PHRi MODULE 6

HEALTH SAFETY AND SECURITY

Professional in Human Resources – International (PHRi)

2016 Edition

© 2016 International Human Resource Certification Institute

Health, Safety and Security Section 6.1: Employee Health

6.1: Employee Health

This section covers the following information from the

Knowledge Base:

Behaviors: 01. Encourage employees to participate in health and wellness

programs (for example, exercise programs, health tests,
vaccinations, vision tests)

05. Promote a safe work environment

Skills & Knowledge: 05. Health and safety practices (for example, emergency evacuation
procedures, ergonomic evaluations, safety-related behaviors)

07. Programs to improve employee health and well-being

Source: HR Certification Institute

Module 6: Health, Safety and Security Section 6.1: Employee Health

Introduction
Human resource (HR) professionals deal with issues such as health workforce
information, research, planning and management. In recent years, there has been a
raised awareness of the critical role HR has in strengthening health system
performance and improving health outcomes. Human resources functions are
identified as one of the core building blocks of a health system. The World Health
Organization defines human resources in health as ―all people engaged in actions
whose primary intent is to enhance health‖ (World Health Organization 2006).

In global health, we are witnessing enormous advances in medicines and

technologies, yet there are also unprecedented reversals, incurable diseases,
widespread conditions and natural disasters. The shortages of skilled health care
workers and lack of access to care compound today’s problems.

In many organizations, HR is responsible for navigating health issues for

employees. While offerings and services may differ from country to country, this
section offers practices for health concerns and ways in which you can manage
this responsibility.

This section examines:

 Workplace health risks
 Promoting health and wellness programs

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Workplace Health Risks

Most workplace health risks are not obvious and can go undetected until a worker
needs to be hospitalized. Direct and indirect costs to the organization can be
considerable, including the following:
 Wages due employees for paid time lost
 Compensation (remuneration) for employees covering injured or disabled
employees
 Disability payments
 Increased health insurance costs
 Litigation costs and possible fines
 Costs associated with investigations
 Costs associated with recruiting and training replacements

You can reduce your organization’s health risks by understanding potential risks
and working with the leaders in your organization to identify preventive policies
and programs.

Infectious Diseases
Infectious diseases, also known as communicable diseases, are caused by
pathogenic microorganisms, such as bacteria, viruses, parasites or fungi; the
diseases can be spread directly or indirectly from one person to another.

An epidemic can take an economic toll through lost workforce productivity and
can strain health services. With many employees traveling internationally,
monitoring and controlling infectious diseases has become a crucial health issue.
Let’s look closely at four infectious diseases and discuss ways in which
organizations can reduce risks (see Figure 2-1):
 Influenza
 Hepatitis B

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 Malaria
 Acquired Immune Deficiency Syndrome (AIDS)

Disease Description

Influenza Influenza is a viral infection that affects mainly the nose,

throat, bronchi and, occasionally, lungs. Infection usually lasts
for about a week and is characterized by sudden onset of high
fever, aching muscles, headache and severe malaise,
nonproductive cough, sore throat and rhinitis.

Vaccination is the most effective way to prevent infection and

protect employees. Some organizations promote vaccinations
(World Health Organization 2009).

Hepatitis B Hepatitis B is a viral infection that attacks the liver and can
cause both acute and chronic disease. The virus is transmitted
through contact with the blood or other body fluids of an
infected person—not through casual contact.

About 2 billion people worldwide have been infected with the

virus, and about 350 million live with chronic infection. An
estimated 600,000 persons die each year due to the acute or
chronic consequences of hepatitis B.

Hepatitis B virus is an important health hazard for health

workers. Vaccination is the most effective way to prevent
infection (World Health Organization 2008).

Figure 2-1. Infectious Diseases (continued to next page)

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Disease Description

Malaria Malaria is a life-threatening disease caused by parasites that

are transmitted to people through the bites of infected
mosquitoes.

Most malaria cases and deaths occur in sub-Saharan Africa.

However, Asia, Latin America and, to a lesser extent, the
Middle East and parts of Europe are also affected. In 2008,
malaria was present in 108 countries and territories.

Nonimmune travelers from malaria-free areas are very

vulnerable to the disease when they get infected.

For individuals, personal protection against mosquito bites

represents the first line of defense for malaria prevention
(World Health Organization, Media Centre: Fact Sheet, no. 94
2010).

Figure 2-1. Infectious Diseases (continued to next page)

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Disease Description

AIDS AIDS (acquired immune deficiency syndrome or acquired

immunodeficiency syndrome) is a disease of the human
immune system caused by the human immunodeficiency virus
(HIV). AIDS is considered a pandemic.

AIDS is a concern to all countries and presents exceptional

challenges to countries such as Central and Southern Africa
and South and Southeast Asia.

Here are a few facts about this disease:

 As of 2009, it is estimated that there are 33.3 million
people worldwide living with HIV/AIDS.
 There are 2.6 million new HIV infections per year.
 1.8 million deaths annually are due to AIDS. (AVERT
2010)

The amount of people living with HIV/AIDS is staggering and

includes employees, family members on health care plans,
future hiring pools, customers, leaders and policy makers.
Illness or death in any of these groups can reduce performance
and increase costs for an organization (AVERT 2010).

Figure 2-1. Infectious Diseases (concluded)

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At the United Nations International Labour Conference (ILC) meeting

June 1-18, 2010, in Geneva, an international standard on HIV/AIDS in
the workplace was drafted.

It was decided that it was necessary to adopt an international labor

standard in order to increase the attention devoted to the subject, to
promote united action among the main actors on HIV/AIDS and to
increase the impact of the International Labour Organization (ILO) code
of practice on HIV/AIDS and the world of work (International Labour
Organization 2010).

Preventive Measures for Infectious Diseases

It is the responsibility of employers to educate their workforce regarding the risk

of and response to infectious diseases while maintaining the confidentiality of
affected employees.

Organizations can incorporate policies to prevent the exposure or spread of

diseases through several proactive measures:
 Closely monitor resources such as the World Health Organization for travel
alerts.
 Offer vaccination awareness programs as needed. Be sure international
assignees are appropriately vaccinated.
 Provide daily screenings for employees who may be exposed to infectious
diseases.
 Deny access to facilities for ten days for employees or visitors returning
from affected areas.
 Instruct employees to stay home if they are exhibiting symptoms such as
fevers or respiratory issues.
 Institute policies on cleaning work surfaces and areas regularly.
 Stagger breaks. Offer several lunch and break periods to reduce
overcrowding.

