90 days of employment During General Orientation we introduce them to our Safety and Security Culture. Then during the job specific orientation we cover particular safety and security hazards and preventative measure for their specific job as well as the Service Culture and the job tasks and technical aspects of the job. This is where all expectations are outlined in detail. We stress our Open Door Policy. In our company, anyone at any level can walk in to our Presidents office with a compliment or a complaint and he will set aside time to listen. Our lines of communication are always open. We do not want to hear of a hazard, an unsafe work practice or unfair work practices an injury, EEOC claim or the loss of a good worker. Open door has always worked for us. One step better is to establish a �Hot Line� where employees can call and report safety hazards anonymously.

9. �It�s Show Time� Staffing Challenges Part 2: Orientation and Training It�s Show Time. Being the fun industry we are we incorporate this phrase in all we do. Being especially careful to include it in all orientation and training documents and activities. We stress to our team members the difference between being on and off stage. On-stage means you are fully trained and know the technical and personal aspects of the job. No one is to be On-stage until they are ready shine. Off stage not only refers to the time you are not at work, but that time during your orientation and training period where interacting with a guest may not be in their best interest and definitely not in the best interest of the hotel or restaurant. This off-stage time at work is when we begin working to instill the importance of safety and security in their on-stage work life. There are two types of orientation: General and Job SpecificIt�s Show Time. Being the fun industry we are we incorporate this phrase in all we do. Being especially careful to include it in all orientation and training documents and activities. We stress to our team members the difference between being on and off stage. On-stage means you are fully trained and know the technical and personal aspects of the job. No one is to be On-stage until they are ready shine. Off stage not only refers to the time you are not at work, but that time during your orientation and training period where interacting with a guest may not be in their best interest and definitely not in the best interest of the hotel or restaurant. This off-stage time at work is when we begin working to instill the importance of safety and security in their on-stage work life. There are two types of orientation: General and Job Specific

10. General Orientation A tour of the property Introduction to all department heads Fire exit routes, marshalling area Location of first aid kit and fire extinguishers How to report injuries How to respond to an accident involving a guest or team member Security measures Location of MSDS Applicable written procedures (A copy of the handbook, Safety and Security Policy to sign and return, Organizational Chart) There are two types of Orientation�General and Job Specific During the General Orientation you introduce employees to the big picture. This is by no means a full list but I think you get the idea. Are there any additional policies or procedures that any of you feel are crucial during General Orientation.There are two types of Orientation�General and Job Specific During the General Orientation you introduce employees to the big picture. This is by no means a full list but I think you get the idea. Are there any additional policies or procedures that any of you feel are crucial during General Orientation.

11. Job Specific Orientation A tour of the department Employee parking, entrance area, time clock Lunch, breaks and smoking Area Introduction to staff (informal workgroup leaders) Job Description Key Tasks and Performance Standards Blank Evaluation Job Specific MSDS/PPEs Job Specific Orientation is done by the employees immediate supervisor. It takes place in the Department and addresses Safety and security issues specific to the particular job performed. Review each items on the list.Job Specific Orientation is done by the employees immediate supervisor. It takes place in the Department and addresses Safety and security issues specific to the particular job performed. Review each items on the list.

12. Train�Train�Train Slip and Fall Assessment Training Train in Alcohol Awareness Emergency Procedures Training CPR and First Aid training Kitchen Safety Procedures Training Accident Investigation Procedures Swimming Pool Seminar Fire Safety & Prevention. Crime and Robbery - Security Controls. How to Handle a Robbery. Human Factors in Loss Prevention. Accident Investigation Procedures The employer might have a mock trial in which the employee can see the critical importance of having complete and accurate reports on any safety or security incidents.Human Factors in Loss Prevention. This seminar could be for supervisors to help them understand why people act in the manner they do. This training would help the person to better supervise the employees so as to minimize accidents resulting from personal causes and inattention. By providing these seminars to your employees, not only will you find happy employees; but they will also be confident employees. Your guests will feel safer and come back to your establishment because they know they are safe. By having your employees attend seminars, you will also find yourself in charge of a smoothly run business.Accident Investigation Procedures The employer might have a mock trial in which the employee can see the critical importance of having complete and accurate reports on any safety or security incidents.Human Factors in Loss Prevention. This seminar could be for supervisors to help them understand why people act in the manner they do. This training would help the person to better supervise the employees so as to minimize accidents resulting from personal causes and inattention. By providing these seminars to your employees, not only will you find happy employees; but they will also be confident employees. Your guests will feel safer and come back to your establishment because they know they are safe. By having your employees attend seminars, you will also find yourself in charge of a smoothly run business.

