Category Archives: Global

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Workforce Development Legislation Introduced

The first major bipartisan overhaul of the nation’s workforce training and development system was announced December 7, 2023. Representatives Virginia Foxx, R-NC, and Bobby Scott, D-VA—Chairwoman and Ranking Member of the House Committee on Education and the Workforce, respectively—introduced a bill to reauthorize the Workforce Innovation and Opportunity Act (WIOA), the law governing federal funding for a wide range of employment services and programs. Those programs include job training for adults and youth; dislocated worker services; vocational rehabilitation; and the operation of the country’s network of approximately 3,000 American Job Centers, where workers and job seekers can access employment services.

WIOA was signed into law in 2014 and has been up for reauthorization since 2020. The sweeping overhaul, titled A Stronger Workforce for America Act, “makes critical improvements to the Workforce Innovation and Opportunity Act that will expand the skills development provided under the law, strengthen the relationship between employers and the workforce system, and put more Americans on the pathway to successful careers,” according to the bill summary.

“This bipartisan bill provides crucial updates [to WIOA] that will help employees compete in today’s workforce, close the skills gap, provide accountability, and, most importantly, facilitate the success of American workers,” Foxx said.

Scott added, “The bill makes an array of key improvements to WIOA programs, such as expanding and improving the quality of skills development, strengthening services for disconnected youth, and codifying grants to help individuals released from incarceration transition back to employment and sustainable careers.”

SHRM Chief of Staff and Head of Public Affairs Emily M. Dickens said that “WIOA is the foundation of federal support for workforce development, and SHRM will do all we can to support the consideration and passage of this reauthorization effort. We are especially grateful that this bill includes key SHRM priorities, including support for external credentialing, improved credential transparency, broadening the definition of ‘business services’ to include HR [human resources] consulting, facilitation of skills-based hiring, and support for employer-led upskilling efforts.”

Key provisions of the bill include:

  • Dedicating 50% of the adult and dislocated worker funding to upskilling workers through “individual training accounts” (ITAs) and on-the-job learning, and providing eligible displaced workers with ITAs worth $5,000 to enroll in high-quality reskilling programs.
  • Prioritizing employer-led initiatives that equip workers with skill sets to fill jobs in critical industries and help the currently employed workforce upskill to avoid displacement and advance their careers.
  • Streamlining the “eligible training provider list” to focus on outcomes and ensure eligible programs are aligned with the skill and hiring demands of employers.
  • Strengthening the performance accountability system in the law to hold states and local workforce boards accountable for achieving positive labor market outcomes for program participants.
  • Strengthening pathways to economic opportunity by placing a greater emphasis on work-based learning for youth and on workforce education programs at community colleges that align with in-demand jobs.
  • Authorizing state and local workforce boards to aid employers implementing skills-based hiring practices.

The bill will need to first clear the House labor panel before being approved in both the House and Senate, which could be tough in a narrowly divided Congress barreling into an election year.

The WIOA reauthorization follows another bipartisan effort expanding Pell Grants for short term job-training programs, signifying that workforce development is one policy area where Republicans and Democrats can find agreement.

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Fortify Your Defenses: 5 Cybersecurity Trends for 2024

The digital frontier is a bustling marketplace, but it is also a battleground for malicious actors. As we enter 2024, business owners cannot afford to be complacent. Hackers are refining their tactics, and new threats emerge daily. But fear not. Here is your essential guide to the five major cybersecurity trends shaping this year. By knowing about what is happening in the cybersecurity landscape, you can better prepare your digital shields and discover proactive strategies to ensure your business thrives in the face of digital adversaries.

Here are the crucial cybersecurity trends that will shape this year:

  1. Cybersecurity artificial intelligence (AI) rises
    AI is no longer a futuristic trope; it is now a potent weapon in both offense and defense. Hackers are wielding AI-powered tools to automate attacks, discover vulnerabilities, and launch sophisticated phishing campaigns. Conversely, businesses can leverage AI-driven security solutions for real-time threat detection, proactive mitigation, and anomaly identification. Recognize AI as a double-edged sword, and invest in solutions that utilize its power to bolster your digital defenses.
  2. Ransomware attacks escalate
    Ransomware has become a pervasive and lucrative tool for cybercriminals; and in 2024, there will be an alarming escalation of such attacks. Expect double extortion tactics, targeting not just data but also operational systems, further crippling victims. Moreover, attacks will increasingly target critical infrastructure, potentially creating ripple effects across entire industries.
    To safeguard your business against ransomware, prioritize data backups, test incident response plans, and consider cyber insurance to mitigate the financial impact of potential attacks.
  3. Social engineering gets AI boost
    Human error tends to be the weakest link in the security chain. Hackers are exploiting this vulnerability with increasing finesse, utilizing AI to personalize phishing attacks and predict human behavior. These highly targeted campaigns will appear more believable than ever, making it crucial for employees to undergo cybersecurity awareness training and develop healthy skepticism toward unsolicited communications.
  4. Zero trust takes center stage
    The castle-and-moat security model is crumbling. In 2024, the zero trust philosophy will gain wider adoption. This approach does not assume the inherent trustworthiness of users or devices, requiring continuous verification and granular access control.
    Move toward zero trust architecture by implementing multifactor authentication, segmenting your network, and adopting least-privilege access. Doing so creates a layered defense that minimizes the impact of potential breaches.
  5. Cyber insurance is no longer optional
    As cyberthreats multiply and evolve, cyber insurance will become an essential safety net for businesses of all sizes. This insurance mitigates the financial burden of cyber incidents, including those arising out of data breaches and physical theft. Before it is too late, evaluate your risk profile, explore insurance options, and ensure comprehensive coverage to weather the storms of the digital world.

The year ahead promises both challenges and opportunities in the realm of cybersecurity. Embracing the trends above and implementing proactive measures will be key to securely navigating the dynamic digital landscape in 2024.

Reprinted with permission from Tech Advisory (www.techadvisory.org). Copyright © 2024

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Recreational Marijuana in the Workplace

As of December 7, 2023, Ohio became the 24th state to legalize recreational marijuana, hitting a new “high” or low, depending on your view.

Back on November 7, 2023, Ohio voters passed Issue 2. Contrary to many reports, Issue 2 is not a constitutional amendment. Instead, Issue 2 creates a new law, Chapter 3780 of the Ohio Revised Code. This is an important distinction because with a new law, not a constitutional amendment, the Ohio legislature can propose changes to Issue 2, and it has already done so. While recreational use of marijuana in certain circumstances is likely here to stay, further restrictions are expected to be passed in the near future.

Employers and Recreational Marijuana

What does this mean for Ohio employers? Not as much as some feared.

Under the current statute, Ohio employers retain the following rights.

  • Employers are not required to permit or accommodate an employee’s use, possession, or distribution of marijuana.
  • Employers are still permitted to refuse to hire, discharge, discipline, or otherwise take an adverse employment action against an individual because of that individual’s use, possession, or distribution of marijuana.
  • Employers are still permitted to establish and enforce drug-testing policies, drug-free workplace policies, or zero-tolerance drug policies.
  • If an employer terminates an employee because of that individual’s marijuana use in violation of the employer’s drug-free workplace policy, zero-tolerance policy, or other formal drug program or policy, the employee will be considered to have been discharged for just cause.

Even though the statute retained employers’ rights to address marijuana, employers should still take time to review their current policies and decide if employee use of recreational marijuana, even off duty, is something they want to prohibit or permit.

Some questions you will want to consider:

  • Do you want to prohibit employees from using marijuana, on or off duty?
  • Do you want to include marijuana in your pre-employment drug-testing panels?
  • Will your position on marijuana impact your ability to hire?
  • Do you want to prohibit only working under the influence of marijuana?
  • Do you have federal contracts that impact your drug and alcohol policy? Remember, marijuana use is still illegal under federal law.
  • Do your current policies reflect your desired outcome, given that now marijuana will not automatically be covered by a prohibition on “illegal drugs”?
  • Do you have safety-sensitive positions that require special treatment under your drug and alcohol policies?

Workplace Safety

Speaking of safety, studies across the country show a statistical correlation between legalized recreational marijuana and increased workplace injuries. As such, some employers are considering amending existing policies, including adopting post-accident drug testing.

OSHA does not have a standard addressing drug use or intoxication in the workplace, nor does OSHA dictate when post-accident testing may or may not be conducted. However, OSHA does require that employers ensure their post-accident drug testing policies are not designed to deter or discourage injury reporting.

According to OSHA, employers’ post-accident drug testing should promote workplace safety, and not penalize employees for reporting work-related injuries. That means employers may conduct drug testing to evaluate the root cause of a workplace incident that harmed or may have harmed employees. But, if employers choose to do so, they should test all employees whose conduct could have contributed to the incident, not just employees who reported injuries. That is, OSHA does not want employers to only conduct drug tests for injured employees.