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 Communicate the importance of frequent hand washing and make

sanitizers with alcohol available throughout the workplace. (Dressler 2008)

World Health Organization Interactive Map

The World Health Organization (WHO) has several resources you can access to
help monitor disease outbreaks and other health issues across the globe. Figures
2-2, 2-3 and 2-4 describe some of the resources available on the WHO’s website
at http://www.who.int.

Figure 2-2. WHO Health Action in Crisis

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Figure 2-3. WHO Emergency Program Information

Figure 2-4. WHO Interactive Map

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Global Warming
You may be wondering, ―What does global warming have to do with HR?‖ Well,
when organizations offer concern for the health of the environment, they are
contributing to the well-being of their employees. This situation is especially true
for those workers who have to cope with increasing fuel prices and dense traffic
while commuting.

HR can help employees develop their competencies by advocating for their

continuing education on global warming and personal development. In addition,
HR professionals can work with all levels of the organization to take advantage of
their insights and find ways to reduce carbon dioxide emissions.

Environmental Health Hazards

Environmental hazards are situations that pose a threat to the surrounding
natural environment and adversely affect people's health. This term incorporates
topics like pollution, chemicals and radiation. Environmental hazards can be
categorized by the following:
 Chemical agents
 Physical agents
 Biological agents
 Natural disasters

Chemical Agents

The production and use of chemicals continue to grow worldwide. Many

chemicals can when properly used significantly contribute to the improvement of
our quality of life, health and well-being. But other chemicals are highly
hazardous and can negatively affect our health and environment when improperly
managed. The chemicals listed in Figure 2-5 are considered common workplace
chemical hazards.

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Figure 2-5. Chemicals of Public Health Concern (World Health Organization, Preventing
Disease through Healthy Environments: Action Is Needed on Chemicals of Major Public Health
Concern 2010)

Dust, fumes, gases, toxic materials, carcinogens and smoke are all ways in which
chemicals can directly affect humans. If your workforce is at risk, your
organization needs to take action. Let’s look more closely at the use of pesticides
and tactical ways in which an organization can reduce harmful risks.

Overview of Pesticides

Not all pesticides are safe. Impurities formed during the manufacture of a
pesticide or by interaction in unstable formulations can increase product toxicity
to humans and the environment.

Effects from pesticides can range from simple irritation of the skin and eyes to
more severe effects such as affecting the nervous system or causing reproductive
problems or cancer.

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If you are questioning the safety of pesticide exposure or use, be sure to research
associated risks.

In 2009, the Pesticide Data Sheets were prepared by the World Health
Organization (WHO) along with the Food and Agriculture Organization of the
United Nations (FAO) and give basic toxicological information on individual
pesticides.

The Pesticide Data Sheets can be accessed from the World Health
Organization’s website at http://www.who.int/ipcs/publications/pds/en/.

Physical Agents

In his book, The Manager’s Guide to Health & Safety at Work, Jeremy
Stranks identifies important physical agents and associated risks. Figure 2-6
provides several examples.

Physical Agent Associated Risks

 Heat stroke
Temperature  Heat cataracts

 Miner’s nystagmus
Lighting

 Radiation sickness

Radiation  Arc eye

 Burns

 Noise-induced hearing loss

Noise

 Vibration-induced white finger

Vibration

 Decompression sickness
Pressure

Figure 2-6. Physical Agents (continued to next page)

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Physical Agent Associated Risks

 Pneumoconiosis, including silicosis, coal

Dust worker’s pneumoconiosis, occupational asthma,

occupational cancers

 Writer’s cramp
Repetitive movements

 Beat elbow, beat knee, beat hand

Manual work

Figure 2-6. Physical Agents (concluded) (Stranks 2006)

Biological Agents

Biological agents have the ability to threaten human health in a variety of ways,
ranging from relatively allergic reactions to serious medical conditions, even
death. These organisms are present in nature and can be found in water, soil,
plants and animals. Biological agents are a potential danger because many
reproduce rapidly and require minimal resources for preservation. Figure 2-7
provides examples of biological agents and associated risks.

Biological Agent Associated Risks

Contact with infected Anthrax, Brucellosis, Glanders

animals

Contact with blood or Viral Hepatitis

blood products

Vegetable-borne infections Farmer’s Lung (aspergillosis)

Contact with rodents Leptospirosis

Figure 2-7. Biological Agents (Stranks 2006)

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Natural Disasters

The powerful earthquake that hit off the northeastern coast of Japan in March
2011 offered an unfortunate reminder that disaster awareness and emergency
preparedness is critical for organizations around the world.

The threats of natural disasters are often determined by geographic location and
populations at risk. Many resources are available that categorize and identify risk
profiles for specific regions. Figure 2-8 is taken from the Annual Disaster
Statistical Review 2009 and summarizes the number of natural disasters that
occurred by region from 2000 through 2009.

Figure 2-8. Number of Natural Disasters per Region (Vos, et al. 2010)

The Annual Disaster Statistical Review 2009 report may be accessed from the
following web link:
http://reliefweb.int/sites/reliefweb.int/files/resources/7C4BB2DD1D0F292AC125
774D004254C5-CRED_Jun2010.pdf

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Risk Assessment for Environmental Hazards

For HR, risk assessment is essential for planning purposes. Human health risk can
be mitigated by the level of preparedness or capacity of the community and
organization at risk. Figure 2-9 provides a calculation for evaluating proportional
risk levels.

Figure 2-9. Proportion of Risk (World Health Organization n.d.)

In the Employee Security section, we will discuss HR’s role with emergency
preparedness and response.

Promoting Health and Wellness

Programs
Performance Benefits
Research and evidence prove that wellness and health programs based on the
clinical practice of preventive medicine are able to achieve the following tangible
results:
 Greater employee engagement
 Organizational productivity
 Talent retention

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 Creativity and innovation

 Health care cost savings

According to Deborah Schroeder-Saulnier, Senior Vice President for Global

Solutions at Right Management, there are five top drivers for promoting health
and well-being at work. Figure 2-10 summarizes these key drivers from an
employee’s perspective.

Figure 2-10 (Schroeder-Saulnier 2010)

Cost Benefits
The trend toward increasing health and wellness programs coincides with growing
evidence that these programs are providing a return on investment (ROI) and
driving down costs. Organizations are recognizing that preventing illnesses is less
expensive than treating them and that they can help reduce costs by increasing
their program offerings.

