New employees arrive with varying levels of experience, from novice to expert. Supervisors should never assume a new hire, regardless of their background, is familiar with company-specific safety practices, equipment, or culture. A comprehensive orientation is crucial for all new employees, covering company policies, safety requirements, and cultural norms.
For instance, at a hotel where I worked, we had a "May I Help You" program. During orientation, I shared an experience illustrating its importance. I had noticed several children wandering unaccompanied. While some might assume they were up to no good, I approached them with "May I help you?" They explained they were meeting their parents at the Japanese restaurant (a common feature in most hotels). I escorted them there, and, as it turned out, their parents were indeed waiting. The parents thanked me, offered the children a meal, and everyone was happy. This simple interaction, stemming from the "May I Help You" program, transformed a potentially suspicious situation into a positive customer service experience, fostered a sense of community, and even generated additional revenue. The "May I Help You" culture provides employees with a non-confrontational approach, contributes to security and safety, and enhances customer satisfaction. A proactive staff presence can deter potential theft by disrupting any perceived anonymity within a crowd. Prioritizing customer service through this program promotes a safer and more welcoming environment.
Even experienced employees can benefit from orientation. I once asked an electrician to install lights in my bathroom. The existing holes were too small, so I offered him my jigsaw. Despite his electrical expertise, he was unfamiliar with using a jigsaw and broke the blade. Fortunately, no one was injured. This incident highlights how experienced employees may encounter different tools or methods in a new work environment, necessitating proper training.
What about new employees with no experience? As a newly commissioned 2nd lieutenant, I relied heavily on my platoon sergeant. While I had the theoretical knowledge, he taught me practical, safe procedures. For example, he instilled the habit of always chocking the wheels of a vehicle, regardless of whether it was parked on an incline or flat surface. Supervisors must never condone unsafe practices, and employees should cultivate a safety-first mindset, protecting both themselves and their colleagues.
Managers, too, require regular safety training. While they may possess theoretical knowledge, they might not routinely use the equipment or perform the tasks themselves. Without consistent reinforcement, safety practices can be easily overlooked. A prime example is the proper way to chlorinate a pool: always add chlorine pellets to a bucket of water, never the other way around, as adding water to chlorine pellets can cause an explosion.
Therefore, regardless of experience level—manager, seasoned employee, or new hire—safety training should be a regular occurrence: during initial orientation, annually, and whenever necessary.
Ambrosio Constantino
Reference: OSH Act of 1970
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