That is not true if you participate in the Ohio Bureau of Workers’ Compensation Drug Free Safety Program. Employers that are enrolled in the Drug Free Safety Program may conduct mandatory post-accident drug testing for all employees injured at work, regardless of what caused the injury.

If you are not enrolled in the Drug Free Safety Program, it is best to only conduct post-accident drug testing for employees whose conduct may have been the result of intoxication, without regard to whether that employee was actually injured.

Conclusion

There is no one-size-fits-all approach to addressing recreational marijuana in your workplace. Each workplace has its own challenges, and each state has its own law addressing marijuana use and testing.

For more information regarding potential OSHA, workers’ compensation, and employment issues relating to legalization of marijuana, visit www.amfdayton.com to reach Auman, Mahan, and Furry Attorneys Amy Mitchell, Abbie White, or Doug Jenks. Jenks and White also host a Health and Safety Law Report podcast, and have an episode on this topic, “Legal Recreational Weed and Work: What’s an Employer to Do?” available on
Spotify at http://tinyurl.com/5y9xssby.

 

 

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OSHA’s Safety Resources for the Top 10 Violations

Safety is crucial in the construction and insulation industries, and every project manager wants to complete a project safely. As you are planning your 2024 health and safety training program, here are resources to help your company improve in the areas OSHA most frequently finds violations. Resources for companies and trainers can be found at www.osha.gov/construction/training. Work stress, suicide prevention, and crisis resources can be accessed at www.osha.gov/preventingsuicides.

The following is a list of the top 10 most frequently cited standards following inspections of worksites by federal OSHA for all industries during 2023. OSHA states that it publishes the list to alert employers about these commonly cited standards so they can take steps to find and fix recognized hazards addressed in these and other standards before OSHA shows up. To encourage improvement, available OSHA safety resources are listed with each of the standards in the 2023 list. For comparison of safety trends and weaknesses, the most frequent violations for 2022 follow the 2023 list. OSHA’s fiscal year is from October 1 to September 30, which represents the time period for these citations.

Trends

Fall protection, hazard communication, and ladders remain top safety concerns. Violations increased for scaffolding, while respiratory protection safety increased, thereby moving it down the list from fourth to seventh. Violations for powered industrial trucks increased for 2023. Control of hazardous energy (lockout/tagout), fall protection training, eye and face protection, and machinery and machine guarding all remained in consistent ranking for both years. Hopefully, by utilizing the resources provided, the violations and injuries will be reduced for 2024.

2023 Top 10 Most Frequently Cited Standards

The Top 10 most frequently cited workplace safety standards for fiscal year 2023 are:

  1. Fall Protection: 7,271 violations
    Safety resources: www.osha.gov/stop-falls-stand-down/resources and www.osha.gov/stop-falls General requirements, construction (29 CFR 1926.501)
  2. Hazard Communication: 3,213 violations
    Safety resources: www.osha.gov/hazcom General industry (29 CFR 1910.1200)
  3. Ladders: 2,978 violations
    Safety resources: osha.gov/publications/bytopic/ladder-safety Construction (29 CFR 1926.1053)
  4. Scaffolding: 2,859 violations
    Safety resources: www.osha.gov/scaffolding Construction (29 CFR 1926.451)
  5. Powered Industrial Trucks: 2,561 violations
    Safety resources: www.osha.gov/powered-industrial-trucks General industry (29 CFR 1910.178)
  6. Control of Hazardous Energy (lockout/tagout): 2,554 violations
    Safety resources: www.osha.gov/control-hazardous-energy General industry (29 CFR 1910.147)
  7. Respiratory Protection: 2,481 violations
    Safety resources: www.osha.gov/respiratory-protection General industry (29 CFR 1910.134)
  8. Fall Protection Training: 2,112 violations
    Employer Training Guide: www.osha.gov/sites/default/files/publications/OSHA3666.pdf
    Training requirements (29 CFR 1926.503)
  9. Eye and Face Protection (Personal Protective and Lifesaving Equipment): 2,074 violations
    Safety resources: www.osha.gov/eye-face-protection Construction (29 CFR 1926.102)
  10. Machinery and Machine Guarding: 1,644 violations
    Safety resources: www.osha.gov/machine-guarding General industry 29 CFR 1910.212)

2022 Top 10 Most Frequently Cited Standards

  1. Fall Protection, construction (29 CFR 1926.501)
  2. Hazard Communication, general industry (29 CFR 1910.1200)
  3. Ladders, construction (29 CFR 1926.1053)
  4. Respiratory Protection, general industry (29 CFR 1910.134)
  5. Scaffolding, construction (29 CFR 1926.451)
  6. Control of Hazardous Energy (lockout/tagout), general industry (29 CFR 1910.147)
  7. Powered Industrial Trucks, general industry (29 CFR 1910.178)
  8. Fall Protection Training, construction (29 CFR 1926.503)
    9. Eye and Face Protection (Personal Protective and Lifesaving Equipment),
    construction (29 CFR 1926.102)
    10. Machinery and Machine Guarding, general industry (29 CFR 1910.212)

 

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Level up Your Small Business with AI—Google Bard versus ChatGPT

Artificial intelligence (AI) is a field of computer science that focuses on creating intelligent machines that can think and act like humans. AI is used in a wide variety of applications, including self-driving cars, virtual assistants, and medical diagnosis. AI is still under development, but it has the potential to revolutionize many aspects of our businesses and lives.

This article delves into the transformative potential of AI for small businesses in the insulation industry, with a specific focus on the comparative analysis of two advanced AI tools: Google Bard and OpenAI ChatGPT. These technologies are viable solutions for businesses in the mechanical insulation industry, presenting opportunities to revolutionize operational approaches and customer interactions, and visualize their future. Both are also user friendly and accessible, and are offered at no or minimal cost.

Large engineering and architecture firms have the ability to purchase and implement more expensive technologies, while mid-sized or smaller companies across the mechanical insulation industry often need to find ways to do more with less human and technological resources. Despite this, insulation contractors, distributors, fabricators, and manufacturers play a vital role in job creation, community development, and the pursuit of the American Dream. In an era defined by rapid technological advancements, access to tools that enhance efficiency and bolster competitiveness becomes paramount. AI emerges as a transformative force in this context, offering insulation contractors and suppliers the means to amplify impact and streamline operations by automating critical tasks and providing real-time insights, essentially replicating the output of a much larger team.

Google Bard and ChatGPT have both gained significant attention in the realm of AI (see sidebar, “How They Work”). While they share some similarities, there are also notable differences between the two.

Data Sources and Access

One of the key distinctions between Bard and ChatGPT lies in their data sources and access. Bard has real-time access to the internet, allowing it to supply the most up-to-date information. In contrast, ChatGPT’s training data—and, therefore, its knowledge level—is limited to sources available up to January 2022. Because it does not have access to current economic indicators or events, ChatGPT would not be the best tool to help you prepare your 2024 business plans, but it may help support the development and evaluation of plan scenarios by performing data analysis, creative generation, and communication, it can be a valuable partner in navigating the scenario and maximizing your success in the mechanical insulation market. ChatGPT Plus (or version 4), the paid version, can surf the web to find the latest info and double-check its facts, but it is limited to Bing search results. While this covers a considerable amount of information, it does not encompass the entire internet. ChatGPT Plus has its perks: It answers more quickly, you get first dibs on any new features launched, and you can tweak how it “talks” to suit your style. On top of that, you get expert help if needed, and third-party plugins that can add even more capabilities over basic ChatGPT.

Strengths and Weaknesses

Google Bard and ChatGPT are both powerful large language models (LLMs) with unique strengths and weaknesses (see Figure 1). Bard excels in providing comprehensive, informative, and conversational responses, while ChatGPT shines in generating creative text formats and summarizing information. The choice between the two depends on the specific needs and preferences of the user.

Bard stands out for its thorough answers to questions, drawn from its vast knowledge base and real-time internet access. It also demonstrates a higher level of fluency and conversational style in its responses. However, Bard can sometimes be overly cautious and hesitant, and it may not provide the most creative or engaging content.

ChatGPT, on the other hand, shines in its ability to generate creative text formats, such as poems, code, scripts, and musical pieces. It also exhibits a knack for paraphrasing and summarizing text, and it can provide more concise answers to factual questions. However, ChatGPT’s reliance on outdated data can limit its ability to supply the most accurate and relevant information. Additionally, its responses can sometimes be less conversational and more informational in tone. (Read “Mechanical Insulation Q&A with Artificial Intelligence (AI)” from the April 2023 issue of Insulation Outlook at http://tinyurl.com/mr3tfxb5.)

AI and LLMs have revolutionized the way businesses operate, providing innovative solutions and enhancing efficiency across industries. Small businesses have reaped significant benefits from the adoption of LLMs, leveraging these powerful tools to gain a competitive edge and achieve their business goals. Here are some practical applications for LLMs.