13. Benefits of Creating the Culture Improved Morale Decreased absenteeism Increased productivity Improved work quality Fewer claims Reduced cost Review SlideReview Slide

14. Staffing Challenges Part 2: Continuous Coaching A single training session is not enough to ensure ongoing safetyA single training session is not enough to ensure ongoing safety

15. Continuous Coaching Coaching cues 5-10 minute daily meetings Example of topics: First four things to do in case of a fire Review of last fire drill-actual and table top Bloodborne pathogens PPE (personal protective equipment) Reading an MSDS Recognizing and reporting safety hazards Security issues Responding to accidents We have a hotel in Warwick, RI. That has only reported one work related injury in three years. Their secret�Coaching Cues Bob, our maintenance engineer introduced this concept to the property immediate after opening (the property was a new construction and all employees were new to the industry or at least new to us). I personally conducted the General Orientation and initial Departmental Training with each department from Maintenance to the Kitchen. 6 Weeks of intense training. But Bob knew that once we went live a lot of what they were taught would fly right out of their head during the excitement. Wanting to keep the record of safety he had enjoyed at his previous properly. So he set up the Daily Coaching Cue: At 3pm (change of shifts) each day the General Manager watches the desk and the staff gathers in the dining room for their daily Coaching Cue (daily reminder) It usually not more than 5 minutes unless there has been an incident. Safety is first and foremost on the minds of everyone in this property. Review topics:We have a hotel in Warwick, RI. That has only reported one work related injury in three years. Their secret�Coaching Cues Bob, our maintenance engineer introduced this concept to the property immediate after opening (the property was a new construction and all employees were new to the industry or at least new to us). I personally conducted the General Orientation and initial Departmental Training with each department from Maintenance to the Kitchen. 6 Weeks of intense training. But Bob knew that once we went live a lot of what they were taught would fly right out of their head during the excitement. Wanting to keep the record of safety he had enjoyed at his previous properly. So he set up the Daily Coaching Cue: At 3pm (change of shifts) each day the General Manager watches the desk and the staff gathers in the dining room for their daily Coaching Cue (daily reminder) It usually not more than 5 minutes unless there has been an incident. Safety is first and foremost on the minds of everyone in this property. Review topics:

16. Continuous Coaching Behavior ignored is behavior accepted When you �See it�Say it� MBWA (Management by Walking Around) Observe work activity to ensure safe work practices are being followed consistently and correctly Correct unsafe work practices every time they are observed. Hold workers accountable for not following safe work practices You cannot discipline for performance you haven�t seen completed in the correct manner. You must see them do it right at least once. That cannot be done by sitting behind a desk. MBWA must be practiced by management and all supervisors on your team.You cannot discipline for performance you haven�t seen completed in the correct manner. You must see them do it right at least once. That cannot be done by sitting behind a desk. MBWA must be practiced by management and all supervisors on your team.

17. Continuous Coaching Behavior rewarded is behavior repeated When you �see it�say it� MBWA (Management by Walking Around) Praise effort�reward results Safety incentive programs Bonus rewards and penalties What is the best way to shape behavior? Praise good behavior when you see it. Tell exit interview story. What is the best way to shape behavior? Praise good behavior when you see it. Tell exit interview story.

