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PAGE 6COMPLIANCLockout/Tagout &MachineGuarding

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PAGE 12SAFETY &HEALTHMultigenera-tionalWorkplace

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PAGE 16MANAGE-MENTBusinessRelationships

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PAGE 18CONSULTANSERVICESBLS Data

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The Advisor www.asse.org 2011

How Big is aConfined Space?

During the course of a recent

audit, I discovered thatmany of my colleagues and

I had been taught to applyOSHAs confined space standard(29 CFR 1910.146) incorrectly. The

question that came up was related toidentifying a confined space, which

I find to be one of the more frequent-ly debated questions among safety

professionals. And because this dis-cussion took us beyond the basic

standard and into the compliance

A space that can-not be entered is

not confined;therefore, it doesnot pose hazards

related to the diffi-culty of exiting

the space.

For a completeTable of Contents,

see page 3

directive and the preamble to the

standard, I thought it would beworthwhile to share the details

with others who may face similarsituations.

The confusion comes up in read-

ing the definitions in the standards.A confined space is defined as one

that (among other things) is largeenough and so configured that an

employee can bodily enter. This isfollowed by the definition of entry,

continued on page 28

BY BARBARA JO RUBLE

VOLUME 1 0 NUMBER 3

A TECHNICAL PUBLICATION OF ASSESCONSULTANTS PRACTICE SPECIALTY

THE

Advisor
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As ASSEs Safety 2011 approaches, be sure to register, get

organized and plan your itinerary to make the most of this greatevent. Not only will there be several special events surroundingASSEs 100th anniversary, but vast educational and networking

opportunities will also be available, all in one place. Here are some goodlinks to help you prepare:

Best Conference Tips10 Conference Networking Tips10 Tips for Successful Business NetworkingI hope to meet you at this years conference. I would love to

hear your feedback on how you think the Consultants PracticeSpecialty (CPS) is doing and what we can do to improve.Although my term as Administrator is up at the end of June, I

would like to pass some ideas along to my successor, PamWalaski. I know Pam will do a great job as Administrator sinceshe has been so helpful in her role as Assistant Administrator,but please step up and contribute to advance CPS to its fullpotential.

With a new term approaching, I want to challenge CPS mem-bers to get involved. The saying you get what you put in isespecially true for association memberships. A limited number

of advisory committee positions are available, but we are always look-ing to form subcommittees and project taskforces. For more informa-tion on volunteer opportunities, click here.

As I depart, I would like to thank all of you for your continued loy-

alty and support. I also would like to thank the volunteer advisorycommittee for their tireless efforts to keep CPS moving forward.

Thank you all and hope to see you at Safety 2011!

WILLIAM R. BOBCOFFEY

ThankYou

ADMINISTRATORS MESSAGE

2


CONSULTANTS PRACTICE SPECIALTY

OFFICERSAdministratorWILLIAM R. BOB COFFEY(717) [email protected]

Assistant AdministratorPAM FERRANTE(412) [email protected]

Publication EditorDEBBY SHEWITZ(216) [email protected]

COMMITTEESAwards & HonorsDAVID F. COBLE

[email protected]

Body of KnowledgeWILLIAM R. BOB [email protected]

Conferences & SeminarsKATHY [email protected]

Membership DevelopmentCLIFF [email protected]

NominationsLINDA M. [email protected]

Website DevelopmentBRIAN [email protected]

ASSE STAFFStaff LiaisonKRISTA SONNESON(847) [email protected]

Publication DesignSUSAN [email protected]

The Advisor is a publication of ASSEsConsultants Practice Specialty, 1800 EastOakton St., Des Plaines, IL 60018, and is dis-tributed free of charge to members of theConsultants Practice Specialty. The opinionsexpressed in articles herein are those of theauthor(s) and are not necessarily those ofASSE. Technical accuracy is the responsibilitof the author(s). Send address changes to taddress above; fax to (847) 768-3434; or senvia e-mail to [email protected].

THE

Advisor
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C O N T E N T S

PAGE 1 HOW BIG IS A CONFINED SPACEBy Barbara Jo Ruble

The author defines confined space and clarifies how OSHAsconfined space standard should be applied in the workplace.

PAGE 6 LOCKOUT/TAGOUT& MACHINE GUARDING

By Randy Roig

OSHAs control of hazardous energy (lockout/tagout) standard isone of the more complex federal safety regulations. Compliancewith the standard is further complicated by its interrelation withtwo other significant standardsa connection that many peoplefail to make.

FIVE STEPS TO

DEVELOPING

IMPENETRABLE

BUSINESS

RELATIONSHIPS

By Michael Rega &Anne-Marie Lenton

One thing thatseparates topconsultantsfrom the ordi-nary is theirclient manage-ment skills,which include

the ability to penetrate and forge a genuine bond with key players within theclient organization.

BLS DATA ON

THE CONSULTING

INDUSTRY

An overview of the consulting industrybased on Bureau of Labor Statistics da

PAGE 16

PAGE 18

VOLUME 1 0 NUMBER 3

CONNECTION KEY

V W P L AD D

D

D

Video Website PDF Hot Link Ad Link Direct Link

Click on these icons for immediate access or bonus information

PAGE 8 LOCKOUT/ENERGY CONTROL:HELPING TO FILL THE GAPS

By Andrew W. Johnson

It is important for safety consultants to make their clients awareof any gaps or deficiencies in lockout programs.

PAGE 12 SAFETY & HEALTHPREVENTION IN THE

MULTIGENERATIONAL WORKPLACE

By Michael W. Thompson

Todays multigenerational workforce requires management, safetyand health professionals and disability management specialists tobe creative in planning and implementing prevention activitieswith regard to injury and illness.

3

http://www.asse.org/http://www.asse.org/


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Makki Al Awami, Saudi AramcoHusam Eddin Al Khaldi, ADCO

Saleh Alharbi, Saudi AramcoFlorante Andrion, Team Sual Corp.

Team Energy Phils

Andrew Arena, Arena Construction Co. Inc.Stacey Arnold

Keith Badey, Bermac Risk Management LLCRickie Baker

Steven BelangerRoger Blank, Pacificorp

Jeffrey Brown, Brown Services LLC

Tyler BuckinghamJames Burke

Robert Cavalier, RaytheonSharon Childress

Terese Churchill, EverGreen EnvironmentalHealth & Safety Inc.

Shawn Cline, Forensic Analytical ConsultingServices Inc.

Steven Crooks, People Property & EnvironmentalProtection Inc.

Patricia Cushman

Ronny DaigleMalcolm Dimiceli

Matthew EckstineDrake Evans

Henry Franklin, TesoroEdwin Granberry

Rick GrobartMarlon HardingHenry Hedges

Steven HokeJasen Holton, ATC Associates

Samuel Hoskin, Kinder MorganHeather Humphries, Ryt-Way Industries, LLC

Robert Jackson, Jackson Management Services LLC

Taryn Johnson, New World Engineering Inc.Jeremy Jones, Health and Safety Sciences LLCAlexsis KassebeerBrandon Lackland

Donald LittleMaureen McElroy

4


Joseph McHughLewis McIlroy

Gilbert Meneses, Tennessee Valley AuthorityShawnna Mettlen, EHS Assist LLCSam Mickey, SSC

William MillerRobert Mullins

John Nain, Nain & Associates LLCMichael Nichols

Jude Ofulue, Nigerian Institute ofSafety Professionals

Melissa Panter

Daniel PivinAndrew Pozun

Michael Prejean, Advanced SafetyTraining Management

Robert Ramirez, Advance Safety Inc.Jordan Reagan, Imperial Risk

Pamela ReichDavid Ritchie

Dominique RobinsonGary RossiGeorge Saunders, Chesapeake Engineering

& Design Inc.Thomas Schmidt, Advanced Earthworks Inc.

Cindy Schneider, North Valley Compliance Inc.Philip Shipp, Professional Forklift

Engineering ServicesCharles Short, Division One Management

J. StackKatherine Stevens, Business Health Solutions PCLisa Swapp

Luis Tarrats, LAT Safety SolutionsScott Tengan

Dhruti Thaker, ActavisCarl Thurnau

Andrew Troccoli

Thomas TuranskyCrystal TurnerMark VaillancourtMargaret Wan, EOH Consulting

John WilhiteMark Williams, Willis Corroon Corp.