  1. Data-driven decision-making
  2. Effective communications and customer engagement
  3. Streamlined operations
  4. Market research and competitive analysis
  5. Training and skill development

As LLM technology continues to evolve, we can expect to see even more innovative applications that further empower small businesses to thrive in the competitive marketplace.

How to Use Each

Choosing between Google Bard and OpenAI ChatGPT for your business depends on your specific needs and requirements. Here is a breakdown of the key factors to consider and recommendations for evaluating and choosing between the two.

1. Consider your primary use cases.

Google Bard: Excels at providing comprehensive and informative answers to questions, drawing upon its vast knowledge base and real-time internet access. It is suitable for tasks like research, generating reports, and writing summaries.

ChatGPT: Shines in its ability to generate creative text formats. It is well-suited for tasks like creative writing, brainstorming ideas, and generating marketing materials.

2. Evaluate their strengths and weaknesses.

Google Bard: Strengths include comprehensive answers, conversational style, fluency. Weaknesses: Can be overly cautious, not always creative.

ChatGPT: Strengths include creative text formats, paraphrasing, summarizing, and concise factual answers. Weaknesses: Relies on outdated data, less conversational tone.

3. Assess their pricing and accessibility.

Google Bard: Free to use.

ChatGPT: Free version available with limited features; paid version (ChatGPT Plus) offers more features, including internet access and faster response times.

4. Conduct a trial or pilot test.

Use the tools to complete small tasks relevant to your specific business needs and evaluate their performance. With your unique knowledge of your business, such a test will probably reveal and inspire new ideas for their use.

5. Consider integration with existing systems.

Check if the LLM can integrate with your existing software tools, such as customer relationship management, marketing automation, or customer service platforms. Assess the ease of integration and the availability of technical support for the LLM.

6. Seek feedback from your team.

Get input from the team members who will be using the LLM on a regular basis. Understand their needs, preferences, and expectations to ensure the LLM selected is a good fit.

7. Stay informed about ongoing development.

Both Bard and ChatGPT are continuously evolving, so keep an eye out for new features and enhancements. New websites, apps, and services based on AI are being offered every day, so the resource you need might be available tomorrow.

The best way to choose between Google Bard and ChatGPT is to carefully consider your specific needs, evaluate the tools’ strengths and weaknesses, conduct a trial or pilot test, and seek feedback from your team. Remember, the LLM should serve as a tool to enhance your business operations, not as a replacement for human expertise and creativity.

How They Work

Google Bard and ChatGPT are examples of large language models (LLMs). LLMs are super-smart computer programs designed to excel with words: Think of them as language experts on steroids. These models use advanced networks to understand and generate human-like sentences on a massive scale. They learn patterns and connections in language, making them highly proficient in working with words.

LLMs undergo a two-step training process. First, they dive into massive amount of internet text, learning the rules of language and how words fit together. Then, they get specialized training for specific tasks, such as translating languages or understanding emotions in text. Once trained, they can be prompted with a question or statement, and they will generate intelligent and human-like responses.

These language wizards have achieved some impressive feats. They excel at understanding intent, whether it is a question or a sentence you want them to complete. They are proficient in language translation, creative writing, and coding assistance. Have you ever chatted with a bot that feels remarkably human? That could be one of these models at work. They are also adept at discerning the mood in a piece of writing and summarizing complex information, like business plans or medical notes. They are superheroes of technology, elevating computers’ ability to communicate and understand in ways we have never seen before.

Summary

In the rapidly evolving digital landscape, AI has emerged as a transformative force, reshaping the way businesses operate, innovate, and connect with their customers. Leading AI models like Google Bard and OpenAI’s ChatGPT exemplify the immense potential of AI to revolutionize diverse business applications, elevating operations to unprecedented levels of efficiency, enhancing customer experiences, and offering a decisive competitive edge.

AI’s ability to augment human capabilities, streamline processes, and unlock new frontiers of productivity underscores its importance for today’s businesses. Models like Bard—with its bidirectional learning (reads text both forwards and backwards for deeper understanding) enhancing context understanding—and ChatGPT—with its prowess in generating human-like responses—demonstrate the precision and conversational excellence that AI brings to the table.

To fully seize the opportunities presented by AI, businesses must embrace it as a catalyst for growth. By adopting this technology, small businesses can:

  • Streamline operations and automate tasks, boosting productivity and reducing costs.
  • Leverage AI for creative problem-solving, leading to innovative product or service offerings.
  • Enhance customer interactions, understanding preferences and delivering personalized experiences.
  • Stay ahead of the curve by adopting innovative AI technologies that align with their business goals.

The time to embrace AI is now. The future belongs to those who seize the transformative power of AI and harness it to drive excellence and growth.

DISCLAIMER: The author does not endorse or promote any of the tools mentioned in this article. The presentation of these technological advances and available options is for informational purposes only.

How Google Bard and ChatGPT Respond

Both Bard and ChatGPT were asked the same question and this is what each provided.

ChatGPT

Question One: What AI tools do you recommend for small contractors?

ChatGPT: Small contractors can benefit from various AI tools to streamline operations, improve efficiency, and enhance project management. Here are some AI tools that can be useful for small contractors:

  1. Procore: Procore is a construction project management software that utilizes AI to
    automate tasks, streamline communication, and provide real-time project insights.
  2. Plangrid (Autodesk Construction Cloud): Plangrid, now part of Autodesk Construction Cloud, uses AI to help with document management, change order tracking, and collaboration on construction projects.
  3. Buildertrend: Buildertrend is a construction management software that incorporates AI to assist with project scheduling, customer management, and budget tracking.
  4. Rhumbix: Rhumbix uses AI and mobile technology for real-time field data collection,
    helping contractors with timekeeping, productivity analysis, and labor tracking.
  5. SmartBid: SmartBid is a construction bid software that uses AI to streamline the bid management process, helping contractors find and manage project opportunities more efficiently.
  6. Raken: Raken is a construction field management software that uses AI to automate daily reporting, providing insights into project progress and helping with compliance.
  7. Deepomatic: Deepomatic offers AI solutions for visual inspections and monitoring on construction sites, helping with tasks such as quality control and safety compliance.
  8. BIM 360 (Autodesk Construction Cloud): Building Information Modeling (BIM) tools
    like BIM 360 by Autodesk use AI to facilitate collaborative workflows and improve project coordination, reducing errors and delays.
  9. CognitiveScale: CognitiveScale provides AI solutions for various industries, including
    construction. Their AI systems can help with predictive analytics, risk management, and decision support.
  10. HoloBuilder: HoloBuilder uses AI and 360-degree photo capture to create virtual construction documentation. It aids in project monitoring, collaboration, and progress tracking.
  11. Tenna: Tenna uses AI for asset tracking and management, helping construction companies keep tabs on equipment and optimize resource allocation.
  12. Sitemate: Sitemate uses AI to enhance project control and visibility, providing tools for project planning, task management, and document control.

Google Bard

The same question was given to Google Bard and it said it couldn’t recommend
anything without knowing more about the company’s specific needs.

Question One: What AI tools do you recommend for small contractors?

Google Bard: “Once I have a better understanding of your needs, I can suggest AI tools that can help you with tasks like:

  • Project management: Tools like ClickUp and OpenSpace.ai use AI to automate
    tasks, schedule projects, and track progress.
  • Estimating and bidding: Kreo uses AI to quickly and accurately create takeoffs and estimates.
  • Fieldwork and reporting: Fieldwire and PlanGrid use AI to streamline jobsite management, track progress, and generate reports.
  • Marketing and sales: Canva and Copy.ai can help you create professional proposals, flyers, and social media content.
  • Financial management: Tools like QuickBooks and Wave offer AI-powered features for invoicing, bill pay, and expense tracking.

I’m here to help you navigate the world of AI and find the tools that can take your contracting business to the next level. So, don’t hesitate to share more details about your needs, and I’ll be happy to provide personalized recommendations.”

Then the following input was given “We need help streamlining business management, tracking employee hours, avoiding safety issues, and improving the marketing of our services. We are a commercial and industrial insulation contractor with a small team of less than 10 workers.” Here is Google Bard response.

Google Bard: “Based on your specific needs as a small commercial and industrial insulation contractor, here are some AI tools that can help you streamline business management, track employee hours, avoid safety issues, and improve your marketing:

Streamlining Business Management:

  • Project Management: Consider ClickUp or HoneyBook. These tools use AI to
    automate tasks like scheduling projects, sending reminders, and tracking progress. They also offer features like client portals and invoicing, providing a central hub for managing your entire business.
  • CRM: Look at HubSpot or Freshworks CRM. These tools use AI to help you manage your relationships with clients and leads, from capturing leads to closing deals. They can automate tasks like email marketing, lead scoring, and customer support.