Employee Wellness Programs

A wellness program consists of services offered by the employer to promote or
maintain good health rather than the correction of poor health. Most often
wellness programs target physical, mental and social well-being, which together

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are commonly referred to as the Health Triangle. Components of the Health

Triangle are illustrated in Figure 2-11 (World Health Organization 2006).

Figure 2-11. Health Triangle (World Health Organization 2006)

There are a number of ways you can incorporate wellness programs within your
organization.

Nutrition and Fitness Programs

There are many ways you can incorporate nutrition and fitness programs in the
workplace. Here are several ideas for workplace nutrition and fitness programs:
 If your building has stairs, you may suggest using the stairs instead of
taking the elevator.
 Try a Walk to Work Day for employees who live nearby.
 Suggest a lunchtime group walk.
 Bring in a fitness professional to help devise a program for the group
and/or individuals. Perhaps the fitness professional can measure progress
over a period of time.
 Subsidize memberships at a fitness club near the office.
 Offer yoga classes as a healthy, therapeutic and team-building form of
exercise.
 Provide storage for bicycles.
 Sponsor a company team or arrange regular activity nights.

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 Allow flexible working hours to let personnel fit in exercise time before or
after work.
 Provide handbooks for employees to find out more about the various
options open to them.
 Install showers in the office.
 Implement a fitness challenge to promote sustainable improvement.
(Natural Healthcare Canada n.d.)

Health Screenings

Workplace screenings offer employees a chance to test for overall health risks
while at work. Some of the more popular screenings include the following:
 Cholesterol screenings
 Glucose screenings
 Blood pressure screenings
 Body composition analysis
 Pulmonary function screenings
 Prostate cancer screenings
 Hepatitis vaccinations
 Vaccinations
 Tuberculosis skin tests
 Hearing
 Vision screenings

Vision Screenings

Let’s explore vision screenings in more detail and examine how a quick fifteen-
minute test can prevent blindness and other eye diseases.

An eye exam conducted by a licensed eye care professional can detect the early
signs of eye disease and uncover evidence of other diseases, including diabetes or
hypertension.

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Typically, the screener will ask for information about the employee’s medical
history, age and other questions to assess risk for eye problems. Next the screener
conducts the exam and checks problems seeing far and close and the ability to
focus. If a certified vision screener detects a possible problem, the screener will
advise you to make an appointment with an eye doctor for a full eye exam.

Considering that good eyesight and visual health leads to increased productivity at
work, the return on investment for this screening can be significant.

Considerations for Workplace Screenings

There are three major considerations for workplace screenings: safety, privacy
and budget.

Safety considerations: Screenings should be completed by qualified and licensed

personnel. This is critical because your employees need to know that the results
they are getting are accurate and reliable.

Privacy considerations: Screenings should follow the organization’s policies

regarding confidentiality of employee information. HR should have a full
understanding of what it will take to ensure privacy of employee information and
be able to address any concerns about privacy up front.

Budget considerations: Screenings can be very costly for an organization as well

as for the wellness budget. You may need to find alternative ways to supplement
paying for these tests. Employees may be willing to pay for all or a portion of the
testing, and they will recognize the convenience of onsite screenings.

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Health Education Programs

In his book, The Manager’s Guide Health & Safety at Work, Jeremy Stranks
concludes that:

―Health education programs are primarily concerned with the education of

employees toward a healthier lifestyle. It can also include the training of
management and employees in various health and safety at work, in health
working techniques and in the avoidance of health hazards, such as those
arising from manual handling and the use of hazardous substances.‖
(Stranks 2006)

By offering workplace education programs, organizations have an opportunity to

improve individuals’ health and influence their attitudes. The following provide
ideas for health education programs in the workplace:
 Nutrition education and resources
 Smoking cessation programs
 Eldercare education and resources
 Office ergonomics

Promotion and Participation for Health and Wellness Programs

The biggest challenge for making wellness programs work is getting employees to
participate. Often employees think involvement can get in the way of job
opportunities and even promotions. Employees may think, ―If I sign up for the
Heart Health seminar, my boss won’t think I have the stamina for a management
position.‖ Employees may also be discouraged to participate if they are fearful
that personal information will be made public.

To encourage participation, make it a policy to protect your worker's privacy.

Make sure signing up for health information is strictly confidential.

You may also think about offering incentives for participation, from decreasing
employees' co-pays to giving gifts and bonuses. Communicate that your
organization values good health and that good health can also reduce health care

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costs. Posters, social media platforms, e-mail, and meetings are several ways in
which you can promote nutrition and health initiatives.

Work/Life Balance Programs

The economy, environment, technology and societal demands have changed the
role of today’s employees and what they expect from their employers. While
work is still a necessity, there are expectations for personal satisfaction. One of
the ways to help employees achieve personal and professional goals is to offer
work/life balance programs.

Work/life balance is the ability to effectively manage time at work with

the time spent on leisure or with family members.

If you poll employees across organizations, you’ll likely find there is never a
complete balance between work and life because of conflicting responsibilities
and commitments. However, organizations that provide flexible and supportive
programs to assist employees find they can better maintain employee morale,
which directly ties to better productivity.

In some countries, legislation may impose guidelines for some work/life balance
programs. An example is child care programs. Some governments are setting the
policy framework for child care that meets diverse needs, including those of
workers and employers. Benefits of such programs can include the following:
 An increase in resources for child care
 Encouragement of partnerships and innovation
 Improved responsiveness to parents’ needs
 Support for woman’s labor force participation (International Labour
Organization 2011)

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Telecommuting

Flexible workplace options, such as telecommuting or teleworking, can greatly

expand HR’s opportunities for hiring the most talented candidates for a job,
regardless of their location.

Many organizations are concerned about productivity when employees work from
home, yet some studies show that employees can be more productive when
working remotely. With telecommuting, employees can avoid office distractions
and add to productivity hours without the commute.

Telecommuting doesn’t work for everyone, and certain employees perform better
in the well-structured office environment. For this reason, when hiring employees
who will work remotely, it is important to find candidates capable of creating
their own structure.

When supervisors cannot see employees, they may need to change their
management style. Agreeing on clear and structured goals can help manage the
relationship (Society for Human Resource Management 2011).

Flexible Schedules

There are many alternatives to a traditional workweek. Many of them have been
in practice for some time but are now being recognized as flexible or alternative.
Examples of flexible work hours are as follows.

Regular part-time work: An arrangement that provides both employee and

employer flexibility to achieve job-related tasks. Often, part-time employees do
not receive the same level of benefits as full-time workers, although this is
increasingly changing.