18. Motivating the Generations Veterans �Work First� Baby Boomers �Live to Work� Gen X�ers �Work to Live� Millennials/GenY �Live then Work� An old proverb states that "people resemble their times more than they resemble their parents." Looking at workplace issues from a generational perspective isn�t a matter of stereotyping people of a certain age. Members of a particular generation generally share many of the same qualities and life views because they have undergone similar experiences and events at the same time. In a sense, they have a generational personality. The workforce today consists of several generations of people with varying skills, knowledge and technology aptitude. As "baby boomers" reach retirement age and new generations move into critical roles our organizations, how do we motivate across the generations, encourage them to work together and share their knowledge to help each other adapt? Different generations respond to different motivating factors. Create rewards and incentives that motivate the individual and most times one size does not fit all. If you don�t think generation makes a difference, think of this example. When asked to recall how and where Kennedy died, the Veterans and Baby Boomers would say gunshots in Dallas, Texas; Generation X remembers a plane crash near Martha�s Vineyard, Mass.; and Generation Y might say, �Kennedy who?� Each generation thinks, talks, learns and works differently. They have different views of things such as "pecking order" and the workplace environment. Each generation wants to be heard, understood and respected and rewarded in ways that are meaningful to them as an individual. An old proverb states that "people resemble their times more than they resemble their parents." Looking at workplace issues from a generational perspective isn�t a matter of stereotyping people of a certain age. Members of a particular generation generally share many of the same qualities and life views because they have undergone similar experiences and events at the same time. In a sense, they have a generational personality. The workforce today consists of several generations of people with varying skills, knowledge and technology aptitude. As "baby boomers" reach retirement age and new generations move into critical roles our organizations, how do we motivate across the generations, encourage them to work together and share their knowledge to help each other adapt? Different generations respond to different motivating factors. Create rewards and incentives that motivate the individual and most times one size does not fit all. If you don�t think generation makes a difference, think of this example. When asked to recall how and where Kennedy died, the Veterans and Baby Boomers would say gunshots in Dallas, Texas; Generation X remembers a plane crash near Martha�s Vineyard, Mass.; and Generation Y might say, �Kennedy who?� Each generation thinks, talks, learns and works differently. They have different views of things such as "pecking order" and the workplace environment. Each generation wants to be heard, understood and respected and rewarded in ways that are meaningful to them as an individual.

19. The Veteran/GI Generation (1922 � 1943) Review Veterans or the GI Generation If you are working with a veteran, take the time to get to know their background, experiences, work preferences, and personal needs. In the workplace veterans like to contribute, are loyal, disciplined, and appreciate courtesy. To communicate to them be patient and take the time to explain new ideas; they may be stubborn. Their work must be satisfying, utilizing their skill and expertise. They have a strong work ethic. They like to be asked for advice, then expect you to listen to them. Use the personal touch. Thank them in writing. Veterans want to work in an atmosphere with living, breathing humans, not voice mail or emails. Remember that they did not grow up with computers or video games. They may have adapted to more change in their lives than any currently working generation. Tell story of Louie the Van Driver The veterans feel slighted when their experience is disregarded in favor of younger workers' technical expertise, but those younger workers can make big mistakes if they do not use the veterans' experience when making decisions. Review Veterans or the GI Generation If you are working with a veteran, take the time to get to know their background, experiences, work preferences, and personal needs. In the workplace veterans like to contribute, are loyal, disciplined, and appreciate courtesy. To communicate to them be patient and take the time to explain new ideas; they may be stubborn. Their work must be satisfying, utilizing their skill and expertise. They have a strong work ethic. They like to be asked for advice, then expect you to listen to them. Use the personal touch. Thank them in writing. Veterans want to work in an atmosphere with living, breathing humans, not voice mail or emails. Remember that they did not grow up with computers or video games. They may have adapted to more change in their lives than any currently working generation. Tell story of Louie the Van Driver The veterans feel slighted when their experience is disregarded in favor of younger workers' technical expertise, but those younger workers can make big mistakes if they do not use the veterans' experience when making decisions.

20. Motivating Veterans Watch your language/no profanity Communicate in person when possible Explain the reasons for your decisions Between tasks or on breaks - give time for interaction with team members Symbolic records of achievement are important Show appreciation for the experience they bring to the job by publicly acknowledging that experience Allow them to mentor a lesser experienced team member Provide proactive technology support services. Creative scheduling (job sharing, flex schedules, etc) What safety incentive programs work best with Veterans: Safety Suggestion Program Allow them to serve as a member of the Safety Committee This shows appreciation for their knowledge, experience and the opportunity for interaction with other team members. Also, the ability to mentor other team members. Employee of the Month Safety Award Program (Team members nominate a co-worker who they feel has made a valuable contribution to safety. (A plaque, or picture and engraved plate with their name, and date of recognition. What safety incentive programs work best with Veterans: Safety Suggestion Program Allow them to serve as a member of the Safety Committee This shows appreciation for their knowledge, experience and the opportunity for interaction with other team members. Also, the ability to mentor other team members. Employee of the Month Safety Award Program (Team members nominate a co-worker who they feel has made a valuable contribution to safety. (A plaque, or picture and engraved plate with their name, and date of recognition.