Tracking Employee Hours:

  • Time Tracking: Options like Toggl Track or Harvest use AI to automatically track employee hours based on computer activity or GPS location. This can help you ensure accurate payroll and identify areas where you can improve efficiency.
  • Safety Management: Consider Smartwatch-based tools like Rise Vision or Bodysmart. These wearables can detect unsafe behavior like fatigue or drowsiness, helping you prevent accidents and keep your workers safe. They also offer insights into workplace conditions and worker fatigue, allowing you to identify and address potential safety hazards.

Improving Marketing:

  • Social Media Marketing: Tools like Buffer or Hootsuite use AI to schedule and optimize your social media posts, helping you reach a wider audience and generate leads.
  • Content Marketing: Try Grammarly or ShortlyAI. These tools can help you improve your writing and create high-quality content for your website or blog, attracting potential clients and showcasing your expertise.

Conclusion

AI is a powerful tool that can help you save time, improve efficiency, and make better decisions. But it’s important to choose the right tools for your specific needs and budget.

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The Link Between Mental Health and Workplace Safety

Despite the emphasis placed on safety, and decreases in the total numbers of deaths and most reportable injuries incurred on the job1, construction remains one of the most dangerous industries, with the Bureau of Labor Statistics reporting 986 fatal work injuries in 2021—a rate of 9.4 deaths per 100,000 full-time workers.2 At the same time, the increase in mental health issues reported across the United States is similarly reflected in the construction field. The Center for Construction Research and Training (CPWR) focused on mental health among construction workers using response data from the National Health Interview Survey (NHIS) and found that in 2020, more than one-quarter of construction workers surveyed reported feelings of anxiety at least once a month, and nearly 10% reported feeling depressed.3 While one could argue that with 2020 being the start of a pandemic, everyone felt anxious and depressed, earlier NHIS data showed that monthly levels of anxiety went up 20% from 2011 to 2018, well before Covid-19 showed up. And there is the particularly grim, often reported statistic that the suicide rate among construction workers in the United States is more than four times higher than that of the general population. Clearly, the industry has a problem with mental health issues, but is that also an overlooked aspect of workplace safety?

Certain attributes of construction work contribute to the development of anxiety and depression even in those not clinically predisposed to, and never previously diagnosed with, mental health conditions. Construction workers face the same stresses faced by those who work in other industries—such as wage concerns and job insecurity—but there are additional factors at play in construction, ranging from physical demands to a culture that prides itself on toughness. Long workdays at job sites that can be physically uncomfortable and hazardous—noisy, in extreme temperatures, often involving work in tight spaces or areas with high risk of slips and falls—become even more difficult to someone who may already be suffering chronic pain from a previous injury. Then there is the emotional strain of knowing a project is short-term, the work is seasonal, with no long term guarantee of income and, potentially, no healthcare or retirement benefits. Depending on the type and location of projects, construction jobs also may take workers away from their home and family for extended periods of time, adding another layer of stress while temporarily removing the support structure and restorative downtime that comes from spending time with loved ones. And, of course, construction work is always performed against a deadline, with progress often impacted by factors outside the worker’s control, such as weather, availability of materials, schedules that rely on the performance of other contractors, and tight budgets requiring people to do more with less. Any one of these factors can lead to on-the-job stress and burnout. Taken together, particularly if exacerbated by a corporate culture that does not place a priority on promoting worker well-being, they can result in levels of mental and physical health degradation that equate to unsafe work conditions.

If you wonder how wide scale the wellness challenge is, 2022 saw release of The U.S. Surgeon General’s Framework for Workplace and Mental Health & Well-Being, prompted in part by the staggering increase in mental health issues seen during the Covid-19 pandemic. The Framework cites the following statistics from a survey of 1,500 workers in the United States, crossing government, nonprofit, and for-profit sectors:

  • 76% reported one or more mental health-related symptom, and
  • 84% said “at least one workplace factor… had a negative impact on their mental health.”4

Compelling Statistics

Beyond the basic humanitarian drive to prevent or reduce suffering, there is a strong  business case for addressing worker mental health.
  • 2023 Workplace Safety Index data published by Liberty Mutual Insurance estimates that the construction industry in the United States loses almost $11.4 billion/year to “serious, nonfatal workplace injuries,” more than half of which (50.3%) involve falls of some type or being struck by equipment or an object.16
  • $170.8 billion were lost to “preventable workplace injuries” in 2018.17
  • Productivity suffers: 42% of workers whose job requires some type of manual labor surveyed reported that mental health problems kept them from achieving their goals at work in the previous month.18
  • A 2016 study of the effect of depression/presenteeism/absenteeism on workplace productivity in eight countries estimated “mean presenteeism costs per person [emphasis added]… in the USA” at $5,524.00.19 Update that to 2023 dollars, consider that there are an estimated 160+ million people in the U.S. workforce20—more than 80% of whom have said conditions at their workplace contribute to mental health issues—and you can see why estimates of the cost of presenteeism in the United States range in the hundreds of billions of dollars.

How Can Mental Health Affect Physical Safety?

A host of studies have shown a correlation between mental illness and physical health problems ranging from fatigue, difficulty concentrating, and “brain fog” to headaches, high blood pressure, stomach and digestive issues, cardiovascular disease, all the way up to what is known as “all cause” mortality—that is, risk of death from any cause. A Centers for Disease Control and Prevention (CDC) brief reports that “depression interferes with a person’s ability to complete physical job tasks about 20% of the time and reduces cognitive performance about 35% of the time.”5 Anyone who has ever tried to work through a migraine, or struggled to focus on their work the day after a night of insomnia, has no trouble picturing how the physical and mental issues listed above can negatively affect job performance on a given day. Now imagine that it is a chronic problem, and that the worker suffering has to perform physically difficult tasks on a construction site perhaps at elevations requiring a harness, under obligation to protect others from falling object hazards—and it is easy to see how the safety risks rise exponentially.

Compounding the problem, the National Alliance on Mental Illness (NAMI) estimates that more than a third of U.S. adults suffering from mental illness also struggle with a substance use disorder6, often attempting to self-treat their condition. Many construction workers self-medicate with over-the-counter drugs to deal with pain related to the constant physical demands of their occupations, but scores also have been prescribed narcotic pain killers after being injured on the job. It is no surprise, then, that the construction industry has substance abuse rates that are nearly twice the U.S. national average—another source of safety risk7 and an acknowledged risk factor for suicidal ideation when coupled with psychological distress.8

The Dangers of “Presenteeism”

Companies recognize the dangers posed by cell phone distraction and working while under the influence of drugs or alcohol. Policies exist, and employee compliance is mandated and monitored. It can be harder to see when someone is at risk, and is putting others at risk, because they are working while unwell or otherwise disengaged. Most people are familiar with the concept of “absenteeism,” which is when people miss work. Fewer have heard of “presenteeism,” the term used to describe when workers show up despite illness. They could have obvious symptoms of disease, such as coughing and sneezing, and are reporting to work because they have run out of sick days and cannot afford to take unpaid leave, or they know their coworkers will be hard pressed to make a deadline without them, for example.

Other cases of presenteeism are harder to spot, and they may represent a greater threat. Coworkers who see someone coughing will know to keep their distance if they want to stay healthy. Workers who are emotionally or mentally disengaged are harder to spot. As the popular commercials for antidepressants depict, many people who are suffering on the inside put up a brave face on the outside, and this can be particularly true on job sites that are still predominantly male and where, regardless of gender, individuals can be loath to show weakness.

Living (and working) with the pain of mental illness is tragic in itself. It is even more tragic to realize that injuries or deaths are occurring across the country that are absolutely preventable if the work environment and corporate culture promoted wellness.

Achieving Workplace Well-Being

Workplace well-being expert, international public speaker, and author of Workplace Wellness that Works Laura Putnam has written and spoken widely on the importance of employee well-being not only to the individual worker but also to the entire organization. She notes that the Occupational Safety and Health Act of 1970 “is not called the Occupational Safety OR Health Act,” emphasizing that “safety and well-being, particularly mental well-being, go hand in hand. You can’t have one without the other.” She adds, “It’s very intuitive but somehow has been separated out.”

Putnam notes that just as we’ve seen with workplace safety, the conversation about health and well-being is starting to shift to a discussion about culture and environment. She adds that while the solutions offered to address mental health issues are still individually oriented for the most part—e.g., access to counseling through an Employee Assistance Program—research overwhelming suggests that the rising rate of issues like burnout, despair, loss of purpose, and hopelessness often have more to do with the workplace itself and less to do with the individual. She references Douglas Conant and the remarkable story of how he turned around Campbell Soup in the 2000s.

Additional Information and Resources

Call: 1-800-662-HELP (4357)
If you are in crisis, please call or text 988.