Temporary work: Traditionally, organizations used temporary workers on a

short-term basis to fill in when employees went on leave or for special staffing
needs. However, many organizations now use temporary arrangements to test

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employee’s productivity and fit within the organization before hiring or to meet
long-term staffing needs.

Compressed workweek. This type of workweek allows full-time employees to

work the required number of hours in fewer days than in a traditional workweek.
For example, instead of working eight hours a day for five days, you may work
ten hours a day for four days.

Compressed workweeks are more common in the health care, production and
manufacturing industries. Some employers offer compressed workweeks to
employees during the summer (Dressler 2008).

We will further explore flexible schedules in Section 6.2

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Practice Questions

Directions: Choose the best answer to each question.

1. Which of the following infectious diseases can be prevented through vaccination?

a. Malaria
b. AIDS
c. Hepatitis B
d. All infectious diseases

2. You interviewed a talented candidate for a full-time, in-house position at your

organization; however, this individual lives 100 miles away, making the situation
impractical. Which of the following would provide an option for this potential candidate?
a. Telecommuting
b. Regular part-time
c. Temporary work
d. On call

3. Which three components contribute to the overall health of an individual?

a. Physical, social, mental
b. Physical, emotional, attitude
c. Social, work satisfaction, mental
d. Work satisfaction, physical, fitness

4. Your manager is considering sponsoring a vision screening for all employees. Who should
conduct the screening?
a. A CPR-certified professional
b. Managers who have completed the necessary training
c. HR professional
d. Qualified and licensed professional

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Practice Question Answers

1. c
2. a
3. a
4. d

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 6.2: Employee Safety

This section covers the following information from the

Knowledge Base:

Behaviors: 03. Process claims from employees (for example, workers’

compensation, short-term or long-term disability benefits and
social security or social insurance)

04. Complete tasks for employees who are returning to work after a
long absence (for example, after giving birth, after an injury,
returning with medical issues)

05. Promote a safe work environment

Skills & Knowledge: 02. Policies and programs for paying workers who take a leave of
absence (for example, medical leave, maternity leave, injury
leave, or leave due to a death in the family)

03. Safety risks in the workplace (for example, violence, use of

drugs and alcohol, small spaces, dangerous materials, fires,
emergencies)
05. Health and safety practices (for example, emergency evacuation
procedures, ergonomic evaluations, safety-related behaviors)

06. Policies and procedures for investigating issues of health, safety

or security

Source: HR Certification Institute

Module 6: Health, Safety and Security Section 6.2: Employee Safety

Introduction
Workplace safety is no longer an advantage of working for a compassionate
employer. In today’s organization, safety policies are mandated and recognized by
employers as a way to sustain profitability, provide competitive advantages and
stay out of the courtroom. In fact, safety initiatives and events such as the World
Day for Safety and Health at Work sponsored by the International Labour
Organization (ILO) are becoming more widespread and demonstrate that our
cultures, communities and employers value the safety of our workers.

Since 2003, the ILO has observed on April 28 the World Day for Safety
and Health at Work, which promotes the prevention of accidents and
diseases at work, capitalizing on its traditional strengths of tripartism and
social dialogue.

Safety refers to freedom from hazard, risk or injury for employees on the job. As
discussed in Section 6-1, laws and regulations help create safety and health
standards, yet how an organization interprets and enforces those is often part of
HR’s responsibilities. In this section, we will explore safety risks, suggestions for
preventive measures and best practices for maintaining and managing a safe
workplace environment.

This section examines:

 Safety risks and prevention
 Accident investigation
 How to promote a safe culture
 Insurance and processing claims

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Safety Risks and Prevention

Safety risks for employees are never ending and can arise when an employee
stumbles on brick walking into an office or can occur thousands of miles away in
a foreign country. In the sections to follow, we will describe the following safety
risks and discuss ways in which HR can institute and support preventive
measures:
 Workplace accidents
 Road accidents
 Workplace violence
 Terrorism
 Kidnapping

Workplace Accidents
In 2010, thirty-three Chilean workers were trapped in a mine for sixty-nine days.
Fortunately, this catastrophe ended well, and all the miners were saved. As a
result of the incident, Chilean President Sebastian Pinera ordered an overhaul of
Chile’s mine safety regulations and a renewed call to shut down decrepit mines.

This miraculous incident has become a symbol of survival and also a reminder to
consider the safety of employees within our own workplace environments.
Catastrophes such as the one in Chile and accidents on a smaller scale can lead to
the demise of an organization and loss of life. Figure 3-1 categorizes influencing
risk factors for workplace accidents.

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Influencing
Description
Risk Factors

Internal Internal influences refer to the nature of the task, the work
influences group, management goals, organizational style, leader’s style
and experience, employee orientation and new or antiquated
machinery.

For example, an inexperienced supervisor may give

employees orders that could put them in unsafe situations.

External External influences include economic conditions,

influences composition of the labor force and the geographic location of
the organization.

External influences such as labor unions and governmental

regulations and requirements can have a positive influence
on the workplace.

For example, some laws may dictate required safety

clothing, equipment and training for certain tasks, such as
using power tools and slicing machines.

Human factors Human factors include employee attitudes, abilities,

motivation, skills, preferences and distractions.

For example, an employee who forgets to remove dangling

jewelry could become entangled in equipment.

Figure 3-1. Workplace Accidents’ Influences

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Classifying Accidents

Applicable laws, regulations and your organization’s policies will determine how
to classify accidents. For example, in some organizations, an accident can result
from unsafe acts or unsafe conditions or a combination of both. Figure 3-2
further compares unsafe acts verses unsafe conditions.

Figure 3-2. Unsafe Acts and Unsafe Conditions

By identifying the potential causes of incidents, the HR professional becomes

aware of factors that may need immediate attention if further incidents are to be
prevented. The more precise the professional is during the identification stage, the
better he or she can use the information to suggest necessary changes.

Musculoskeletal Disorders

Musculoskeletal disorders can result from unsafe acts or conditions at work.

Disorders can affect muscles, nerves, tendons, ligaments, joints, cartilage, blood
vessels and spinal disks. These diseases are the result of repetitive motion and are
one type of disease attributed to ergonomic problems. Some examples of
musculoskeletal disorders are listed below:
 Carpal tunnel syndrome
 Tendonitis
 Bursitis
 Ganglion cysts

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Musculoskeletal disorders can be mitigated by improved workplace design,

ergonomically designed equipment, frequent breaks, exercise programs,
job rotation and increases in job variety.