NEW MEMBERS

Welcome New MembersWe want to thank everyone who remained a loyal member of the Consultants Practice Specialty and welcome thfollowing members who recently joined.


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OSHAs control of hazardous energy (lockout/tagout) (LOTO) standard (29 CFR 1910.147) isone of the more complex federal safety regula-tions. Compliance with the standard is further

complicated by its interrelation with two other significantstandardsa connection that many people fail to make.

The first of these is the electrical safety standard

(29 CFR Subpart S), which requires that activities, such

as electrical circuit testing, trou-bleshooting and diagnosis, thatrequire live equipment and are notcovered by the requirement to lock

out be performed by a qualified per-son.(Editors Note: See the article

Lockout/Energy Control: Helpingto Fill the Gaps in this issue ofThe

Advisorfor an additional discussionof the relationship between LOTO

and electrical safety regulations.)The second standard is machinery and machine

guarding (29 CFR Subpart O). Following is the regulato-

ry framework that pulls these two standards together.

REGULATORY FRAMEWORKThe application section of the LOTO standard

(20 CFR 1910.147(a)(2)(ii)) states:

Normal production operations are not covered by thisstandard (see Subpart O of this Part). Servicing and/ormaintenance, which takes place during normal productionoperations, is covered by this standard only if:

1910.147(a)(2)(ii)(A)An employee is required to

remove or bypass a guard or other safety device; or

1910.147(a)(2)(ii)(B)An employee is required toplace any part of his or her body into an area on a

machine or piece of equipment where work is actually

performed upon the material processed (point of opera-

tion) or where an associated danger zone exists during a

machine operating cycle.

Note: Exception to Paragraph (a)(2)(ii): Minor toolchanges and adjustments and other minor servicing

activities, which take place during normal production

operations, are not covered by this standard if they are

routine, repetitive and integral to the use of the equip-

ment for production, provided that the work is performed

using alternative measures which provide effective pro-tection (see Subpart O of this Part).

6


Many operators will attempt to take advantage of thexception for minor servicing activities without havi

thoroughly evaluated each requirement that must be mein order to truly qualify for it.

First, the definition of such activities must be proper

understood. In addition to the language in the actualstandard, the compliance directive for LOTO (CPL 02-

00-147) lists lubricating, draining sumps, servicing fil

ters, making simple adjustments and inspecting for leakand/or malfunction as examples of routine activities thcan frequently be done with effective production-modeprotections, such as machine guarding.

Second, the need for equivalent protection must beunderstood. What is often overlooked in evaluating tha

protection is that machine guarding evaluations are typcally conducted only with normal operations in mind.

Guards that are perfectly acceptable during normal opeations may or may not provide adequate protection dur

ing servicing-type activities when employees willintentionally place their hands or other parts of their boies into hazardous areas of the machine. Typical guards

include:interlocks;

e-stops;presence sensors;

light curtains;2-hand-activated push buttons.

CPL 02-00-147 discusses how OSHA views these

various types of guarding systems, keeping in mind tha

the key requirement for qualifying for the minor servic

ing exemption is that the guarding must be equivalent

effective to locking out the machine.Pages 2 to 24 of the CPL states, Safeguarding device

(e.g., presence-sensing safeguarding devices) that rely oncontrol circuitry and are used for employee protection puposes may not be used in lieu of LOTO during machineservicing/maintenance activities because control circuitdevices are not, by definition, energy-isolating devices.Further definition of devices that may not be used in lieuof LOTO is found on pages 1 through 5, as follows:

Push-buttons, selector switches, safety interlocks andother control circuit-type devices are not energy-isolatingdevices. Programmable logic controllers are used in manmachine applications, and these control circuit devices arnot considered energy-isolating devices for purposes of tLOTO standard. Safety functions, such as stopping or pr

HAZARDOUS ENERGY BY RANDY ROIG, PH.D.

Lockout/Tagout

& Machine GuardingThe Minor Servicing Exception

Taking advantageof the minor serviceexemption to LOTO

is much morecomplicated than

it first appears.
http://www.asse.org/http://osha.gov/OshDoc/Directive_pdf/CPL_02-00-147.pdfhttp://osha.gov/OshDoc/Directive_pdf/CPL_02-00-147.pdfhttp://www.asse.org/http://osha.gov/OshDoc/Directive_pdf/CPL_02-00-147.pdfhttp://osha.gov/OshDoc/Directive_pdf/CPL_02-00-147.pdf


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venting hazardousenergy (motion),can fail due tocomponent failure,program errors,magnetic field

interference, elec-trical surges, im-proper use ormaintenance, etc.

QUALIFYINGDEVICES

What deviceswill qualify as pro-viding equivalentprotection? In theCPL, OSHA statesthat approaches

taken in accor-dance with ANSI standard B11.19 1990 or 2003, Perform-ance Criteria for Safeguarding, will be considered to havemet the requirement for providing effective alternative pro-tection by the use of special tools or guarding (safeguard-ing) techniques that effectively prevent employee exposureto hazardous energy (a detailed discussion of these ap-proaches with industry-specific examples can be found onpages 3-27 through 3-32). It also states that these guarddevices must be under the exclusive control of the employ-ee performing the minor servicing. Note that this can becomplicated if more than one person is working on theminor servicing, and lockout may then be required.

How can you tell fairly easily whether a guard devicewill meet ANSI B11.19? If it was installed by anyone

other than the machines manufacturer, there is a good

chance it will not. If it was manufactured prior to 2004,

it probably will not. Check the device manufacturers lit-

erature for certifications, and in the case of emergency

stops (e-stops), check specifically for certification as a

fail-safe device. While reviewing the manufacturers

information, it is also critical to determine what sort of

routine inspection, maintenance and servicing they rec-

ommend for the device. Failure to follow those recom-

mendations can mean that the device would no longer be

reliable, which could lead to an OSHA violation for not

providing equivalent protection or to an injury. How

often do clients test their interlocks?

If you cannot find any documentation related towhether or not a guard meets ANSI B11.19, what other

steps can the employer take to determine if it providesthe equivalent protection that allows them to take advan-tage of the minor servicing exemption? The first thing

would be to verify what, if any, hazard an employeecould be exposed to during the specific activity per-

formed (note that the use of a tool to reach into the haz-ard zone can change this part of the analysis). Then

conduct some type of documented failure analysis of the

control system that is relied on to protect the employeefrom that hazard. Techniques could include a failure

modes and effects analysis (FMEA), fault-tree analysisor what-if analysis. There also needs to be an evalua-tion of whether procedures exist to test if the deactiva-

tion that is relied on has worked and whether the guard

device is properly tested and maintained.If the employer is relying on an e-stop, consider thefollowing:

How does it really work, and what does it actuallyshut off? Only electrical power or other potential sources

of hazardous energy?If the e-stop button is released, is the machine back

in full operational mode, or are additional steps needed

to restart it?Is there still exposure to energized electrical circuits

after the e-stop has been activated?Is the e-stop certified as fail-safe?

Is an e-stop button truly under the exclusive control

of the operator performing the minor servicing activity?If the employer is relying on an interlock, consider

the following:Is the interlock certified? Does it include a high-reli-

ability interlock switch?Is the interlock

properly tested andmaintained?

Will there be exposed power points?Will there be stored energy/other types of energy?

CONCLUSIONTaking advantage of the minor service exemption to

LOTO is much more complicated than it first appears. Thereliability and performance of a guarding system need tobe evaluated separately it will be used to provide an alter-native to locking out equipment during minor servicingthe requirements are likely to be much stricter than theywould be for normal operation. Consultants who have athorough understanding of these subtleties can providevaluable assistance to their clients in avoiding seriousinjuries and possible OSHA citations.