Resources for Employers

More Information on Workplace Bullying/Harassment

Learn More about Suicide Prevention

If You Need Help

In 2001, when Conant took the helm as CEO, the Campbell Soup Company was in disarray:
declining sales, market value dropped in one year by 54%, and a workforce demoralized by layoffs and a toxic environment described by one Gallup manager as “among the worst [he had] ever seen among the Fortune 500.”9 Conant worked with executive leadership to address the corporate culture by creating The Campbell Promise: “Campbell valuing people. People valuing Campbell.”10 Valuing people came first in the promise, and Conant underscored that by emphasizing civility, modeling that behavior and replacing senior leaders who were unable or unwilling to adapt to his approach. Putnam says, “On Day 1, he told people across the organization that he was going to be tough minded on standards and tender hearted with people. The way he went about doing this is he focused on his daily touchpoints. Meetings, hallways, cafeterias, he made an intentional effort to handle each of those touchpoints well, even if it was a moment, to help that employee feel valued.” She adds, “Doug wrote personally hand written thank you notes—it’s estimated he wrote more than 30,000 personally hand written thank you notes… He thought the only way to turn around performance was to turn around culture first: lifting people’s spirits up every day. [It’s] foundational to performance and to safety.” During Conant’s tenure (2001 to 2011), Campbell turned itself around, receiving Gallup’s “Great Workplace Award” 4 years in a row. In the process, Conant proved that culture of civility is good for both employees and the bottom line: 2 years after he began his tenure, in fiscal 2003, net earnings grew 14%11; and by 2009, Campbell was outperforming the S&P 500.12

Putnam contrasts Conant’s leadership style with the bullying style of leadership seen at jobsites and in offices across many industries, including construction. She describes a scenario that is all too easy to picture: “Let’s say you have a safety meeting, and you’ve got a team that gets humiliated by a tough boss who mocks them openly. They’re not going to be as focused throughout the day. They’ll be thinking of that moment [that they were humiliated] throughout the day.” So, that day, both productivity and safety will be compromised across the team. And if that toxic boss behaves that way all day, every day, it will take a toll on employee well-being, productivity, and safety long term.

Putnam emphasizes that companies need to drive the culture of well-being from the top—the “trendsetters,” as she calls them (think of Douglas Conant’s example). Next are the front-line managers, the “permission givers.” They’re the ones who have the greatest influence on behavior. Putnam explains, “If you have dispersed sites, the influence that trendsetters have on remote sites is less, [while] the influence that direct supervisors/permission givers have is greater.” She adds, “Even if you are in headquarters, your day-in and day-out culture is largely what you experience in your team, so those permission givers/managers are not only key to mental well-being… but also chief architects of culture for the people on their team.” Putnam stresses that every manager and supervisor “needs to understand why well-being matters, and how it ties to safety and every metric that matters.”

Putnam references the National Institute for Occupational Safety and Health (NIOSH) Total Worker Health® (TWH) Program. The program’s roots go back to a 2004 NIOSH-sponsored
symposium, Steps to a Healthier U.S. Workforce, and it has evolved considerably since then. As described on the NIOSH website:

Total Worker Health® is defined as policies, programs, and practices that integrate protection from work-related safety and health hazards with promotion of injury and illness-prevention efforts to advance worker well-being. The Total Worker Health (TWH) approach seeks to improve the well-being of the U.S. workforce by protecting their safety and enhancing their health and productivity. Using TWH strategies benefits workers, employers, and the community.13

Many in construction are familiar with the standard CDC/NIOSH Hierarchy of Controls
(Figure 1), which lists an order of actions to reduce/remove workplace hazards.

People are less familiar with the “Hierarchy of Controls Applied to NIOSH Total Worker Health,” a companion to the original model that features strategies specifically targeted at advancing well-being (Figure 2). As with the traditional version, the strategies appear in order of effectiveness, beginning at the top.

As is clear from Figure 2, addressing the issue of well-being at the individual level is the least effective solution. Conditions that threaten worker wellness must be identified and eliminated at the top—the environmental/cultural level—with changes driven down through the organization.

Call to Action

According to the National Safety Council (NSC), the construction industry experienced  4,472 preventable fatal injuries—the highest number across industry sectors.14 Most readers of this magazine have defined safety policies and a safety plan that identifies potential hazards and defines corresponding mitigation activities. Project safety plans typically include elements like a detailed description of the project scope, site conditions, hazards, job site rules and standards, safe practices, crisis and emergency plans, a list of people responsible for the project, and more. The plans are living documents, updated as new requirements and conditions appear. This focus on safety is vital, but such safety plans focus largely on external items—physical dangers, hazardous materials, procedures to be followed. What is your company doing to address the issue of workplace stress and worker well-being, to influence the internal factors that can have a tremendous impact on how safe your jobsites are? Did you know that OSHA’s Field Safety and Health Management System Manual includes a chapter on providing “a workplace that is free from violence, harassment, intimidation, and other disruptive behavior”15 (Chapter 10, Violence in the Workplace)? Does your company have an anti-harassment/anti-bullying policy statement? If so, is it enforced?

If you have an Employee Assistance Program and health insurance benefits that cover mental health issues, that is an important first step. Beyond that, though, consider whether your corporate culture supports open dialogue and acceptance of issues surrounding mental wellness. What is the environment like in your office(s) and on jobsites?

When you consider the human cost of preventable injuries and deaths, as well as what they mean for your business, it is certainly worth looking into what can be done to support worker well-being in your organization.

Citations:

  1. U.S. Department of Labor, Bureau of Labor Statistics, in cooperation with state, New York City, District of Columbia, and federal agencies, Census of Fatal Occupational Injuries. Modified December 16, 2022. Accessed at www.bls.gov/news.release/cfoi.htm#
  2. www.bls.gov/charts/census-of-fatal-occupational-injuries/number-and-rate-of-fatal-work-injuries-by-industry.htm
  3. Brown, Samantha, MPH, Amber Brooke Trueblood, DrPH, William Harris, MS, Xiuwen Sue Dong, DrPH, “Construction Worker Mental Health During the COVID-19 Pandemic, CPWR – The Center for Construction Research and Training Data Bulletin, January 2022, accessed at https://www.cpwr.com/wpcontent/uploads/DataBulletin-January2022.pdf
  4. The U.S. Surgeon General’s Framework for Workplace Mental Health and Well Being, 2022, accessed at www.hhs.gov/sites/default/files/workplace-mental-health-well-being.pdf. See also Mind Share Partners, 2021 Mental health at work report—the stakes have been raised (www.mindsharepartners.org/mentalhealthatworkreport-2021)
  5. “Mental Health in the Workplace, CDC, July 2018, citing Lerner D, Henke RM, “What does research tell us about depression, job performance, and work productivity?” in J Occup Environ Med. 2008;50(4):401–410. accessed at www.cdc.gov/workplacehealthpromotion/tools-resources/pdfs/WHRC-Mental-Health-and-Stress-in-the-Workplac-Issue-Brief-H.pdf
  6. “Mental Health By the Numbers,” NAMI, updated April 2023, accessed at https://www.nami.org/mhstats
  7. Kaliszewski, Michael, PhD, “Construction Workers & Addiction: Statistics, Recovery & Treatment,” American Addiction Centers, updated July 24, 2023, accessed at https://americanaddictioncenters.org/workforce-addiction/blue-collar/construction-workers
  8. Xiuwen Sue Dong, DrPH, Raina D. Brooks MPH, Samantha Brown MPH, William Harris, MS, “Psychological distress and suicidal ideation among male construction workers in the United States,” American Journal of Industrial Medicine, Volume 65, Issue 5, May 2022, pages 395–408, accessed at https://onlinelibrary.wiley.com/doi/10.1002/ajim.23340
  9. Porath, Christine, and Conant, Douglas R., “The Key to Campbell Soup’s Turnaround? Civility” Harvard Business Review, October 5, 2017, accessed at https://hbr.org/2017/10/the-key-to-campbell-soups-turnaround-civility
  10. Ibid.
  11. Schnorbus, Roger R., “Campbell Soup Company in 2004 (A),” Virginia: Richmond, 2004.
  12. Duncan, Rodger Dean, “How Campbell’s Soup’s Former CEO Turned The Company Around,” Fast Company, 09-18-14, accessed at www.fastcompany.com/3035830/how-campbells-soups-former-ceo-turned-the-company-around
  13. “NIOSH Total Worker Health® Program,” accessed at www.cdc.gov/niosh/twh/default.html
  14. NSC analysis of data from the Bureau of Labor Statistics (BLS) Census of Fatal Occupational Injuries (CFOI), accessed at https://injuryfacts.nsc.org/work/work-overview/work-safety-introduction.
  15. See www.osha.gov/shms/chapter-10.
  16. https://business.libertymutual.com/wp-content/uploads/2023/07/WSI_1002_2023.pdf
  17. NSC 2020 data reported in “Making the Business Case for Total Worker Health®”, NIOSH/CDC website, accessed at www.cdc.gov/niosh/twh/business.html
  18. “The American workforce faces compounding pressure: APA’s 2021 Work and Well-being Survey Results,” American Psychological Association, 2021, accessed at www.apa.org/pubs/reports/work-well-being/compounding-pressure-2021
  19. Evans-Lacko S, Knapp M., “Global patterns of workplace productivity for people with depression: absenteeism and presenteeism costs across eight diverse countries.” Soc Psychiatry Psychiatr Epidemiol. 2016 Nov;51(11):1525-1537. doi: 10.1007/s00127-016-1278-4. Epub 2016 Sep 26. PMID: 27667656; PMCID: PMC5101346.
  20. U.S. Bureau of Labor Statistics, Economic News Release, “Table A-1. Employment status of civilian population by sex and age” (Aug. 2023), accessed
    at www.bls.gov/news.release/empsit.t01.htm#
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Transforming Modern Workplace Health and Well-Being: A New Study from the National Safety Council