Ergonomics

Ergonomics is the proper design of the work environment to address the physical
demands experienced by employees. An ergonomist assesses three factors to
identify ways to reduce or eliminate accidents:
 Physiological factors such as lighting and ventilation
 Psychological factors such as fatigue and stress
 Engineering design such as layout and tools

The goal of an effective ergonomics program is to engineer risk factors out of

jobs.

Lower Back Strains

Lifting is an activity frequently done incorrectly, placing strain on the lower back
area and leading to potential workers’ compensation (remuneration) claims. Back
injuries are often painful and expensive cases, and to compound the problem, at
least half of the population will suffer from back pain during their working
careers.

An effective program to reduce and control back injuries can lead to a reduced
number of workers’ compensation claims as well as improve employee relations
and help reduce stress in the workplace.

Road Accidents
According to the European Transport Safety Council (ETSC), it is estimated that
in Europe six out of ten work-related fatalities result from road crashes, including
crashes while driving for work and while commuting to work.

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Module 6: Health, Safety and Security Section 6.2: Employee Safety

In response, ETSC’s PRAISE project, Preventing Road Accidents and Injuries

for the Safety of Employees, has been established to mobilize knowledge and
create work-related road safety programs.

The project aims to achieve the following:

 Advance the awareness of the need for work-related road safety
management
 Offer organizations ways in which they can incorporate safety standards
and programs

The PRAISE project is making a difference in how the workplace addresses road
safety. The PRAISE project suggests organizations identify risk factors before
instituting a safety program. The following considerations can help determine an
organization’s level of risk and also identify action needed to keep employees safe
on the road:
 Commuting mode: Employees may spend hours every day commuting to
and from work. Evaluate how employees commute to work and if there are
associated risk factors with cars, bicycles, ferries, walking, road conditions
and other considerations.
 Working hours: Working and commuting during darkness and early
morning can double the risks of accidents. Besides fatigue, drivers can
misinterpret road conditions due to the darkness.
 Traveling routes: Commuters and workers typically seek the quickest
traveling route that is not always the safest. This risk can be addressed by
providing information on safer alternatives.
 Operating skills and behaviors: Consider what skills and behaviors are
needed to safely operate vehicles. Safety education programs on topics
such as traffic rules, speed, mobile phone use, braking distances, impact of
weather conditions and preparing for long journeys can reduce the risks of
accidents. (European Transport Safety Council 2010)

For more information on the PRAISE project, please go to ETSC’s website:

http://www.etsc.eu/home.php.

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 Module 6: Health, Safety and Security Section 6.2: Employee Safety

Workplace Violence
Stressors often lead to workplace violence. In today’s organization, stressors may
include reductions in workforce, hiring moratoriums, salary reductions, increased
workloads and longer hours.

Violent acts can occur in all industries and are perpetrated by workers who bully
other workers, customers who write menacing notes or refuse to leave the office
or discharged workers who return to the office. Having a zero-tolerance policy for
threats, harassment, intimidation and weapons possession provides employers
with legal support for future terminations and helps employees understand the
unacceptable behavior and its consequences.

―Workplace violence includes but is not limited to intimidation, threats,

physical attacks, domestic violence or property damage and includes acts of
violence committed by employees, clients, customers, relatives, acquaintances
or strangers against employees in the workplace‖ (Muller 2009).

Workplace Violence in the Health Care Sector

According to the International Labour Organization (ILO), workplace violence is

an increasingly dangerous problem within the health care sector. This is a
disturbing finding considering these environments are intended to provide care for
those in need. Not only does violence compromise the safety of workers, but it
also imposes very significant costs on health services in terms of human and
financial resources.

An article published by the ILO states:

―Recommendations from country reports on how to address workplace

violence in the health sector reflect an approach that integrates
interventions at an organizational, societal and individual level, with a
clear focus on preventive action. Interventions should focus on (a) general
conditions in society and the legal framework; (b) normative interventions,

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 Module 6: Health, Safety and Security Section 6.2: Employee Safety

such as guidelines and management competencies; and (c) interventions at

the environmental and individual levels.‖

The article encourages the start of social dialogues and strategies that can promote
awareness and build understanding among health personnel and others. When
people are conscious about the magnitude of this problem, they are more likely to
participate in programs that can make health care environments a safer place to
work (International Labour Organization n.d.).

Domestic Violence

In the case of domestic violence or stalking, the potential liability for the
employer is often greater because the organization is usually unaware of the
conflict between the employee and the person intent on revenge. Once on notice,
the employer should take reasonable precautions to protect the employee and
coworkers.

HR’s Role in Preventing Workplace Violence

In addition to creating a healthy environment, HR can institute preventive

strategies against workplace violence and document these practices within the
organization’s policies. Some preventive strategies include the following listed in
Figure 3-3.

Strategy Actions to Take

 Institute cash-handling policies such as safes

Environmental
and carrying small amounts of money.
 Make high-risk areas visible to people and
install external lighting.
 Install security devices and systems for relevant
risk areas.

Figure 3-3. Strategies for Preventing Workplace Violence (continued to next page)

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 Module 6: Health, Safety and Security Section 6.2: Employee Safety

Strategy Actions to Take

 Publish and distribute a workplace violence

Administrative
policy.
 Establish a workplace violence reporting
system.
 Institute staffing patterns and practices during
the opening and closing of buildings and use
security professionals as appropriate.

 Train employees, including management, on

Behavioral
identifying risk factors for violent behaviors,
nonviolent responses and conflict resolution.
 Enforce workplace violence policies.

Figure 3-3. Strategies for Preventing Workplace Violence (Muller 2009)

HR’s Role in Responding to Workplace Violence

In the event of workplace violence, HR should respond quickly and in the best
interest of the safety of the employees. The first concern is to ensure the safety of
the employees and company property. Once the situation is under control, the
organization will need to review the situation to prevent a recurrence of violence
and to address the effect the violent act has had on company and employee
morale.

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Module 6: Health, Safety and Security Section 6.2: Employee Safety

Terrorism
Terrorism is the use of force or violence against persons or property in violation
of the criminal laws for purposes of intimidation, coercion, or ransom. There are
two types of terrorism:
 In-country terrorism involves groups or individuals whose terrorist
activities are without foreign direction.
 International terrorism involves groups or individuals whose terrorist
activities are foreign based or whose activities transcend national
boundaries.

Responses to terrorism should be part of the organization’s crisis management

and emergency response plans. With the increased visibility of terrorism,
governments have passed legislation and formed agencies targeting the unique
situations posed by terrorism. As an HR professional, you must continuously
monitor legislative proceedings with the goal of understanding how laws and
regulations impact the organization’s strategic goals. Identify governmental
organizations and agencies that provide support and expertise.