Randy Roig, Ph.D., former principal and co-founder of SpecialtyTechnical Consultants, is recognized nationally and international-ly as a leader in the fields of environmental health and safety(EHS) auditing and management systems development. He has 31

years experience in EHS management for the aerospace, food,manufacturing, medical, pharmaceutical, semiconductor, trans-

portation and utility industries.Roig pioneered implementation of root cause analysis in envi-

ronmental auditing and developed new processes to implementISO 14000 at reduced costs. His present concentration is onstrategic compliance evaluation and management, with an empha-sis on efficient and effective implementation. He is a lean/sixsigma master black belt, having led numerous teams to improve-ments in EHS performance and risk reduction. He may be [email protected].

STANDARDS

Z244 Standard

W
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Many workplaces must comply with the lock-out energy control (OSHA Subpart J

1910.147) standard because they havemachines that personnel need to access to

perform service and/or maintenance. Manyof these companies have had lockout programs in placefor many years. However, as a safety consultant that is

called on to review and provide safety programs, proce-dures and training, I see many defi-

ciencies as well as a consistent

misunderstanding of what exactly isrequired to achieve an effective over-all lockout program.

The basic elements that must be inplace to achieve compliance with thelockout standard are:

energy control procedures;protective materials and

hardware;periodic inspections;

training and communication.

ENERGY CONTROL PROCEDURES

Machine-specific energy controlprocedures must be developed for just about every piece

of equipment at a facility in which the unexpected ener-

gization or startup of the machines or equipment or

release of stored energy could cause injury to employees

while servicing and/or maintenance is performed, unless

that machine or equipment meets the following criteria:

cord and plug-connected equipment (handheld tools,

computers, printers, etc.), provided exclusive control is

maintained;

other equipment when all of the following are true of

a particular piece of equipment:

1) the machine or equipment has no potential for storedor residual energy or reaccumulation of stored energy aftershutdown, which could endanger employees;

2) the machine or equipment has a single energy

source that can be readily identified and isolated;

3) the isolation and locking out of that energy source

will completely deenergize and deactivate the machine

or equipment;

4) the machine or equipment is isolated from that ener-gy source and locked out during servicing or maintenance;

5) a single lockout device will achieve a locked-out

condition;

6) the lockout device is under the exclusive control of

8


the authorized employee performing the servicing ormaintenance;

7) The servicing or maintenance does not create hazards for other employees; and

8) The employer, in using this exception, has had noaccidents involving the unexpected activation or reenergization of the machine or equipment during servicing

maintenance.These energy control procedures must be developed

to include these fundamental areas:

a specific statement of the procedures intended usespecific procedural steps for shutting down, isolatinblocking and securing machines or equipment to contr

hazardous energy;specific procedural steps for the placement, remova

and transfer of lockout devices or tagout devices and th

responsibility for them; andspecific requirements for testing a machine or equip-

ment to determine and verify the effectiveness of lockoudevices, tagout devices and other energy control measure

In my experience, the major elements missing from

most lockout procedures are the transfer of lockout pro

vision as well as good methodologies to properly verify

the effectiveness of lockout and to verify that no residuenergy (steam pressure remaining in lines, rotational

energy, gravity, air pressure) still remains in the system

Information within the procedures must tell the mainte

nance person how to ensure that all energy has been

released, removed, bled off, secured or otherwise ren-

dered safe.

Additionally, many times when we review programs

that are already in place or are called on to develop pro

cedures for a client, the facilities equipment is forgotte

Rooftop units, air handlers, air compressors and simila

equipment are also required to have procedure coverag

under this standard.

Machine-specific lockout procedures are often not

developed for single-energy-source pieces of equipmen

but some single-source equipment has the potential to

still have stored or residual energy that could harm

someone. Under the eight criteria for lockout procedure

Item 1 states that if a potential exists for stored or resid

ual energy after locking out the disconnect, then a lock

out procedure is required.

A prime example of this would be an exhaust fanunit, which would have a local disconnect and therefor

single-source, exclusive control but would still have thepotential of the fan blades rotating long after the system

COMPLIANCE BY ANDREW W. JOHNSON, CSP

Lockout/Energy Control:

Helping to Fill the Gaps

As safety consult-

ants, it is importantthat we do our best

to ensure that wedo not let our

clients fall intothese common gaps

that exist in manylockout programs.


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program, procedures or persons understanding of these

items and to make the necessary corrections. Companiesoften look at this as a tattletale-type task and therefore ifthey do the inspections, the inspectors check all boxes asyes so they do not get their co-workers in trouble.When we are called upon to do a third-party audit, wefind a completely different picture. We must strive to getthe message across that this is not to find fault with aparticular person(s), but to find deficiencies or opportuni-ties for improvement within the overall program.

TRAINING & COMMUNICATIONTraining is an essential part of any safety program.

However, we often see that annual lockout training is

required as part of a companys lockout program. WhileI never discourage annual training, the problem we see isthat it is a rehashing of the OSHA standard and does not

meet the true nature of what is required.The 1910.147 regulation does not contain an annual

requirement for training. The annual requirement is forperiodic inspections. The requirement for retraining is as

follows:Retraining shall be provided for all authorized and

affected employees whenever there is a change in jobassignments, machines, equipment or processes thatpresent a new hazard or when there is a change in energy

control procedures.

Additional retraining shall also be conducted when

ever a periodic inspection reveals, or whenever the

employer has reason to believe, that there are deviation

from or inadequacies in the employees knowledge or

use of the energy control procedures.

The retraining shall reestablish employee proficien

and introduce new or revised control methods and procedures, as necessary.

The trainings focus must be to look for the gaps,

deficiencies and changes in the program, procedures o

work practices and train to these items.

ELECTRICAL LOCKOUTAnother important item to consider as part of an

effective lockout program is not contained within the

1910.147 regulation but within the Subpart S regula-

tions. The Subpart S regulations contain specific traini

requirements for persons who are permitted to work

near energized parts. These persons are known as qual

fied persons.Many times when we talk to companies about their

energized work safety requirements, they tell us that theywork on everything deenergized and never open a paneldoor without first shutting off the power. In most cases,this is not reality; troubleshooting, voltage testing, takingamp draws, diagnostics on control boards and other tasksmust be done, and the system must be energized.

Even if the company were to argue that it does not d

these tasks, an electrical system is not considered elec

trically safe (meaning no electrical hazard is present)

until it has been minimally shut off, locked out and ver

fied to be deenergized (voltage test). Until all three of

these items (up to and including the first voltage test to

verify a deenergized condition) are completed, the sys-

tem is to be treated as energized and therefore a qualifi

person (one who has received special training on electr

cal hazards) is the only person who can enter these are

and perform that work and only while wearing the prop

er arc flash and shock PPE.

If work is to be performed on the electrical circuits,

qualified person must be the one to perform the lockou

for these tasks.

CONCLUSION

As safety consultants, it is important that we do ourbest to ensure that we do not let our clients fall into the

common gaps that exist in many lockout programs. We

need to make them aware of where deficiencies exist a

of opportunities for improvement.

Andrew W. Johnson, CSP, is a partner in Sotaris, LLP a safetycompliance assistance company in Beachwood, OH. Areas ofexperience include compliance assistance in the areas of lockouelectrical safety, fall protection, confined spaces and emergency

preparedness. Johnson has been a safety consultant for 15 yearand has been with Sotaris, LLP for the past seven years. He is

past president of ASSEs Northern Ohio Chapter and has servedin various roles within the chapter for the past 6 years.

10


The Subpart S regulationscontain specific trainingrequirements for persons

who are permitted to worknear energized parts. These

persons are known asqualified persons.


11/30

Complete Equity Markets, Inc.

ASSE and the Consultants Practice Specialty thank

Complete Equity Markets, Inc.

for Its sponsorship
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12/30

Todays multigenerational workforce requiresmanagement, safety and health professionals

and disability management specialists to be cre-ative in planning and implementing prevention

activities with regard to injury and illness.People in their 70s are working alongside those in their

teens, and it follows that workplace safety and healthmanagement systems cannot be one size fits all and

must answer the age-old question asked by all employ-ees, What is in it for me? This broad cross-section ofpeople requires the workplace to be viewed in a new

way: through a multigenerational lens.

The starting place is to under-stand the workplace, which is com-prised of at least five demographic

groups. The first is the SilentGeneration, born 1927 to 1945,the youngest of whom are in

their late 60s and 70s, who havedelayed retirement or returned to

the workforce.