The NSC, in collaboration with Lloyd’s Register Foundation, recently released New Value of Safety in a Changing World, which underscores the importance of embracing modern safety approaches and the profound impact of environment, health, and safety (EHS) initiatives on organizations and society at large. The report dives into the interconnectedness of safety, sustainability, and societal responsibility, marking a significant step forward in contemporary workplace safety.

“Feeling and being safe is a fundamental condition for our well-being, but health and safety interventions in the workplace are often taken for granted and undervalued,” said Dr. Ruth Boumphrey, CEO of Lloyd’s Register Foundation. “This groundbreaking research makes us rethink the value we put on safety and makes the case for better investment and support for new health and safety approaches.”

This in-depth research delves into the critical role EHS plays in today’s dynamic landscape, bridging scientific advancements, technological innovations, regulatory transformations, and the pursuit of holistic well-being. It explores the convergence of safety with environment, social, and governance (ESG) considerations, emphasizing the interconnectedness of these factors in shaping modern safety excellence.

“This report highlights the intricate relationship between EHS, sustainability, and societal well-being, offering valuable insights into the transformative power of modern safety tools and initiatives,” said John Dony, Vice President of Workplace Strategy at NSC. “In an era defined by technological leaps, global well-being and economic challenges, and shifting cultural norms, understanding and embracing the critical role safety—and all it encompasses—plays in the workplace is a must, and it needs to start with an expanded, holistic approach. This report will not only help decision-makers advance safety but will also help workers across the globe live their fullest lives.”

The New Value of Safety in a Changing World report highlights the following findings:

  • Holistic Approach: Modern safety programs extend beyond physical safety and direct cost reduction. The research identifies Human and Organizational Performance, Total Worker Health, and ESG as integral concepts that collectively drive value creation across various domains.
  • Value Generation Areas: The Hierarchy of EHS Value illustrates how EHS programs
    generate value across eight distinct areas: health, economic, environment, sustainability, resilience, ethics, society, and reputation. The report elucidates the intricate relationships among these areas, underscoring their interconnectedness.
  • Integrated Initiatives: Themes such as diversity, equity, inclusion, mental health, and sustainability intertwine across Total Worker Health and ESG. Integrating these areas offers compelling benefits, including increased trust, enhanced reputation, and better overall resilience.
  • Future-Ready Strategies: The report advocates for businesses to embrace a holistic safety approach and adapt to the changing regulatory and standards landscape. Organizations are encouraged to implement tailored interventions based on the profiled themes to drive value creation.

NSC has also developed an activation guide to equip organizations with practical tools to implement continuous improvement strategies and navigate the evolving EHS landscape. For more information on the new value of safety, visit nsc.org/nvos.

The NSC (www.nsc.org) works to eliminate the leading causes of preventable death and injury, focusing its efforts on the workplace, roadway, and impairment. They create
a culture of safety to not only keep people safer at work, but also beyond the workplace so they can live their fullest lives.

NIA Sites > Insulation Outlook Magazine > Global

Fostering Good Mental Health: The Construction Industry Moves to Resolve a Growing Personnel Issue

Every employer wants a healthy and happy workforce. Robust levels of productivity, after all, contribute mightily to the bottom line. Recent times, however, have seen the rise of a threat to efficient operations: a growing incidence of employee mental health issues. “Nearly one in five adults is battling a mental health condition today,” said Lynn Merritt, Senior Vice President for the Blue Cross Blue Shield Association (bcbs.com). “And only about half are receiving adequate treatment.”

The workplace is being hit especially hard. Some 76% of full-time employees reported experiencing at least one mental health symptom in the past year, according to a survey from Mind Share Partners, a workplace wellness consulting firm (mindsharepartners.org). Moreover, more than half the Gen Zers who make up a growing percentage of the nation’s workforce reported symptoms of anxiety and depression.

The problem is especially acute in the construction industry. According to the Centers for Disease Control and Prevention, construction occupations have some of the highest rates of suicide. Of the variety of causes for this phenomenon, one of the most common is the
preponderance of injuries that accompany any occupation utilizing heavy equipment. “When people are injured, they end up getting opioids to get rid of the pain and get back to work,” said Bernie Dyme, President of Perspectives Ltd, a workplace wellness consulting firm. “And substance abuse can very often lead to depression and suicide.”

The industry’s seasonal nature can also create psychological stress. “Work can be sporadic in the construction sector,” noted Dyme. “And whenever the economy slows down, there is less work to be had. That can also cause mental issues.” Also, the industry often requires workers to be mobile, which can lead to disconnection from families, sleep deprivation, and mental and physical exhaustion. It can be difficult to gauge how employees are feeling when teams are dispersed across different locations and have little face time with managers.

Another contributor is the male-dominated nature of the profession, which can often discourage the sharing of psychological problems. “The macho mentality doesn’t want to talk about mental health issues, and the stigma surrounding them is much, much greater than in many other industries,” said Dyme. “When people keep their internal stresses bottled up, of course, the result is very often a worsening of their conditions.”

Rising Costs

Unresolved mental health issues can lead to burnout, anxiety, and depression—common causes of absenteeism and poor performance. Employers also incur direct costs in the form of spikes in disability claims and health insurance premiums. Finally, high stress levels can result in an increase in resignations at a time when employers can ill afford to lose personnel. “50% of survey respondents reported leaving their jobs due to mental health reasons,” said Michael Davis, Principal of Mind Share Partners. Notably, the comparable figures were 68% for Millennials and 80% for Gen Zers.

The aftereffects of COVID-19 are the most immediate cause of the public’s increasing stress levels. But while the pandemic has disrupted lives and created anxiety about the future, psychologists say other factors are also in play. “Shootings and other violence in the news, social justice issues, economic uncertainty, and a sense of political polarity have all made people keenly frightened,” said Dyme. “They feel the world is not comfortable, safe, and secure.”

Moreover, these societal pressures are hitting employees as they struggle to handle the growing workloads and longer hours resulting from the business world’s continuing drive for greater productivity. Such workplace-specific pressures are only made worse by the tight labor conditions that have been the legacy of the great resignation. When job positions go unfilled, already overworked personnel must handle additional responsibilities.

Getting Help

In the fall of 2022, the U.S. Preventive Services Task Force, a panel of medical experts appointed by the U.S. Department of Health and Human Services, recommended that all adult patients under the age of 65 be screened for anxiety during their physical exams. Anxiety is described as excessive fear or worry that interferes with an individual’s normal daily activities. Left unaddressed, anxiety can lead to depressive disorders.

While screening for anxiety is a good start, businesses can also take steps to enhance the mental health of their employees. The most important one is to create a healthy work environment. “To hold onto people, companies need to build good corporate cultures where people feel connected,” said Patrick J. Kennedy, Co-Founder and Director of One Mind at Work, a global coalition of organizations committed to the development of a standard for workplace mental health (onemindatwork.org). That means creating cultures of psychological safety where people feel respected by a company that cares about them.

Opening up about mental health issues is critical. Supervisors need to eliminate any of their own lingering resistance to discussing the topic, and workers need to feel free to communicate when something is amiss. “People have always been very reticent to say they have hidden disabilities because they are afraid of the reaction at work, of putting their job in jeopardy if they ask for accommodations,” said Maureen Hotchner, a Workplace Wellness Consultant. “We need to erase the stigma of speaking about mental health and provide a way for people to get help.”

This is one area where Gen Zers are leading the way: Psychologists say people in their twenties are more comfortable talking about mental health issues than their older colleagues. Of course, not everyone will speak up when something is wrong, which is why employers must know how to spot employee behavior that might signify problems. Maybe Andrew has started to show up late for work, or has been calling in sick more often. Or Lisa has been going through the motions of her assigned duties without any real engagement. Or Mark has become argumentative with co-workers.