Kidnapping
Many business travelers are more careless about personal security than they are
about corporate security. As a result, terrorism and kidnapping have become a
major corporate concern, especially for executives. To prevent kidnapping,
executives should constantly be aware of their surroundings. If a risk exists for
family members, they should be appropriately advised.

Employers may take protective measures and retain crisis management teams. In
the event that a suspected kidnapping has occurred, the organization should
immediately establish contact with the appropriate government and law
enforcement agencies.

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 Module 6: Health, Safety and Security Section 6.2: Employee Safety

Crisis Management Teams

Organizations may retain crisis management teams to respond to critical incidents

such as kidnapping, extortion, terrorism or threats to harm property. The crisis
management team’s purpose is to assist with decision making, communications
flow and operational response capability. Crisis management teams provide the
following:
 A framework for a quick and effective response
 A description of roles, responsibilities and limitations
 Methods to assess the situation
 Cues regarding relevant issues they must handle in the first twenty-four to
forty-eight hours
 Communication process descriptions

Accident Investigations
If an actual accident occurs, the employer must act. An accident is an undesired
event that results in physical harm to a person or in damage to property. It is an
unwanted interruption of a desired course of action.

Whenever an accident occurs, an investigation should follow as soon as possible

to identify its cause and the steps that should be taken to prevent recurrence.
When investigating an accident, prioritize your action steps to prevent further
harm and to preserve any necessary evidence. Figure 3-4 identifies some of the
priorities that should be considered when investigating an accident.

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Module 6: Health, Safety and Security Section 6.2: Employee Safety

Priority Actions to Take

Priorities at the  Arrive safely and take  Care for the injured.
incident scene charge.  Protect others from
 Observe the overall scene injury.
for safety upon arrival  Remove onlookers
and evaluate the from the immediate
situation. area.

Secondary priorities  Protect the mishap scene.  Contact appropriate

at the incident scene  Keep management state and federal
informed. officials.

Preserving evidence  Control crowds and  Isolate

witnesses.
traffic.
 Erect barriers (if
 Take charge.
necessary or
 Take photos or make
appropriate).
sketches.

Gathering evidence  Gather samples of evidence  Identify photos and

(such as oil, glass, metal). sketches.
 Label samples.  Identify witnesses by
 Take measurements. name, address or other
means.

Figure 3-4. Prioritizing Accident Action Steps (continued to next page)

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Module 6: Health, Safety and Security Section 6.2: Employee Safety

Priority Actions to Take

Interviewing  Interview witnesses in a  Let witnesses tell the

quiet, neutral and
nonthreatening location.
 Tell witnesses the
purpose of the interview.
 Take down essential
information.
story in their own
terms; do not
interrupt.
 Take notes.
 Avoid leading
questions; be neutral
and use tact and
diplomacy.

Figure 3-4. Prioritizing Accident Action Steps (concluded)

The process for an investigation should go beyond the unsafe act or condition and
look at system and management errors. It is important to follow a disciplined
process such as the approach outlined in the following four steps:
1. Learn why the accident happened.
2. Make changes that will prevent a repeat accident.
3. Document findings according to policy and applicable laws.
4. Communicate with the employee.

The following sections provide more detail for each step.

1. Learn why the accident happened.

Learning why the accident occurred is essential and includes the investigation
itself, interviews and documenting your findings.

It is crucial to determine the physical and environmental conditions that

contributed to the accident. Poor lighting, poor ventilation and wet floors are
possible considerations at the scene.

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 Module 6: Health, Safety and Security Section 6.2: Employee Safety

One way to obtain an accurate view of the accident scene is with photographs or
videotapes. However, recognize these may be used against your organization in a
related civil or criminal litigation.

Another way to obtain information about the accident is to interview the injured
employee, his or her supervisor and witnesses to the accident. The interviewer
attempts to determine what happened and how the accident was caused. These
interviews may generate some suggestions on how to prevent similar accidents in
the future. Depending on the severity of the injury, such interviews may need to
be conducted by or at the direction of legal counsel to ensure that attorney-client
privilege and/or the work product doctrine protect them.

2. Complete the accident investigation report.

The accident investigation report forms should address the items required by
upper management and necessary authorities. Reports that contain subjective
impressions of management or counsel should be held confidential, and
distribution should be tightly controlled to preserve all possible legal privileges. A
separate report, limited to factual information, may be prepared where necessary
for use with employees, third parties or government agencies.

3. Make changes that will prevent a repeat accident.

Identifying why an accident occurred is useful, but identifying steps to prevent it

from occurring again is more important. As part of an investigation,
recommendations should be made on how the accident could have been prevented
and what changes could prevent further accidents.

4. Communicate with employees.

If an accident prevents an employee from immediately returning to work, the HR

professional should provide information to the employee regarding how medical
bills will be handled, what financial benefits the employee can expect to receive
and any other benefits offered to the employee under the company’s programs.

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 Module 6: Health, Safety and Security Section 6.2: Employee Safety

Follow-Up and Corrective Action

Once problems have been identified, specific individuals should be designated to

take responsibility for carrying out and monitoring any follow-up that is
necessary.

All corrective actions must be documented as to how the correction was made,
when it was made and by whom. If possible, proof of the correction should also
be documented; for example, a picture of a corrected guard rail could be included
in the documentation.

Extended Absence

If an accident prevents an employee from immediately returning to work, the HR

professional should provide information to the employee regarding how medical
bills will be handled, what financial benefits the employee can expect to receive
and any other benefits offered to the employee under the company’s programs.

In the case of a planned extended absence, options may vary according to

applicable laws and the organization’s policies. Part of HR’s role is to ensure that
the individual’s work responsibilities continue during this absence and that a
manager or an HR professional keeps in touch with the employee.

Promoting a Safe Culture

Once you know the risks that threaten the safety of your organization, you’re
better prepared to promote safety through suitable programs and with realistic
actions.

Management Support
HR professionals must gain senior management support for safety programs and
include management in the development, administration and evaluation of those
programs. Management policies can create a culture that either emphasizes safety

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 Module 6: Health, Safety and Security Section 6.2: Employee Safety

as an uncompromised goal for the workplace or, on the other extreme, tolerates
unsafe conditions or work practices.

Senior management’s commitment and involvement can be demonstrated in a

variety of ways as illustrated in Figure 3-5.