Next is the largest demographic,

the Baby Boomers, which is typical-

ly split into two subgroups. The True Boomers, born

1946 to 1955, tend to be very hard workers with a

whatever it takes attitude, while the YoungerBoomers, born 1956 to 1964, often view that they did

not have the same opportunities as those who came

before them.

Generation X, born 1965 to 1980, is described as

wanting to work to live and may be juggling work/life

balance.

Generation Y (sometimes referred to as Millen-

nials), born 1981 to 1994, typically prefers a flexible

arrangement for working, believing that it should not

matter where or when the work gets done as long as it is

accomplished.

Such a mix of ages and experience further enriches

the ethnic and cultural diversity of the workplace. The

multigenerational workplace brings together valuable

institutional knowledge as well as new ideas, determina-

tion and great adaptability. From a safety and health per-

spective, risk assessment and prevention activities

require novel and flexible approaches in multigenera-

tional workplaces.The national debate over increasing the retirement age

suggests that the average and median ages of workerswill increase. Statistics in the aggregate indicate thatolder workers have a lower injury rate than their younger

counterparts. However, when older workers are injured,

12


they generally take longer to heal or may not recover,leading to a higher probability of becoming disabled. In

some cases, because of the nature of the illness or injurit may be difficult to determine if it is work-related or

lifestyle-related. Therefore, having robust rehabilitationdisability management and return-to-work programs fo

the multigenerational workforce is imperative.Increasingly, lifestyle factors, such as smoking and

obesity, may lead to occupational health issues. It is estmated that more than 61% of adults in the U.S. and 50of those in Europe are overweight or obese. In respons

employers must examine their health, safety and enviro

ment (HSE) equation in terms of culture, leadership, libility and expenses. H may be viewed as lessimportant than S and E, even though more workers

become disabled or even lose their lives due to healthissues than to safety and environmental incidents. ThusHSE factors must be taken together, emphasizing healt

and wellness to reduce risks of occupational and nonoccupational illness and injury, while also examining the

risks posed by safety and environment factors.

UNDERSTANDING HOWGENERATIONS VIEW RISK & SAFETY

When dealing with generational issues, some com-

mon attitudes are encountered. These are generalitiesthat, if allowed to influence ones thinking too much,

become stereotypes. Thus, it is important to recognize

that every group is comprised of individuals who have

unique abilities, attitudes and experiences. That said,

however, commonalities illustrate how perception

impacts risk and safety.

Consider a forklift operator, whom we will call FrankIn his mid-50s with decades of work experience, Frank iwell aware of OSHA standards. However, his attitude isthat he has been driving a forklift for most of his adult lifHis view of risk and prevention is built on his confidenceto get the job done with whatever it takes. Therefore, hbelieves he can skirt certain rules, such as not setting thebrake every time or not putting on his seatbelt just to trava short distance. The job has become so routine that Franviews it as low-risk. His work habits and practices, howeer, have actually increased the risks posed to Frank andothers in the workplace.

Now consider what happens if Frank, as a senior

forklift operator, should mentor or help train a newemployee. What are the chances that he could, eveninadvertently, model or teach and pass on to the young

generation these unsafe behaviors and practices?As this example shows, risks and hazards in the wor

SAFETY & HEALTH BY MICHAEL W. THOMPSON, CSP

Safety & HealthPrevention in the Multigenerational Workplace

Employers wouldagree that safety

education is a keypart of orientation

and training fornew employees.


13/3013


place do not change, but perceptions of them vary fromperson to person and from group to group. In other

words, they are viewed differently through multigenera-tional lenses. For younger workers, for whom thebiggest cause of unscheduled workplace absence

(excluding pregnancy) is injuries, the need to understand

how this group assesses risk is paramount.Employers need to take a comprehensive view oftheir occupational health, wellness and safety programs

to ensure that the language used and the way in whichmessages are disseminated allow them to reach the

widest cross-section of employees, says DebbieCromwell, chair of the Certification of DisabilityManagement Specialists Commission. Just as programs

need to be tailored to specific health risks present in theworkplace population, so should wellness, prevention

and safety initiatives appeal to the maximum number ofemployees across multiple generations.

SAFETY & HEALTH FROM DAY ONEThe challenge for many employers is to help workers

embrace safety and health when they are new on the joband to retain that mindset throughout their careers.

Typically, this process starts with new job orientation,

education and training for employees to ensure that safe

work habits and behaviors are taught from day one.

E.ON U.S., which owns and operates three regulatedutilities in Kentucky and Virginia, emphasizes workplace

safety in training for all workers, particularly those who

are younger and lack experience with certain hazards.

As part of their orientation, they learn that safety is

the number one priority for our company and that

embracing that priority is essential to their success as anemployee, explains Ed Staton, director of transmission

for E.ON U.S. Safety is everyones job, and employees

are responsible and accountable for their own and their

co-workers safety.Employers would agree that safety education is a key

part of orientation and training for new employees.However, as safety professionals, we might also challengeourselves to engage future employees as well. As ASSEhas demonstrated in its initiatives, safety should be taughtto young children in school (see Safety Suitcasedesigned to educate 4th- through 6th-grade students aboutsafety) and to teens entering the workforce for the firsttime with a summer job (see What Teens Need to KnowBefore Going to Work). All of us need to support effortsto teach children what safety means and what safety pro-fessionals do to make the workplace safer. When theseyoung people embrace safety during the learning phase,they will carry this attitude with them into their adultyears. The result may very well be healthier and more pre-vention-conscious future employees.

MEETING THE NEEDS OF MATURE WORKERSGiven the large demographic of Baby Boomers, one

major consideration in the multigenerational workplace is

how the aging of the workforce impacts risk and safety.Our discussion here is not meant to be a comprehensivediscussion of all the hazards; rather the intention is to pro-vide a few examples that illustrate the need to assess risksthat are lifestyle-, workplace- and age-related.

Consider workplace signage. We know that federalDepartment of Transportation requirements have changed

and require states and municipalities to evaluate andchange the font size of street signs to accommodate thevisual capabilities of older drivers. The same approachshould be taken in the workplace to evaluate the readabili-ty of signs, warnings and instructions. If mill workers needto remove their nonprescription safety glasses to put onreading glasses to read instructions or a sign, they increasetheir risk of an eye injury from workplace activities. In-creasing font size on signs is a simple and low-cost solu-tion that keeps safety glasses in place.

Another safety consideration is lighting, generalworkplace and task-specific illumination. Older workers

typically need more light to perform tasks safely andefficiently. In addition to conducting ergonomic assess-ments at work stations, lighting should also be assessed.

In open-concept offices or cubicles, mature workersmay be distracted by ambient noise and background con-versations because the ability to concentrate typicallydecreases with age. One accommodation is to allowemployees to work from home. However, employeesneed to understand best practices that encourage andsupport safe and healthy work at home.

Another consideration is when mature workers beginto age out of physically demanding jobs. Although wemay associate this issue with manufacturing, one of the
http://www.asse.org/http://www.asse.org/newsroom/safetysuitcasehttp://www.asse.org/newsroom/safetysuitcasehttp://www.asse.org/newsroom/safetysuitcasehttp://www.asse.org/newsroom/safetytips/teensafetytips.phphttp://www.asse.org/newsroom/safetytips/teensafetytips.phphttp://www.asse.org/http://www.asse.org/newsroom/safetysuitcasehttp://www.asse.org/newsroom/safetysuitcasehttp://www.asse.org/newsroom/safetysuitcasehttp://www.asse.org/newsroom/safetytips/teensafetytips.phphttp://www.asse.org/newsroom/safetytips/teensafetytips.php


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biggest areas of concern is in healthcare. For example,nurses are expected to be able to lift and move patients.For nurses who are over the age of 45, and with theincreased prevalence of obesity among patients, theemphasis increasingly is placed on injury preventionthrough safe work habits and use of devices, such as

patient lifts. In addition, hospitals are looking at ways toreassign nurses to less physically demanding jobs inorder to retain their knowledge and expertise while pro-tecting these professionals from risk of injury.