21. The Baby Boomers (1944 � 1960) Review core values and personality traits of Boomers In the work force they are driven to compete, seek to improve, and are hard workers. They grew up knowing that to survive they had to work and to work hard. They want to be challenged and valued; they want to be part of success. To communicate with boomers show them respect for their skills, knowledge, and potential. Give them clear goals and guidelines with the freedom and flexibility to do things their way. Give constructive feedback, take an interest in them as a friend. Boomers have embraced the computer revolution, know what the workplace was like before the advent of computers, and probably learned to type on a manual typewriter. Tell Jenny StoryReview core values and personality traits of Boomers In the work force they are driven to compete, seek to improve, and are hard workers. They grew up knowing that to survive they had to work and to work hard. They want to be challenged and valued; they want to be part of success. To communicate with boomers show them respect for their skills, knowledge, and potential. Give them clear goals and guidelines with the freedom and flexibility to do things their way. Give constructive feedback, take an interest in them as a friend. Boomers have embraced the computer revolution, know what the workplace was like before the advent of computers, and probably learned to type on a manual typewriter. Tell Jenny Story

22. Motivating Baby-Boomers Public Recognition is important Allow them to prove their value to the company Reward work ethic and long hours Make sure they are recognized throughout the company Give them credit for their ideas and quote them whenever possible in print as well as in words Ask them for their ideas Doing work that is meaningful/making a difference is very important Remind them how valuable their talents are by using those talents wherever and whenever possible  As public recognition is very important many rewards and incentive will motivate this group: Employee of the Month Safety Award Program Safety Slogan Contest Serving on the Safety Committee Playing Sherlock Holmes by walking around asking employees safety questions. If they answer correctly then they are included in a prize drawing at the end of the week. Can be a participant or Safety Sherlock. As public recognition is very important many rewards and incentive will motivate this group: Employee of the Month Safety Award Program Safety Slogan Contest Serving on the Safety Committee Playing Sherlock Holmes by walking around asking employees safety questions. If they answer correctly then they are included in a prize drawing at the end of the week. Can be a participant or Safety Sherlock.

23. The Generation X-ers (1961 � 1980) Review core values and personality traits of Gen X-ers In the workplace they are independent, diverse, flexible, outcome oriented, and focus on having a life � today. When opportunities for growth, mobility, challenge, and responsibility dry up so does their motivation. Give them clearly defined goals and the freedom to achieve them in their own way. To get through to them, show that you trust them, have confidence in them by allowing them to do the job on their own and recognize their development. Respect their time and be straightforward. Reward with training and increased responsibility. They expect a lot of feedback from managers. In the workplace, threatening them to do something does not work. They did not grow up with the survival instinct that the boomers did. They have grown up with computers, cell phones, and email. They view computers as an integral part of the work environment and embrace technology. They may not have learned how to do some tasks without a computer since computers have always been part of their work environment. Their motivation is to have fun at work, make money, and have a life. Review core values and personality traits of Gen X-ers In the workplace they are independent, diverse, flexible, outcome oriented, and focus on having a life � today. When opportunities for growth, mobility, challenge, and responsibility dry up so does their motivation. Give them clearly defined goals and the freedom to achieve them in their own way. To get through to them, show that you trust them, have confidence in them by allowing them to do the job on their own and recognize their development. Respect their time and be straightforward. Reward with training and increased responsibility. They expect a lot of feedback from managers. In the workplace, threatening them to do something does not work. They did not grow up with the survival instinct that the boomers did. They have grown up with computers, cell phones, and email. They view computers as an integral part of the work environment and embrace technology. They may not have learned how to do some tasks without a computer since computers have always been part of their work environment. Their motivation is to have fun at work, make money, and have a life.