Figure 3-5. Management Support for a Safe Culture

HR and Line Management Support

Once a commitment is made to safety, planning efforts must be coordinated, with

duties assigned to line managers, including safety specialists and human resource
professionals. Naturally, these duties vary according to the size of the
organization and the industry. While it is impossible to suggest a single proper
mixture of responsibilities, the primary safety responsibilities in an organization
usually fall on managers and HR, as suggested in Figure 3-6.

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Module 6: Health, Safety and Security
HR
 Gain management support for
safety programs.
 Assist in coordinating safety
programs.
 Develop a safety reporting
system.
 Provide accident investigation
expertise.
 Provide technical expertise on
accident research and
prevention.
 Provide training for line
managers.
Figure 3-6. HR and Line Management Support for Safety
Section 6.2: Employee Safety
Line Management
 Show support of safety with actions
as well as with words.
 Monitor employees’ safety habits.
 Recognize hazards.
 Report accidents.
 Conduct follow-up actions to
prevent further accidents.
 Follow up with employees after
incident is reported.
 Accept ultimate responsibility for
the safety of employees.
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 Module 6: Health, Safety and Security Section 6.2: Employee Safety

Practice Questions

Directions: Choose the best answer to each question.

1. What is the goal of ergonomics?

a. To assess employees’ potential for musculoskeletal disorders
b. To treat musculoskeletal disorders
c. To engineer risk factors out of jobs
d. To design a workplace that promotes communication

2. In the event an employee is kidnapped, what is the first step an organization should
take in response?
a. The organization should immediately establish contact with the appropriate
government and law enforcement agencies.
b. The organization should contact the next of kin.
c. The organization should attempt to contact the kidnappers.
d. The organization should establish an action plan for next steps.

3. Who is best suited for setting safety goals, holding managers accountable for safety
and insisting on safety recordkeeping across the organization?
a. HR managers
b. Line managers
c. Senior managers
d. Employees

4. How can you ensure that an emergency preparedness plan is appropriate and
understood by employees?
a. Involve upper management in creating the plan
b. Test the plan
c. Keep the plan current
d. Have the plan reviewed by a third party

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 Module 6: Health, Safety and Security Section 6.2: Employee Safety

Practice Question Answers

1. c
2. b
3. c
4. b

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 6.3: Workplace Security

This section covers the following information from the

Knowledge Base:

Behaviors: 02. Track reports about injuries and crimes (for example, accidents,
theft, vandalism)

05. Promote a safe work environment

Skills & Knowledge: 04. Security risks in the workplace (for example, data or materials
theft, equipment theft, damage or destruction)

06. Policies and procedures for investigating issues of health, safety

or security

Source: HR Certification Institute

Module 6: Health, Safety and Security Section 6.3: Workplace Security

Introduction
The purpose for workplace security is to protect employees and the organization
from internal and external security risks. Workplace security risks vary depending
on an organization’s location, industry and its hours of operation. For some
organizations, securing technology and data present the biggest security risks,
while in other organizations theft and building access may be potential threats.

Human resource professionals are becoming increasingly responsible for many

workplace security matters, and their role can expand into the following
responsibilities:
 Working with leaders to establish a formal security function
 Hiring security professionals
 Establishing theft and fraud prevention policies
 Communicating and educating employees on security policies and
practices
 Including noncompete agreements and other types of clauses in
employment contracts for the protection of proprietary information and
intellectual property
 Developing crisis management and contingency plans
 Developing workplace violence prevention procedures
 Installing security systems
 Developing organization access procedures

Some organizations may have an in-house security function or may use a third-
party provider to assist in security measures. In either case, HR should determine
how its role can support workplace security and what actions it needs to take to
keep employees safe at work.

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Module 6: Health, Safety and Security Section 6.3: Workplace Security

This section examines the following areas:

 Security risks and prevention measures
 Creating security programs
 Internal investigation policies and procedures

Security Risks and Preventions

Security Risk Analysis
Organizations vary by size and type and the vulnerability of their property. The
degree of security needed is directly related to the loss control and risk-
containment requirements of the organization. Risk assessments should be used to
identify possible security issues and help organizations establish the appropriate
measures.

During a risk analysis, the organization looks at its security risk factors, also
known as vulnerabilities. These risks can be specific to the organization.
Examples may include computer viruses, union strikes or vandalism. Next, the
organization examines the probability of occurrence.

Once the probability of occurrence is determined, the organization can assess the
impact or cost if a loss were to occur, including the following:
 Cost to permanently replace lost or damaged assets
 Cost to temporarily replace lost or damaged assets
 Cost of related losses caused by the inability to carry on normal activities
 Cost of loss of investment income from short-term expenses incurred to
meet these costs

The risk level of a loss can be evaluated in terms of four levels of criticality:
 Level 1: Fatal to the organization
 Level 2: Very serious

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Module 6: Health, Safety and Security Section 6.3: Workplace Security

 Level 3: Moderately serious

 Level 4: Not serious or negligible

Assessing risk levels can help determine if the organization should invest in
security protection measures. Organizations usually look for the cost of protection
to be substantially less than the costs incurred without the protection. Figure 4-1
demonstrates a simple calculation used to determine whether investing in a
security guard and video surveillance is a financially good decision.

Figure 4-1. Comparison of Magnitude of Costs to Protection Costs

Workplace Security Risks

Security risks can be categorized as physical or nonphysical.

Physical security risks are possible dangers against tangible items such as
property, facilities, computer equipment, materials and even personnel. These
risks occur from unauthorized entry, trespass, damage, sabotage or other illegal
acts.

Nonphysical security risks are potential dangers against nontangible items such
as corporate data, consumer data, personnel data and intellectual property. There
are many ways in which these assets are threatened, and they are especially
vulnerable since many people have access.

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 Module 6: Health, Safety and Security Section 6.3: Workplace Security

Physical Security Risks and Preventions

Theft

Taking a pen here or there seems innocent enough; however, if your organization
has strict policies on using workplace materials for personal purposes, this small
infraction can be considered theft. Theft can be costly to organizations, especially
when theft expands into larger problems such as stealing computer equipment or
inflating expense reports.

The source of theft can be internal employees or external offenders. In either case,
HR plays a role in prevention.