At OhioHealth, registered nurses are educated about

ways in which they can continue their careers after theyare no longer able to handle their physical job demands,such as with tuition assistance and education vouchers to

learn new skills. We wanted them to be more proactivebefore they could no longer do their jobs, says Chris

Moranda, MA, LSW, CDMS, CCM, manager, disabilityservices, at OhioHealth.

Through the combined expertise of professionals in

the fields of safety, occupational health and disabilitymanagement, employers can find ways in which to allowvalued employees to stay on the job in productive, butless physically demanding jobs.

SAFETY & HEALTH:MULTIGENERATIONAL COMMON DENOMINATORS

Despite the generational differences observed and

studied, workers will generally agree that safety andhealth attitudes and behaviors represent lifestyle choice

that govern every task, behavior and interaction. In theworkplace, safety and health systems can only be effective if the generations know and accept the common

belief that it is risk-free to speak up and take ownership

If a risk of hazard exists, employees need to know thatraising this with their supervisor or manager is not onlyacceptableit is expected.

Safety is about people first. When a company has th

right people in place and they have been properly edu-

cated and trained, are competent and know their rights

safety becomes the cultural norm for all generations. It

has been stated that the only good jobs are safe jobs.

Safety and health are the common denominators impac

ing how people work and live in a prosperous and

dynamic society.

Michael W. Thompson, CSP, is a public member commissione

of the Certification of Disability Management Specialists Commission, the only nationally accredited organization that certifiedisability management specialists. He is the global HSE advisor

for BP Exploration and Production Information Technology andServices in Houston, TX. Thompson is a professional member of

ASSE, a past ASSE president (2007-08) and ASSEs 2010 SafetyProfessional of the Year.

14


All submissions should be sent [email protected] by July 1, 2011.Honoraria: Individual speakers (one to two

speakers per session) receive a full complimentaryconference registration. Group/panel presentersreceive a complimentary registration for the dayon which they speak and a reduced rate for thebalance of the conference. Travel, lodging andmeal expenses are the speakers responsibility.

Submissions: The subject line should readASSE 2012-[Sponsoring Practice Specialty andTopic Area]. Receiving sponsorship from your

practice specialty for submissions is a greatmembership benefit so please take advantageof it.

Presentation Description: Describe yourpresentation and specify expected learning out-comes for attendees. Indicate the session level.Levels are evaluated as follows:

Basic: 2 to 5 years of experience.Intermediate: 6 to 10 years of experience.Advanced: 10+ years of experience.Executive: Executive level for senior

management.

Maximum length is three pages.Biographical Data & References: For each

speaker, include name, address, education, cur-rent position, certifications, designations, quali-fications and relevant speaking experience. Listphone numbers for three references. List note-worthy publications from the past 3 years.Maximum length is three pages.

Brochure Description: Provide a briefdescription (less than 50 words) of the presenta-tion for inclusion in marketing materials.

Length of Presentation: 1 or 1 hour (toinclude 15 minutes for questions).

Multiple Submissions: Two proposalsmaximum per speaker. Complete a separateapplication form for each submission.

Acceptance: Notification of acceptance willbe mailed by the end of November.

Proceedings Paper: Speakers must submita paper based on their presentation for the pro-ceedings, which are provided to conferenceattendees. Details on preparing the proceedingspaper are provided upon selection.

Now Accepting Safety 2012 Speaker Proposals
http://www.cdms.org/http://www.cdms.org/http://www.cdms.org/http://www.cdms.org/http://www.asse.org/mailto:[email protected]://www.cdms.org/http://www.cdms.org/http://www.asse.org/mailto:[email protected]


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https://www.asse.org/cartpage.php?link=EZ690-PKG


16/30

One thing that separates top consultants from

the ordinary is their client management skills,

which include the ability to penetrate and forge a

genuine bond with key players within the client organi-

zation. Whether it is their planning, their sheer determin-

ation, the strength of their personalities, their hard work

or an infinite number of other possible combinations, the

result is that the client feels the consultant is a vital and

important element of their organization. Let us call this

type of consultant the key client manager.

The two attitude requirements for a key client manag-

er are:

1) Commitment. The client must feel the key client

manager truly understands his or her unique situation

and problems. This could range from

a major technical problem or organi-

zational problem to a political prob-

lem within the company. The key is

responsiveness. It is an attitude of

concern and commitmentjumpingin and being totally committed to

helping the client without hesitating

or making the client feel obligated.

2) Expertise. Key client managers must understand

the clients business as well as their own. For consultants

to develop the sort of relationship that results in repeat

business, rather than just one-off projects, they must pos-

sess an attitude of expertise. This requires you to stay

current with a certain amount of technology, market

trends and client issues along with SH&E expertise.

If you are willing to accept these prerequisites for trulybonding with your clients, following these next five criticalsteps will open up all sorts of opportunities and will affordentry into the clients inner circle of influence.

1) Counselor Approach. Your clients perception of

you is in direct proportion to your own approach. If you

view the client totally as a source of revenue, then your

job is to negotiate orders. In turn, the client will perceive

you and classify you as a supplier. The measure of your

worth will be in the price/performance ratio of your bid

or services as compared to your competitors.On the other hand, if you view your mission as a

problem-finder, problem-solver and profit-improver forthe client, you will in turn be viewed as a welcomed

16


member of their team. They will feel in need of yourexpertise, and your worth will be in direct relation to

your value and profit improvement to their organizationot in relation to the lowest bidder in the market.

2) Exposure. Very seldom do key client managers g

to the clients inner circle without some help along theway. Most often, in the early stages of their research,

they perform an excellent organizational analysis. Durithis process, they seek to identify certain people of sig-

nificance in the organization who would stand to benef

from their recommendations. These people are potentiachampions for your cause and must be sold on the idea

you recommend and on the need to help you get theproper exposure at all levels of their organization. The

development and nurturing of the proper champions mbe vital to your success. It is much easier to get an

appointment when the subordinates position you as

someone with whom the executive must meet.3) Collective Problem-Solving and

Implementation. Most successful key client managersposition themselves early in the relationship as resourcThey work with the client to develop the financial anal

sis and proper solutions, as well as implementation plato meet their needs. They then assist the client through

the implementation phase of the sale or service contracafter the order or commitment for professional services

has been received. In doing this, a bonding takes place

MANAGEMENT SKILLS BY MICHAEL REGA & ANNE-MARIE LENTON

Five Steps to Developing

Impenetrable BusinessRelationships

The key to sustain-ing your relation-

ship is ongoing

contact at all pointsin the organization.


17/30

all levels of the organization. In effect, the key clientmanager stays close with the customer through all phas-

es of the relationship, including the implementationphase. By doing this, the key client manager capitalizeson the opportunity to bond at all levels of the client

organization.

4) Confidentiality. Being welcomed into the innercircle conveys a special level of trust. For someone out-side the company to be elevated to this position indicates

they must have demonstrated that they can be trusted.Many times they will be given confidential data, market-

ing plans, business strategies or other pieces of importantinformation. The client must feel that this informationwill be held in strict confidence. Much like the doc-

tor/patient relationship, if the trust is not there, no rela-tionship exists.

5) Advisory. The last rung on the ladder is when theclient comes to you for advice. The best problem to

solve for the key client manager is the one s/he has iden-

tified, brought to managements attention and proceededto solve. This is achieved through introducing a newservice, product or idea for the organization or by sug-gesting a change in their processes.

These five steps will take you inside the clients innercircle, but sustaining that relationship is your new goal.

We live in a business environment where individualsmove in their careers frequently, so having a relationship

with only one person at the client organization can leaveyou vulnerable. The key to sustaining your relationship

is ongoing contact at all points in the organization. Youmust stay in touch with all levels and continue to lookfor problems to solve. The more you solve, the stronger

the bond. As a result, the more valuable you become tothe organization, the longer you will keep the key

account.

Michael E. Rega is executive vice president of the EclipticConsulting Group Inc., a multiindustry sales and managementadult education and skills development company. A certifiedspeaking professional, he may be reached at (727) 692-1911.

Anne-Marie Lenton is a consultant/speaker at EclipticConsulting Group Inc. She specializes in sustainable plan devel-opment and corporate social responsibility. She holds a B.A. withhonors from Warwick University and an M.S. in Management

from the University of South Florida. She may be reached at(727) 692-1911.