24. Motivating Gen-Xers Provide opportunities for �Fun at Work� Reward initiative Understand they can do a good job without being �warm and fuzzy� Challenge them with lots of projects Autonomy is important�Do not micro-manage Personal time is important use creative scheduling�work environments Enjoys working with friends Provide opportunity for them to be a high-tech problem solver The Safety Bank Teams are made up of department members. The program begins with an empty bank. Over a two month period $5.00 is contributed for each accident free day and charged $50.00 for each accident. Team members spit the bank equally. Safety Bucks- Given to employees who report a safety hazard-can be redeemed for prizes (including days off with pay) Safety Baseball and Football (complicated but FUN-email me and I will send you the details)The Safety Bank Teams are made up of department members. The program begins with an empty bank. Over a two month period $5.00 is contributed for each accident free day and charged $50.00 for each accident. Team members spit the bank equally. Safety Bucks- Given to employees who report a safety hazard-can be redeemed for prizes (including days off with pay) Safety Baseball and Football (complicated but FUN-email me and I will send you the details)

25. The Millennials (1981 � 2000) Review core values and personality traits of Millennials In the workplace they are informal, digital savvy, multi-taskers, teamwork oriented, enjoy group endeavors, well-educated, and like freedom and flexible work schedules. Very demanding, they want a wide range of projects to work on as well as challenging and meaningful work. They need structure, supervision, and look for immediate gratification and feedback. Gen Y�ers claim that the relationship they have with their immediate boss is a critical factor in whether they stay on or leave a job. The best managers create an environment where people �want to come to work.� They need to be entertained and enlightened. They have grown up with laptop computers, text messaging, and video games. They may not have ever seen a typewriter. They had classes in school on using PowerPoint for effective presentations. They are completely at home with fly-by-wire, advanced computer diagnostics, and expect even more through the use of computer technology in the workplace. To communicate with a gen Y�er, we need to be clear in our requirements for a task, give answers to all of their questions, and be patient. They like opportunities to learn and develop new skills. Review core values and personality traits of Millennials In the workplace they are informal, digital savvy, multi-taskers, teamwork oriented, enjoy group endeavors, well-educated, and like freedom and flexible work schedules. Very demanding, they want a wide range of projects to work on as well as challenging and meaningful work. They need structure, supervision, and look for immediate gratification and feedback. Gen Y�ers claim that the relationship they have with their immediate boss is a critical factor in whether they stay on or leave a job. The best managers create an environment where people �want to come to work.� They need to be entertained and enlightened. They have grown up with laptop computers, text messaging, and video games. They may not have ever seen a typewriter. They had classes in school on using PowerPoint for effective presentations. They are completely at home with fly-by-wire, advanced computer diagnostics, and expect even more through the use of computer technology in the workplace. To communicate with a gen Y�er, we need to be clear in our requirements for a task, give answers to all of their questions, and be patient. They like opportunities to learn and develop new skills.

26. Motivating Gen-MillennialsNexters Informal Fun Workplace Tie their personal goals to company goals Immediate feedback Unlike Xers-Nexters acknowledge and respect positions and titles and will want a relationship with the boss. Provide opportunities for advancement through additional training and learning new skills Assign them a mentor Communicate what the company �gives back� to the community Find out and talk to them about their interests Just about anything fun and interactive: Safety Bingo Safety Crossword Safety Race, Football, Baseball Safety Slogan Contest Safety Bucks Safety Bank Safety Steak Day-Managers serve the winning team steak while the losing team eats hot dogs.Just about anything fun and interactive: Safety Bingo Safety Crossword Safety Race, Football, Baseball Safety Slogan Contest Safety Bucks Safety Bank Safety Steak Day-Managers serve the winning team steak while the losing team eats hot dogs.

28. Inspect What You Expect Safety and security committee Monthly meetings (minutes copied to corporate) Safety and security audits Monthly on property audits Bi-annual corporate audits One point fails entire audit-results in forfeiture of General Manager bonus. Mystery shopper Focuses on over all service (including safety & security) Given key safety and security issues to test Review follow up procedures: It all comes down to Creating the Culture by placing the right person in the right job, proper orientation and training, continuous coaching, rewarding positive behavior and inspecting what you expect. Sleep Tight! Next time you're in a hotel, take a minute to think about the risks faced by those who manage, clean, maintain, and operate the property. How similar are their risks to those your employees face? What are the effects of new products, processes and staffing on their safety and health? How can you use the ideas presented here to make a difference at your place of business? Review follow up procedures: It all comes down to Creating the Culture by placing the right person in the right job, proper orientation and training, continuous coaching, rewarding positive behavior and inspecting what you expect. Sleep Tight! Next time you're in a hotel, take a minute to think about the risks faced by those who manage, clean, maintain, and operate the property. How similar are their risks to those your employees face? What are the effects of new products, processes and staffing on their safety and health? How can you use the ideas presented here to make a difference at your place of business?

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