Best practices manual for new supervisors

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Best practices manual for new supervisors

Your Injury and Illness Prevention Program must be a written plan that includes procedures and is put into practice. These elements are required: Your employees will respond to that commitment.

You can demonstrate your commitment through your personal concern for employee safety and health and by the priority you place on these issues. If you want maximum production and quality, you need to control potential work-place hazards and correct hazardous conditions or practices as they occur or are recognized.

You must commit yourself and your company by building an effective Injury and Illness Prevention Program and integrating it into your entire operation. This commitment must be backed by strong organizational policies, procedures, incentives, and disciplinary actions as necessary to ensure employee compliance with safe and healthful work practices.

Establishment of workplace objectives for accident and illness prevention, like those you establish for other business functions such as sales or production for example: Advise your management staff that they will be held accountable for the safety record of the employees working under them, and then back it up with firm action.

A means for encouraging employees to report unsafe conditions with assurance that management will take action.

Allocation of company resources financial, material and personnel for: Identifying and controlling hazards in new and existing operations and processes, and potential hazards.

Purchasing personal protective equipment. Promoting and training employees in safety and health. Setting a good example! If, for instance, you require hard hats to be worn in a specific area, then you and other management wear a hard hat in that area.

If you and your management team do not support and participate in the program, you are doomed to failure from the start. It is especially important for plant supervisors and field superintendents to set a good example.

Safety Communications Your program must include a system for communicating with employees - in a form readily understandable by all affected employees - on matters relating to occupational safety and health, including provisions designed to encourage employees to inform the employer of hazards at the worksite without fear of reprisal.

While this section does not require employers to establish labor-management safety and health committees, it is an option you should consider. If you choose to do so, remember that employers who elect to use a labor-management safety and health committee to comply with the communication requirements are presumed to be in substantial compliance if the committee: Meets regularly but not less than quarterly.

Prepares and makes available to affected employees written records of the safety and health issues discussed at the committee meetings, and maintained for review by the Division upon request. Review results of the periodic scheduled worksite inspections.

Reviews investigations of occupational accidents and causes of incidents resulting in occupational injury, occupational illness or exposure to hazardous substances, and where appropriate, submits suggestions to management for the prevention of future incidents.

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Reviews investigations of alleged hazardous conditions brought to the attention of any committee member. When determined necessary by the committee, it may conduct its own inspection and investigation to assist in remedial solutions.

Submits recommendations to assist in the evaluation of employee safety suggestions. Upon request of the Division, verifies abatement action taken by the employer to abate citations issued by the Division.

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If your employees are not represented by an agreement with an organized labor union, and part of your employee population is unionized, the establishment of labor-management committees is considerably more complicated. If you elect not to use labor-management safety and health committees, be prepared to formalize and document your required system for communicating with employees.

Here are some helpful tips on complying with this difficult section: Your communication system must be in a form "readily understandable by all affected employees.

Schedule general employee meetings at which safety is freely and openly discussed by those present. Such, meetings should be regular, scheduled, and announced to all employees so that maximum employee attendance can be achieved.

Remember to do this for all shifts. Many employers find it cost effective to hold such meetings at shift change time, with a brief overlap of schedules to accomplish the meetings.

If properly planned, effective safety meetings can be held in a 15 to 20 minute time frame. Occupational accident and injury history at your own worksite, with possible comparisons to other locations in your company.

Feedback from the employee group. Brief audio-visual materials that relate to your industry. Control of the meetings. Stress that the purpose of the meeting is safety.

Members of management should attend this meeting. Training programs are excellent vehicles for communicating with employees.Orientation Manual for Direct Support Professionals (DSP): Supporting People in their Homes and We believe that a good life is best led by the voice of the individual and by following these person-centered principles.

Thinks outside of the box for new ways of doing things or solving problems. Mason, T. ().

Supervisor Safety Development

CFO Diocese of Des Moines. Financial Management and Control Manual for Parishes and Schools, 2. Fifty Internal Control Practices for Every Church. The Child Abuse and Neglect User Manual Series has provided guidance on child protection to hundreds of thousands of multidisciplinary professionals and concerned.

Best practices manual for new supervisors

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