OSHA has revised its voluntary outreach trainingprogram requirements and procedures to improvethe quality of outreach classes and to ensure theintegrity of its authorized trainers.

Formerly known as program guidelines, the newprogram requirements will apply to all outreach train-ing programs, with separate procedures for each spe-cific program. The new requirements include a trainercode of conduct and a statement of compliance, whichrequires trainers to verify that the training they con-duct will be in accordance with the outreach trainingprogram requirements and procedures. Other programenhancements involve limiting classroom size to a max-imum of 40 students, limiting the use of translators tothose with safety and health experience and limitingthe amount of time spent on videos during the train-ing. Also, OSHA has imposed limits on outreach train-

ing conducted outside of the agencys jurisdiction andis allowing military members returning from overseasan additional 90 days from their return date to renewtheir trainer authorization.

OSHA is also requiring that trainers issue OSHAcourse completion cards to students within 90 days ofclass completion. Furthermore, trainers are nowrequired to provide the card directly to the student,allowing students to have proof of training completionto display at any jobsite and to help prevent organiza-tions from withholding the card from a worker. OSHAhas also added record requirements, imposed tougher

advertising restrictions and revised the rules for usingguest trainers.

These revisions will serve to tighten the program

controls to ensure that the best training is provided to

the worker participants, says Assistant Secretary of

Labor David Michaels. Trainer reliability will be

enhanced, and classes will focus more on fulfilling stu-

dents needs for safety and health training.

The content of the training classes has also beenchanged. All construction classes are required toinclude four hours on Focus Four Hazards. All 30-hourclasses must include 2 hours on Managing Safety andHealth. The new requirements and procedures alsointegrate recent requirements, which require trainingclasses to last a maximum of 7.5 hours per day andinclude a new 2-hour Introduction to OSHA trainingmodule.

The outreach training program, a voluntary partici-pation information resource, is part of OSHAsDirectorate of Training and Education. The programcomprises a national network of more than 17,000independent trainers who teach workers and employ-ers about OSHA, workers rights and how to identify,avoid and prevent workplace hazards. Ten- and 30-hour outreach classes are available for construction,general industry and maritime, and 15-hour classes areavailable for disaster site workers. Students who suc-cessfully complete classes receive completion cards.

OSHA Revisions StrengthenOutreach Training Program

17

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According to the Bureau of Labor Statistics

(BLS), the consulting industry is projected tobe the fastest-growing, with employmentincreasing 83% over the 2008-18 period, and

is one of the highest-paying.Job competition will remain keen; the most educated

and experienced workers will have the best job prospects.About 73% of workers have a bachelors or higher

degree.

NATURE OF THE INDUSTRYFirms that offer consulting services influence how

businesses, governments and institutions make decisions.

Often working behind the scenes, these firms offer tech-nical expertise, information, contacts and tools that

clients cannot provide themselves. They then work withtheir clients to provide a service or to solve a problem.

GOODS & SERVICESUsually, one of the resources that consulting firms

provide to clients is expertise in the form of knowledge,experience, special skills or creativity; another resource

is time or personnel that the client cannot spare. Clients

include large and small companies in the private sector;federal, state and local government agencies; institutions,

such as hospitals, universities, unions and nonprofitorganizations; and foreign governments or businesses.

The management, scientific and technical consulting

services industry is diverse. Almost anyone with expert-

ise in a given area can enter consulting. Scientific and

technical consulting firms provide technical advice relat-ing to almost all non-management organizational activi-

ties, including compliance with environmental and

workplace safety and health regulations, the application

of technology and the application of sciences, such as

biology, chemistry and physics.

INDUSTRY ORGANIZATIONLarger consulting firms usually provide expertise in a

variety of areas, whereas smaller consulting firms gener-

ally specialize in one area of consulting.One of the largest specialties in scientific and techni-

cal consulting services is environmental consulting serv-

ices. Environmental consulting firms identify andevaluate environmental problems, such as the presence

of water contaminants, and offer solutions, often afterinspecting the sites. Some firms in this segment of the

industry advise clients about controlling the emissions of

18


environmental pollutants, cleaning up contaminated sit

establishing a recycling program and complying withgovernment environmental laws and regulations.

For example, a real estate developer might hire anenvironmental con-

sulting firm to helpdesign and developproperty withoutdamaging naturalhabitats, such as wet-

lands. A manufactur-ing or utilities firmmight hire environ-mental consultants toassess whether the

firm is meeting gov-ernment emissionsstandards in order toavoid penalties

before governmentregulators inspect theproperty in question.Finally, many gov-

ernment agenciescontract work out toenvironmental con-sulting firms to assess environmental contamination in particular geographic area or to evaluate the costs andbenefits of new regulations.

Occupational safety consulting services firms provid

services similar to those offered by other private busi-nesses and some government agencies, identifying worplace safety hazards and ensuring that employers are incompliance with government worker safety regulationsSafety consulting firms might help plan a safe andhealthy environment for workers, identify hazardousmaterials or systems that may cause illness or injury,assess safety risks associated with machinery, investigaaccidents and assess the likelihood of lawsuits resultingfrom safety code violations.

For example, a manufacturing firm building a new

plant may seek the advice of a safety consulting firmabout how to build equipment and design the building

layout to increase workplace safety and reduce humanerror. Or a restaurant may look to a safety consultant to

develop occupational safety and health systems foremployees, such as slip-resistant floors and shoes. Som

safety consulting firms might specialize in a particular

CONSULTANT SERVICES

BLS Data on the

Consulting Industry


19/3019


type of hazardous material, while others might specializein a particular industry, such as construction, mining,

manufacturing, healthcare or food processing. As withenvironmental consulting firms, many government agen-cies contract out work to safety consulting firms for help

with safety engineering, technical projects and various

kinds of assessment.Security consulting, by contrast, seeks to ensure thesafety and security of an organizations physical and

human assets that may be threatened by natural orhuman-made disasters. Clients might hire security con-

sulting firms to assess a buildings security needs. Thefirms then may recommend protecting the building

against theft and

vandalism byinstalling security

cameras, hiringsecurity guards and

providing employee

background checks.Other security con-sultants study abuildings design

and recommendmeasures to protect

it from damage fromfires, tornadoes,

floods, earthquakesor acts of terrorism.

Security consult-ants may also rec-ommend emergency

evacuation proce-dures in the event

that such disastersoccur. Increasingly, clients are hiring security consulting

firms to protect their confidential computer recordsagainst hackers and viruses. Recently, government agen-

cies have hired security consulting firms to advise themon how to protect national monuments and the nationaltransportation, utility and defense infrastructureair-

ports, bridges, nuclear reactor plants, water treatmentplants and military barracksagainst terrorism.

Scientific and technical consulting firms also advise

on a diverse range of issues relating to the physical and

social sciencesissues having to do with agriculture,

biology, chemistry, economics, energy and physics.

Agricultural consulting firms might advise on different

farming techniques or machinery that increases agricul-

tural production. Economic consultants might develop

forecasting models and advise clients about the potential

for a recession or an increase in interest rates that could

affect business decisions. Energy consultants might

advise clients on how to reduce costs by implementing

energy-saving machinery. Finally, biological, chemical

and physics consultants might give theoretical or applied

expertise in those fields.

RECENT DEVELOPMENTSManagement, scientific and technical consulting has

grown rapidly over the past several decades, with busi-nesses increasingly using consulting services. Hiring

consultants is advantageous because these experts areexperienced and well trained, and they keep abreast of

the latest technologies, government regulations andmanagement and production techniques. In addition,consultants are cost-effective because they can be hired

temporarily and can perform their duties objectively, freeof the influence of company politics.

WORKING CONDITIONSHours

In 2008, nonsupervisory workers in the industry aver-aged 35.0 hours per week, slightly higher than the

national average of 33.6. However, many consultantsmust meet hurried deadlines, a requirement that fre-

quently entails working long hours in stressful environ-

ments. Consultants whose services are billed hourlyoften are under pressure to manage their time carefully.

Occasionally, weekend work also is necessary, depend-ing on the job performed.

