As a leader in the organization and at the top of the organizational chart, it is the CEO who drives change and imparts his/her vision and values onto the organization. It has become imperative that CEOs and top executives focus on strategies that support growth, employee retention, organizational health, and employee well-being.
The science of ergonomics and human-centered work design is a well-defined, proven strategy that drives positive change in organizations to achieve greater performance and employee well-being.
Here are ten tenets the CEO and the Executive Leadership team must believe in to achieve ergonomics process success.
1. Ergonomics Process Policy
Approve an ergonomics process policy to ensure integration in all relevant operations. This includes everything from wellness to prevention to workers' compensation management, as well as disability management. Facility planning with ergonomics, purchase process, technology support, and furniture standards, are also important parts of the process.
2. Ergonomics Inclusivity
Designate an Ergonomics Process Leader to support, promote, and defend the underlying concepts of the ergonomics process policy by representing ergonomics in essential work design operations and employee health decisions.
3. Stakeholders Understand Ergonomics
Ensure stakeholders (i.e., IT, Purchasing, Facilities, Maintenance, and managers) in the organization understand the ergonomics concepts when making essential decisions that affect work design, purchases, processes, and employees.
4. Ergonomics Evaluation Process
Design and implement an effective ergonomics evaluation process that focuses on prevention and management of injuries. Incorporate ergonomics training, self-assessments, evaluations, and implementation of control measures to fulfillment. Utilize online technology to support participation.
5. Ergonomics Process Data Analytics
Monitor and input all relevant data related to the ergonomics process by utilizing a database for statistical purposes. Demonstrating a return on investment and cost-benefit by tracking activities creates a powerful business case to leverage your investment, gaining stakeholder buy-in for ongoing investment.
6. Ergonomics Budget and Cost Management
Prepare a budget and monitor costs associated with ergonomics process implementation. This includes budgeting for continuous improvement in process design, ergonomics evaluations for employees (onsite and remote), vital ergonomics training for office, remote, and industrial needs, and engineering actions including purchases to improve capital asset inventory such as sit to stand desks, chairs, and other accessories.
7. Ergonomics Process Reports
Prepare reports and presentations as required by administration, supervisors, and employees to report on progress and outcome tracking, case management reviews, insurance, and risk management, and other essential information.
8. Ergonomics Education and Training
Understand basic office, remote, and industrial ergonomics, the impact of musculoskeletal disorders (MSDs), repetitive motion, and cumulative trauma in the workplace. Educate on the value of ergonomics and the process of evaluating an employee for ergonomic risks. Ensure this knowledge is shared with other stakeholders at all levels. Utilize online technology to maximize participation.
9. Supervision of Ergonomics Specialists
The Ergonomics Process Leader will supervise all internal ergonomics specialists and outside ergonomics consultants to ensure successful implementation of the ergonomics evaluation process and other assessments.
10. Ergonomics Liaison
Your Ergonomics Process Leader serves as a liaison between executive leadership, management, supervisors, and employees to ensure the ergonomics process addresses diversity, inclusion, and equity.
It's the responsibility and belief of the CEO and executive leadership team to set the stage for using an ergonomics process as part of the day-to-day workflow, decisions, and business operations. Designating an Ergonomics Process Leader ensures ergonomics will be imbedded in thought and action across the organization.
Do your leaders believe?