The ability to spot signs of trouble presupposes a knowledge of the employee, and here is where supervisors and managers can be proactive. “One of the things that employers can do is build relationships with their people,” said Davis. “It’s really hard to have a conversation with someone about their behavior when you haven’t checked in with them on a regular basis.”

Mid-level management also must be brought aboard. “A lot of training needs to be done at the higher levels of construction companies, especially with supervisors, in order to make it safer and okay for workers to come forward with depression or pain problems or addiction,” said Dyme.

Spotting changes in employee behavior is one thing. Responding appropriately is another. Rather than mentioning stress or mental health when approaching the individual, psychologists advise supervisors to only discuss observed behaviors. “Erratic or different behavior might be related to a mental health issue, or it might not,” said Davis. “Maybe the person has just not been getting enough sleep because a family member is sick, or they were up late playing video games or watching TV.” Help the employee open up by asking what can be done to provide the resources required to improve performance. Would some adaptations help the person be at their best?

Providing Resources

Given the human and business cost of workplace stress, it is little wonder a growing number of businesses are reaching out for help. Consider the experience of the Center for Workplace Mental Health, a division of the American Psychiatric Association that maintains a website for employers seeking assistance (workplacementalhealth.org). “Over the last 5 years, the volume of requests that we’ve received has grown fourfold,” said Director Darcy Gruttadaro. Visits to the organization’s website doubled during the pandemic.

Insurance companies also can provide assistance, and more employers are helping workers get the services they need by ensuring the company insurance program covers the requisite care. “Part of the challenge is that the healthcare system has never been equitable in terms of providing services for, or paying claims of, mental or behavioral healthcare,” said Dyme. “Certainly not in the same way as they have the physical or medical side of things.”

While signing up for an appropriate plan is important, the fact remains that ensuring adequate care can still be elusive. “You may have robust mental health coverage, but if you don’t have enough therapists and psychiatrists in the health network, it amounts to a
plan without a promise of care,” said Gruttadaro. “Furthermore, many psychiatrists and therapists do not accept insurance because they have experienced administrative burdens and low reimbursement rates in health plan networks.”

Another problem is a lack of sufficient personnel. “Even if patients are lucky enough to find a practitioner in their network who takes new patients, they often must wait 3 to 6 months for an appointment,” said Gruttadaro. Blue Cross Blue Shield has estimated that 77% of U.S. counties are underserved by therapists. Scarce resources are an especially common problem in rural communities.

Here is where technology has come to the rescue, at least to some extent. The work-from-home trend sparked by the pandemic has opened the door to telemedicine, expanding the pool of potential medical personnel to include practitioners far from a patient’s place of residence. “Being able to connect to a psychiatrist or therapist through a computer has been a real plus,” said Gruttadaro.

Remote treatment also can help resolve the special challenges experienced by the growing number of remote workers. There is evidence that isolation from colleagues can lead to mental health issues. “We typically get in the 16,000 range in terms of requests for our employer guides,” said Gruttadaro. “But our title about working remotely on mental health has received more than 300,000 requests.”

Quiz: How Well Do You Address Mental Health Issues?

Does your workplace encourage good employee mental health? Find out by taking this quiz. Score 10 points for each “yes” answer to these questions. Then, total your score and check your rating at the bottom of the quiz.

Has your business taken the following steps?

  1. Created a work environment that encourages employees to communicate openly about stressors and mental health issues?
  2. Ensured that supervisors build healthy relationships with workers through regular check-ins?
  3. Developed appropriate procedures for approaching employees who exhibit behavioral problems?
  4. Encouraged autonomy, fairness, and enhanced employee self-worth with rewards and recognition?
  5. Given special attention to the psychological well-being of remote workers?
  6. Informed employees about available mental health resources, including clear instructions on where to go for help?
  7. Modified policies and procedures around paid time off, flexible hours, and mental health days?
  8. Reframed performance reviews as opportunities for feedback and learning?
  9. Conducted pulse surveys to better understand ongoing stressors affecting employees?
  10. Ensured the company health insurance program covers mental and psychological issues, and looked into telemedicine as a way to assist employees who need counseling?

What is your score?

  • 80 or more: Congratulations! You have gone a long way toward ensuring good mental health for your employees.
  • Between 60 and 80: It is time to fine-tune your policies.
  • Below 60: Your business is at risk. Take action on the suggestions in the accompanying story.

Bonus question: Would your employees or even coworkers answer and score this quiz the same way you do?

This quiz is intended to get you thinking about your corporation’s policies on mental health, but your company should always consult experts when creating policies
for employees.

Taking Action

Traditionally, businesses have put the burden on individual employees to deal with the burnout and stress that can lead to mental health issues. “Employers have always expected people to show up at the workplace and leave their problems at the door,” said Hotchner. “Today, we know a lot more about human behavior, and we know that’s often not possible. People will put on a social face and avoid asking for any accommodations that might jeopardize their jobs. But because they have a hidden disability, they are not able to give 100%.”

Times are changing, and today’s workers expect their employers to join in the mental health effort by providing a supportive workplace. That means taking steps such as adjusting workloads, encouraging autonomy, ensuring fairness, and enhancing self-worth through reward and recognition.

Construction companies are stepping up to the plate. Consider the initiatives underway at Gardner Builders, a commercial construction contractor based in Minneapolis. “We have introduced Wellness Pods, mobile private accommodations that allow anyone working on a construction site to take a personal timeout, as needed,” said Brett Smith, the company’s Safety Director. “They might place a telehealth call with their doctor, pump breast milk for their baby, meditate or pray, or just take some time to decompress.”

Gardner Builders is piloting several different models of these Wellness Pods, with plans to roll them out to job sites nationwide. “We also intend to make the plans publicly available, so every worker on every construction site can have the space and dignity they need and deserve.” said Smith. “We believe this initiative is in the interest of both the individual worker and the construction industry at large.”

Some other initiatives are underway, such as a communications platform called Beekeeper, which gives construction workers the capability to report safety incidents more efficiently and employers to address them more effectively. “We know that when construction workers feel safe at their jobs, it has a positive impact on their mental health,” said Cris Grossmann, CEO and Co-Founder of the company. In contrast with traditional, paper-based reporting processes, the Beekeeper platform digitizes the entire process, providing construction workers a way to easily report safety incidents that managers can quickly and efficiently address. “The platform also optimizes a safety culture by providing training for employees and metrics for managers, helping to reduce future risk,” he added. “And an environment with less risk has a positive impact on workers’ mental health.” (For a selection of resources and technologies available to the construction industry, see the sidebar, “Mental Health Resources.”)

Mental Health Resources

Employers will find additional information about effective mental health programs at the following organizations:

  • The 988 Suicide and Crisis Lifeline can be shared by employers so workers learn about this nationwide network of crisis centers. Available at 988lifeline.org
  • Beekeeper provides software that encourages reporting of psychological problems in the construction industry and enhances communication between employees and supervisors. Available at www.beekeeper.io
  • The Construction Industry Alliance for Suicide Prevention (CIASP) provides a variety  of resources for the industry. Available at preventconstructionsuicide.com
  • Center for Workplace Mental Health maintains an array of resources for employers, including a popular series of guides on mental health issues. Available at workplacementalhealth.org
  • Mind Share Partners publishes reports with insights into causes of, and solutions for, burnout, anxiety, and depression. Available at mindsharepartners.org
  • Perspectives Ltd. offers an Employee Assistance Program and provides mental health resource guides and case studies for managers and employees. Available at perspectivesltd.com
  • Procore Technologies, creator of a construction industry software platform, has created a video on how mental health can be better addressed in the workplace. Get Construction Talking is a video series aimed at bringing to light the real challenges faced by those in construction, and how to create real change and offer effective resources. Available at
    www.getconstructiontalking.org

The mental health community applauds such efforts. “We encourage organizations to look
critically internally and make the required changes to ensure that people are not getting burned out, because that’s the fastest move toward the exit when it comes to people’s work experiences,” said Gruttadaro. “It is really important that we build cultures in which people want to be part of the organization when they go to work in the morning, whether they’re walking through an office door or firing up their home computer.”

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OSHA Announces Final Rule Requiring Electronic Submissions for Employers in Certain High-Hazard Industries

A new rule will require certain employers in designated high-hazard industries to electronically submit injury and illness information to OSHA. The rule, effective January 1, 2024, includes the following requirements:

  • Establishments with 100 or more employees in certain high-hazard industries must
    electronically submit information from their Form 300, Log of Work-Related Injuries
    and Illnesses, and Form 301, Injury and Illness Incident Report, to OSHA once a year. (Note: This is in addition to required submission of Form 300A, Summary of
    Work-Related Injuries and Illnesses.)
  • Establishments will be required to include their legal company name when making
    electronic submissions, rather than their Employer Identification Number.