WORK ENVIRONMENTWorking conditions in management, scientific and

technical consulting services are generally similar tothose of most office workers operating in a team envi-ronment. The work is rarely hazardous, with a few

exceptionsfor example, for environmental or safetyconsultants who inspect sites for contamination from

hazardous materials.

In addition, some projects might require many execu-tives and consultants to travel extensively or to live awayfrom home for extended periods. However, new technol-ogysuch as laptop computers, with remote access tothe firms computer server, and videoconferencingmachinesallow some consultants to work from homeor to conduct meetings with clients in different locations,reducing some of the need for business travel.

Most firms encourage employees to attend employer-paid time management classes. The classes teach partici-pants to reduce the stress sometimes associated withworking under strict time constraints. Also, with todayshectic lifestyle, many firms in this industry offer or pro-

vide health facilities or clubs that employees may use tomaintain good health.

EMPLOYMENTThe management, scientific and technical consulting

services industry had about one million wage and salaryworkers in 2008. Table 1, p. 20, depicts how employmentis distributed among the different segments of the industry.

The vast majority of establishments in the industry werefairly small, employing fewer than five workers. Self-employed individuals operated many of these small firms.Despite the prevalence of small firms and self-employedworkers, large firms tend to dominate the industry.


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Approximately 41% of jobs are found in establish-ments with 50 or more employees, and some of thelargest firms in the industry employ several thousandpeople.

Many individuals move into consulting after gainingexperience in their field by working in an industry in thatfield. As a result, the average age in the consulting indus-try is higher than in all industries. Table 2 shows that theconsulting industry has higher proportions of olderworkers and lower proportions of younger workers thanare present across all industries.

Although employees in this industry work in all parts

of the country, many workers are concentrated nearlarge urban centers.

OCCUPATIONS IN THE INDUSTRYMost management, scientific and technical consult

ing services are fairly specialized; still, the industry

comprises a variety of occupations (Table 3).Compared with other industries, the management,scientific and technical consulting services industry

has a relatively high proportion of highly educatedworkers. About 73% have a bachelors degree, com-

pared with 32% of workers throughout the economyAround 32% have a masters or higher degree, com-pared with 11% of workers throughout the economy

Certain jobs may have stringent entry requirements.Other positions can be attained only after many year

of related experience.In management, scientific and technical consulting

services, 62% of employment consists of workers in

management, business and financial operations occuptions and in professional and related occupations. Thesame occupational groups account for about 31% ofworkers across the entire economy. These groups ofworkers comprise a disproportionate share of jobs in tindustry because workers with education and experienin business management and workers with scientific,

engineering and other technical backgrounds conductmost of the consulting work in this industry.

PROFESSIONAL & RELATED OCCUPATIONSWorkers in professional and related occupations

are employed mainly in the scientific and technical

consulting portion of the industry. Many of theseworkers are engineers and scientists who use theirexpertise in consulting.

For example, environmental engineers and enviromental scientists and geoscientists are employed by

environmental consulting firms to evaluate environ-mental damage or to assess compliance with environ

mental laws and regulations. Other engineers, such aagricultural, biomedical, chemical, mining and geoloical, nuclear and petroleum engineers; and physical

and life scientists, such as agricultural and food scientists, biological scientists, chemists, materials scien-

tists, physicists and astronomers, are employed byconsulting firms specializing in their scientific disci-

plines. Architects and civil and industrial engineers aresometimes employed by safety and security consulting

firms to assess the construction of structures, such asbuildings and bridges, and to make recommendationsregarding reinforcing these structures against damage.

Other professional and related workers include econ

mists, market and survey researchers, lawyers and engi

neering technicians. Engineering technicians aid

engineers in research and development. Like engineers

these workers are found primarily in the business and

management consulting segments of the industry.

20


Table 1% Distribution of Employment

& Establishments inManagement, Scientific

& Technical Consulting ServicesBy Detailed Industry Sector, 2008

Table 2% Distribution of Employment

By Age Group, 2008


21/3021


OTHER OCCUPATIONSManagement, scientific and technical consulting servic-

es firms do not produce any goods. As a result, theyemploy relatively few services, sales and production work-ers, who, together with the remaining occupational groups,make up only about 14% of industry employment.

TRAINING & ADVANCEMENTTraining and advancement opportunities vary widely

within management, scientific and technical consultingservices firms, but most jobs in the industry are similar

in three respects. First, clients usually hire consultingfirms on the basis of the expertise of their staffs, so prop-er training of employees is vital to the success of the

firms. Second, although employers generally prefer a

bachelors or higher degree, most jobs also require exten-sive on-the-job training or related experience. Third,advancement opportunities are best for workers with the

highest levels of education.Most consulting specialties

provide a variety of differentways to enter the profession.

Whereas very few universities

or colleges offer formal pro-grams of study in manage-

ment consulting, many fieldsprovide a suitable background.

These fields include most

areas of business and manage-ment, such as marketing

and accounting, as well ascomputer and information

sciences, economics and

engineering. Also, manybusiness schools have con-

sulting clubs that offer expo-sure to consulting firms or

opportunities to provide con-

sulting services to businesses.Some schools offer programs

in logistics and safety that

relate directly to consultingjobs in those areas. Some

college graduates with abachelors or masters degree

and no previous work experi-ence are hired right out of

school by consulting firms

and go through extensive on-the-job training. The method

and extent of training canvary with the type of consult-

ing involved and the nature

of the firm. Some college stu-dents might have an advan-

tage over other candidates ifthey complete an internship

with a consulting firm during

their studies. Other workerswith related experience are

hired as consultants later intheir careers.

For example, former mili-tary or law enforcement

workers often work for secu-rity consulting firms.

Table 3Employment of Wage and

Salary Workers in Management,Scientific & Technical Consulting

Services By Occupation, 2008& Projected Change, 2008-18(employment in thousands)


22/30

Similarly, some government workers with experience in

enforcing regulations might join an environmental orsafety consulting firm. Consultants in scientific fields

often have a masters or doctoral degree, and some previ-ously have taught at colleges and universities.

Most consulting firms require their employees to pos-sess a variety of skills in addition to technical skills or

industry knowledge. To a large extent, a college degree is

only one desired qualification; workers must also possessproven analytical and problem-solving abilities, excellent

written and verbal communications skills, experience ina particular specialty, assertiveness and motivation,

strong attention to detail and a willingness to work longhours if necessary. Many consultants undergo training to

learn these and related skills, such as project manage-ment and building relationships with clients. Consultants

must also possess high ethical standards, because mostconsulting firms and clients will contact references andformer clients to ensure that the quality of their work

was of the highest standard.Management and leadership classes and seminars are

available throughout the U.S. Some classes and seminarsare hosted by volunteer senior executives and manage-

ment experts representing a variety of businesses andindustries. Many large firms invest much time andmoney in training programs, educating new hires in for-

mal classroom settings over several weeks or months,and some even have separate training facilities. Small

firms often combine formal and on-the-job training.

The Institute of Management Consultants USA, Inc.(IMC USA) offers a wide range of professional develop-

ment programs and resources, such as meetings, work-

shops, interest groups and national conferences, that can

be helpful for management consultants. IMC USA als

offers the certified management consultant (CMC) des

ignation to those who meet education and experience

requirements, as well as pass an interview and oral andwritten examinations. Management consultants with a

CMC designation must be recertified every 3 years.

Other areas of specialization, such as logistics and safty, also offer certification programs for professionals, buthese programs are not necessarily designed for consult-ants. Still, consultants might find it beneficial to receivedesignations from such programs as well. Although certcation is not mandatory for management consultants, itmay give a jobseeker a competitive advantage.

Without consulting experience, it can be difficult to

sustain a business as an independent management con-

sultant firm. As a result, most entry-level positions are

relatively large firms and often involve little responsibi

ty at the beginning. Striving for and displaying quality

work results in more responsibility. Most management

consulting firms have two entry-level positions: workewho hold bachelors degrees usually start as research

associates; those with graduate degrees generally begin

as consultants. Successful workers progress through th

ranks from research associate to consultant, manageme

consultant, senior consultant, junior partner and, after

many years, senior partner. However, in some firms, it

difficult for research associates to progress to the next

level without further education or certification. As a

result, many management consulting firms offer tuition

assistance, grants or reimbursement plans so that work

ers can attain an M.B.A. or other degree.

Almost all workers in management consulting servies receive on-the-job training; some have prior work

experience in a related field. Most managerial and supe

visory workers gain experience informally, overseeing

few workers or part of a project under the close superv

sion of a senior manager. Workers who advance to high

level managerial or supervisory jobs in management

services firms usually have an extensive educational

background. Less commonly, some large firms offer fo

mal management training.

The management, scientific and technical consulting

services industry offers excellent opportunities for self-

employment. Because capital requirements are low,

highly experienced workers can start their own busineses fairly easily and cheaply; indeed, every year, thou-

sands of workers in this industry go into business for

themselves. Some of these workers come from estab-

lished management, scientific and technical consulting

services firms, whereas others leave industry, govern-

ment or academic jobs to start their own businesses. St

others remain employed in their primary organizations

but have their own consulting jobs on the side.

OUTLOOKManagement, scientific and technical consulting ser

22



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ices is projected to be the fastest growing industry over

the next decade. However, because of the number of

people looking to work in this industry, competition for

jobs is expected to remain keen.

EMPLOYMENT CHANGE

Wage and salary employment in the management, sci-entific and technical consulting services industry is

expected to grow by 83% between 2008 and 2018. All

areas of consulting should experience strong growth.

Projected job growth can be attributed primarily to eco-nomic growth and to the continuing complexity of busi-ness. A growing number of businesses means increaseddemand for advice in all areas of business planning. Firmswill look to management consultants to draft businessplans and budgets, develop strategy and determine appro-priate salaries and benefits for employees.

The expansion of franchised restaurants and retail

stores will spur demand for marketing consultants to

determine the best locations and develop marketingplans. The expansion of business will also create oppor-

tunities for logistics consulting firms in order to link new

suppliers with producers and to get the finished goods to

consumers.

Finally, businesses will continue to need advice oncompliance with government workplace safety and envi-ronmental laws. Clients need consultants to keep them

up to date on the latest changes in legislation affectingtheir businesses, including changes to tax laws, to envi-

ronmental regulations and to policies affecting employeebenefits, healthcare and workplace safety. As a result,

firms specializing in human resources, environmentaland safety consulting should be in strong demand.

The increasing use of new technology and computersoftware is another major factor contributing to growthin all areas of consulting. Management consulting firmshelp clients implement new accounting and payroll soft-ware, whereas environmental and safety consulting firmsadvise clients on the use of computer technology inmonitoring harmful substances in the environment orworkplace. Consulting firms might also help design newcomputer systems or online distribution systems. One ofthe biggest areas upon which technology has had animpact is logistics consulting. The Internet has greatlyincreased the ability of businesses to link to and commu-nicate with their suppliers and customers, increasing pro-ductivity and decreasing costs. Technology-relatedconsulting projects have become so important that manytraditional consulting firms are now merging with or set-ting up joint ventures with technology companies so thateach firm has access to the others resources to serveclients better.

The trend toward outsourcing and mergers will also

create opportunities for consulting firms. To cut costs,

many firms are outsourcing administrative and humanresources functions to consultants specializing in these

services. This business strategy should provide opportu-

nities in human resources consulting for firms that man-

age their clients payroll systems and benefits programs.At the same time, increasing competition has led to more

business mergers, providing opportunities for consulting

firms to assist in the process. Also, as increasing num-bers of older business owners retire, consultants will be

used to assist in the liquidation, acquisition or restructur-ing of those businesses.

Globalization will continue to provide numerous oppor-tunities for consulting firms wishing to expand their servic-es or to help their clients expand into foreign markets.Consulting firms can advise clients on strategy, as well asforeign laws, regarding taxes, employment, worker safetyand the environment. The growth of international business-es will create numerous opportunitiesfor logistics consulting firms as busi-nesses seek to improve coordination inthe expanding network of suppliersand consumers.

An increasing emphasis on protect-ing a firms employees, facilities andinformation against deliberate acts ofsabotage will continue to createnumerous opportunities for securityconsultants. These consultants provideassistance on every aspect of security,from protecting against computerviruses to reinforcing buildings against bomb blasts.Logistics consulting firms are finding opportunities inhelping clients secure their supply chain against interrup-tions that might arise from terrorist acts, such as the dis-ruption of shipping or railroad facilities. Growing security

concerns, rising insurance costs and the increasing threatof lawsuits provide added incentives for businesses to pro-tect their employees welfare.

Growth in management, scientific and technical

consulting services might be hampered by increasingcompetition from nontraditional consulting firms, such

as investment banks, accounting firms, technology

firms and law firms. As consulting firms continue toexpand their services, they will be forced to compete

with a more diverse group of firms that provide similarservices.

Economic downturns can also have an adverse effect

on employment growth in consulting. As businesses are

forced to cut costs, consultants may be among the first

expenses that businesses eliminate. Furthermore, growth

in some consulting specialties, such as executive search

consulting, is directly tied to the health of the industries

in which they operate. However, some consulting firms

might experience growth during recessions: as firms look

to cut costs and remain competitive, they might seek the

advice of consultants on the best way to do so.

JOB PROSPECTSDespite the projected growth in the industry, there will

be keen competition for jobs because the prestigious and

The increasing use onew technology and

computer softwareis another major factor contributing togrowth in all areasof consulting.


24/30

independent nature of the work and the generous salaryand benefits generally attract more jobseekers than opeings every year. Individuals with the most education an

job experience will likely have the best job prospects.

EARNINGS

INDUSTRY EARNINGSManagement, scientific and technical consultingservices are one of the highest-paying industries. Nonsupervisory wage and salary workers in the industryaveraged $913 a week in 2008, compared with $608 fworkers throughout private industry. Median hourlywages in the largest occupations in management, scientific and technical consulting are shown in Table 4.

The data in the table do not reflect earnings for

self-employed workers, which often are high.

BENEFITS & UNION MEMBERSHIPBesides earning a straight salary, many workers

receive additional compensation, such as profit shar-ing, stock ownership or performance-based bonuses

In some firms, bonuses can constitute one-third ormore of annual pay.

Only about 1% of workers in management, scien-tific and technical consulting services belong to unio

or are covered by union contracts, compared with 14of workers in all industries combined.

24


Table 4Median Hourly Wages of the Largest

Occupations in Management,Scientific & Technical Consulting

Services, May 2008

ANSI Z358.1 states that eyewash stations should be tested,including flushed for 3 minutes, every week. OSHA applies thisstandard and issues citations based on this criteria. However,Cal-OSHA requires, by regulation, inspections only once amonth. Can you confirm that the requirement for state pro-grams to be at least as stringent as OSHA standards applies onlyto regulations, not to application of established safety stan-dards, such as ANSI Z358.1?

The rule of thumb is that a state-plan state must be equal orgreater than the federal rule. However, this is a legal questionof citation by reference of a national voluntary consensus stan-dard and how it impacts a state-plan state.

State programs need not be exactly the same as OSHA.When the state of California received its designation as a state-

plan state, the eyewash regulation was as it is today. Assumingthat a gap analysis was made between the federal regulationsand the California regulations, one would assume that no onesaw at the time a significant difference between the two.

The spirit and intent of the eyewash requirements (thatthey be tested to ensure that they work) was all that was com-pared. As federal enforcement has evolved, the inclusion ofthe ANSI standard may have merged into the OSHA enforce-ment model. California has been given exclusive jurisdiction toenforce its requirements. Stringent does not mean exactly likeor the same.

Anyone could file a complaint to the OSHA oversight organ-

ization and allege that dissimilarity exists between the two

standards, but s/he would need to show/demonstrate a mater-ial difference that would not protect a California worker and

that California workers would be subjected to grievous injury

as a result of the testing protocols. Less testing most likely

would not be recognized as less safe.

OSHAs rule is short. 1910.151(c) states:

Where the eyes or body of any person may be exposed to

injurious corrosive materials, suitable facilities for quick drench

ing or flushing of the eyes and body shall be provided within

the work area for immediate emergency use.

Only one citation was issued for the testing criteria by a

state pl

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