Previously, two groups of establishments were required to electronically submit information from their Form 300A annual summary: (1) establishments with 20 to 249 employees in certain designated industries, and (2) establishments with 250 or more employees in industries required to routinely keep OSHA injury and illness records. New is the requirement that establishments with 100 or more employees in certain designated high-hazard industries electronically submit information from their OSHA 300 and 301 to OSHA annually. The industries included were chosen based on industry hazardousness and will be listed in the new Appendix B to 1904 Subpart E.

The Final Rule includes employers that had 100 or more employees at any point during the previous calendar year, including all full-time, part-time, temporary, and seasonal employees. Submissions will be due by March 2 for the previous calendar year.

OSHA plans to publish some of the data collected on its website to allow employers, employees, potential employees, employee representatives, current and potential customers, researchers, and the general public to make informed decision about a company’s workplace safety and health record.

With the Final Rule not in effect until January 1, 2024,affected employers should have time to prepare for the new requirements and establish a process to ensure timely electronic submissions.

Additional information on this new rule will be detailed in a later article.

NIA provides the information in this article as an educational resource to promote a safer industry. While the information provided is based on the NIA’s and the author’s best judgment and the best information available at the time the article was prepared, NIA encourages all readers to consult with their safety experts and legal counsel for their unique business circumstances or when making changes to their safety programs.

Construction Industry: Focusing on Mental Health and Suicide Prevention

Every year, during September, which is National Suicide Prevention Month, the construction industry dedicates a week to raising awareness about the unique challenges workers face in construction that lead to suicide. During Construction Suicide Prevention Week, September 4–8, the industry calls attention to the higher-than-average number of suicides in the construction industry and provides resources to help prevent those deaths. Visit https://tinyurl.com/yh6ymt54 to learn more.
During OSHA’s Safe + Sound Week that took place in August, the agency released three new videos (available in English and with Spanish captioning at https://tinyurl.com/5n8b7s5s) to provide tips on reaching out to workers to support their mental health. The videos
are less than 3 minutes long and address mental health as part of every workplace safety and health program(https://tinyurl.com/ye24r64v). Visit osha.gov to learn more.
The October issue of Insulation Outlook will include several articles on the important topic of mental health for the construction industry.
NIA Sites > Insulation Outlook Magazine > Global

U.S. Department of Energy Announces $90 Million to Support Resilient and Efficient Building Energy Codes

The U.S. Department of Energy (DOE) announced $90 million in competitive awards to help states, cities, tribes, and partnering organizations implement updated energy codes for buildings. Funded by the President’s Bipartisan Infrastructure Law, these awards will support 27 projects across 26 states and the District of Columbia to ensure buildings meet the latest standards for energy efficiency—reducing greenhouse gas emissions and lowering energy bills for American families and businesses. Awardees will provide technical assistance for updating state and local building codes, which are projected to save Americans $138 billion on their utility bills and reduce 900 million metric tons of CO2 emissions by 2040. Modernizing energy codes is one of the most cost-effective ways to improve energy efficiency in homes and businesses and make communities more resilient to extreme weather events, which are key to addressing the climate crisis and achieving the Biden-Harris Administration’s ambitious clean energy goals.

“Cutting emissions from buildings across America and ensuring they’re more energy efficient are critical components of President Biden’s plan to tackle the climate crisis and create cleaner and healthier communities,” said U.S. Secretary of Energy Jennifer M. Granholm. “The DOE is providing new funding to help cities and states modernize their building codes — lowering energy costs for American families and businesses while improving public health.”

Energy codes substantially reduce greenhouse gas emissions while also lowering builder risk. Homes built to today’s energy codes are 40% more efficient than homes built 15 years ago, making energy costs a smaller fraction of household expenses, insulating hard-working families and underserved from communities from volatile fossil fuel prices. The current Presidential administration is prioritizing the benefits of energy codes to communities that need them most including environmental justice communities, rural communities, and underserved communities.

Today, America’s 130 million commercial and residential buildings are responsible for 35% of the nation’s total carbon emissions. Energy codes establish minimum standards for energy efficiency in new and renovated buildings and help ensure they are healthier, safer, and more resilient. Through 2040, building energy codes are estimated to save Americans $138 billion on their utility bills and reduce 900 million metric tons of CO2 emissions — an amount roughly equivalent to the combined annual emissions of 108 million homes. 

To realize these immense cost-saving and public health benefits, it is critical that states and local governments update their building codes based on the latest technologies and construction practices and support their successful application. However, according to FEMA, two out of every three communities in the U.S. have not adopted the latest building codes in part due to a lack of available resources to support their implementation. This funding seeks to address this challenge, and help states and local governments across the country adopt and implement modern construction standards. This announcement builds on the June 2022 National Initiative to Advance Building Codes (available at https://tinyurl.com/56drf5z5), which supports energy and building codes and standards that save lives, reduce property damage, cut utility bills, and create good-paying jobs while advancing environmental and energy justice priorities.

Resilient and Efficient Codes Implementation

The 27 awarded projects were selected following a robust stakeholder engagement process and target partnerships across the range of energy code stakeholders who play an important role supporting the successful implementation of building codes. These awards encompass a number of key activities supporting energy code updates and implementation, including workforce development, community engagement, research and data collection, energy, equity and environmental justice, and increased support for compliance and enforcement.

A key focal point will be providing industry practitioners with access to education and training opportunities on the latest building codes. Awardees will help develop, attract, and train new workers and retain existing workers to bolster a skilled and diverse workforce that is well-versed in modern building standards, can keep pace with the latest technologies and construction practices, and will help build an inclusive clean energy future. Such programs are integral to the effective implementation of energy codes at the state and local levels, and represent the government’s commitment to strengthening our workforce, empowering American workers, and providing new opportunities for good-paying, family-sustaining jobs across the country.

Selected projects include:

  • American Council for an Energy-Efficient Economy (Washington, D.C.) will establish a National Energy Codes Collaborative, which is a nationwide capacity-building network that empower states and jurisdictions to effectively and sustainably implement updated cost-effective building energy codes through technical assistance, community engagement, focused local strategy development, and peer-to-peer collaboration and convenings. (Award amount: $9.6 million)
  • ClearlyEnergy, Inc. (Severna Park, MD) will create regional building performance standard cohorts to implement building energy efficiency programs at a regional level in small, rural, and Justice40 communities, which offer opportunities to standardize policy models among adjacent jurisdictions and promote their consistency. (Award amount: $2.9 million)
  • Massachusetts Department of Energy Resources (Boston, MA) will use develop a comprehensive plan to support the adoption, implementation, and compliance of updated Stretch building energy code and Specialized code throughout the state. (Award amount: $3.9 million)
  • Metropolitan Energy Center (Kansas City, MO) will leverage its extensive multi-state network of 30 regional, state, and local community partners not typically engaged in energy code efforts to conduct outreach and workforce development in rural and disadvantaged communities. (Award amount: $6.8 million)
  • Pennsylvania Department of Environmental Protection (Harrisburg, PA) will develop energy code technical trainings and building science training programs at career and technical high schools as well as community colleges across the Commonwealth of Pennsylvania, to provide students with opportunities to be trained in building science topics and help address the building code and trades employment gaps. (Award amount: $3.0 million)
  • Southeast Energy Efficiency Alliance (Atlanta, GA) will develop and deliver accessible and replicable energy code resources, technical assistance, training, and workforce development strategies to stakeholders in the State of Louisiana, to increase the state industry’s knowledge and expertise in response to their recent energy code update. (Award amount: $1.6 million)

Additional award highlights include projects in Alaska where local communities and tribes will work together in energy code implementation; workforce development in Kansas and Missouri that include union partners to brings energy codes to rural communities; partnerships with unions and community groups in Massachusetts to bring energy codes to environmental justice communities; workforce development in Ohio and southeastern states with a focus on training on Building Performance Standards for retrofits; and municipal, contractor and union partnerships in Wisconsin to bring energy codes to more municipalities. For a full list of projects, please visit https://tinyurl.com/5et9868c. 

Selection for award negotiations is not a commitment by DOE to issue an award or provide funding. Before funding is issued, DOE and the applicants will undergo a negotiation process, and DOE may cancel negotiations and rescind the selection for any reason during that time.

DOE’s Office of Energy Efficiency and Renewable Energy (EERE) is accelerating the research, development, demonstration, and deployment of technologies and solutions to support President Biden’s ambitious plan to transition America to net-zero greenhouse gas emissions economy-wide by 2050. EERE is helping to ensure the clean energy economy benefits all Americans, creating good paying jobs for the American people—especially workers and communities impacted by the energy transition and those historically underserved by the energy system and overburdened by pollution. Learn more at www.energy.gov/eere.

For more information on DOE’s activities supporting building codes, visit the Building Energy Codes Program at www.energycodes.gov or see the full list of projects at https://tinyurl.com/5et9868c.