HR’s Role in Preventing Fraud, Vandalism and Theft

From an HR perspective, there are a number of actions you can take to minimize
and prevent workplace theft, fraud and vandalism. Here are specific ways HR can
help minimize workplace offenses:
 Implement and support security measures. Security measures include
clearly identified and distributed policies and practices such as those listed
below:
o Track inventory through a system of checks and balances.
o Implement authorization controls to determine how financial
transactions are initiated, authorized, recorded and reviewed.
o Separate duties among employees for recording and processing
financial transactions (Buckhoff and Morris 2002).
 Establish hiring practices that include background checks. Complete a
thorough investigation and background check when hiring employees
(Evans 2010).
 Establish policies on theft and fraud. An effective policy should address
the most common forms of employee theft (Buckhoff and Morris 2002).
 Educate employees about fraud . Inform your employees about policies
and procedures related to theft and fraud (Evans 2010).

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 Module 6: Health, Safety and Security Section 6.3: Workplace Security

Financial Auditing

Each organization should consider hiring financial auditors to develop an ongoing

auditing program to test accounting and financial systems for theft and fraud.

Companies may consider using forensic accounting, which is a system that is

intended to detect and investigate fraud. Unlike traditional accounting, forensic
accounting avoids checklists and preconceived notions and procedures. Rather, it
takes aim at the indicators, or red flags, of fraud and other financial misdeeds. The
goal of forensic accounting is to isolate documents and events that do not fit
within the normal course of business.

Nonphysical Security Risks and Preventions

Data Security

As companies around the world trend toward wireless networking and the use of
smart phones, like Blackberries or iPhones, appropriate security methods must be
considered. Information technology managers and systems specialists already face
enormous challenges in providing security for Windows and Mac computer
environments. Now factor in the various mobile devices, and the potential for risk
escalates.

The issue of data security for HR professionals involves two relevant areas:
 Protecting organization-wide information such as client lists and databases
 Protecting personnel files and data

Both of these issues are at risk if appropriate safeguards and practices are not in
place. Figure 4-2 lists the technology-related components, potential risks and
influences these risks can have on an organization.

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Module 6: Health, Safety and Security Section 6.3: Workplace Security

Component Potential Risk Influences

 Viruses  Can disrupt entire company.

Workstation
 Shared folders  Improper security can lead to
(PC)
 Hard drive compromised data.
 Passwords  Can be stolen and data retrieved.
 Flash drives  Common passwords (such as user
name) can be guessed and bypassed.

 Firewall  May not protect system or may be

Network
 E-mail overly restrictive.
 Access  Anyone can read or alter.
 Lack of user access audits can lead
to security breach.

 Viruses  Synchronizing email can lead to

Cellular
 Access viruses and increased exposure to
phones
private information.


 Tapes  Data can be extracted from physical

Database
 Patches access to tapes.
 Extracts  Failure to install current software can
leave security holes.
 Data extracts from interface programs
can be used to gather sensitive data.

 Controls  Employee-installed software on

Software
 Roles servers can cause problems.
 Lack of maintenance and testing can
give access to sensitive data to wrong
users.

Figure 4-2. Data and Technology Risks

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 Module 6: Health, Safety and Security Section 6.3: Workplace Security

Cyber Criminals

Cyber criminals have created a number of tactics to break into systems to get the
information they want. In some cases, the criminal is not looking for information
but simply the ability to hack into as many systems as possible.

Cyber criminals are hard to catch because many organizations report that their
systems were hacked long before the issues was realized. If your systems are not
properly guarded, it is easy for cyber criminals to access your systems. A risk
assessment can help determine your systems’ vulnerabilities.

Identity Fraud

Some of the most sensitive and private information about an individual, from
health records to financial data, is one reason why identity fraud is becoming
more prevalent in the workplace. Personnel files, benefits information and payroll
and tax records all typically reside in the HR department and can be an ideal
target for identity thieves. Coupled with computerized storage of records, the
frequency and severity of incidents of identity fraud in the workplace have
increased.

HR professionals can help safeguard against identify fraud through the following
measures:
 Monitor news and professional sources for fraudulent schemes.
 Implement basic practices to minimize identity fraud.
 Stay current on legislative and regulatory developments.

Another way to safeguard against fraud is to enforce policies regarding online

shopping at work. ISACA, previously known as the Information Systems Audit
and Control Association, is an association for information technology governance
with members in more than 160 countries. It found that ―using the company
email address as the contact for a purchase—a practice by nearly one-fourth of
those ISACA polled—can lead to security problems. It can open a computer

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 Module 6: Health, Safety and Security Section 6.3: Workplace Security

network to a variety of threats and productivity wasters such as spam, phishing

attacks and viruses.‖

For those organizations that allow online shopping from workplace systems,
ISACA advises, ―…those shopping online not to allow sites to save their
username or password, to use separate browser sessions for online shopping vs.
work-related browsing and to delete cookies from the computer after shopping.‖
(Society for Human Resource Management, Online Shopping Poses Threats to
Employers 2008)

Social Media Risks

Social media networks present another channel for risk. Social media are defined
as any web-based applications that allow people to share information to an entire
network. The network can be user controlled, like Facebook, or open, like
YouTube. Social media differ from e-mail and websites. Examples include
LinkedIn, Facebook, Twitter, Hyves, YouTube and various web logs, or blogs.

Users may forget that posting personal or company-related information through

social media can breach confidentiality policies. Be sure social media policies
clearly detail what is considered acceptable versus what is unacceptable.

Figure 4-4 summarizes the possible advantages and disadvantages with social
media from the Society for Human Resource Management.

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Module 6: Health, Safety and Security
Possible Advantages
 Facilitates open communication,
leading to enhanced information
discovery and delivery.
 Allows employees to discuss
ideas, post news, ask questions
and share links.
 Provides an opportunity to widen
business contacts.
 Targets a wide audience, making it
a useful and effective recruitment
tool.
 Improves business reputation and
client base with minimal use of
advertising.
 Expands market research,
implements marketing campaigns,
delivers communications and
directs interested people to
specific web sites.
Figure 4-4. Social Media Possible Advantages and Disadvantages
(Society for Human Resource Management 2010)
Section 6.3: Workplace Security
Possible Disadvantages
 Opens up the possibility for
hackers to commit fraud and
launch spam and virus attacks.
 Increases the risk of people falling
prey to online scams that seem
genuine, resulting in data or
identity theft.
 May result in negative comments
from employees about the
company or potential legal
consequences if employees use
these sites to view objectionable,
illicit or offensive material.
 Potentially results in lost
productivity, especially if
employees are busy updating
profiles, etc.
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 Module 6: Health, Safety and Security Section 6.3: Workplace Security

Data Security Standardization

Across the world, laws, regulations and guidelines are being enforced to protect
consumers and also employees. One example is the ISO/IEC 27000 series. This
information security standard was published by the International Organization for
Standardization (ISO) and by the International Electrotechnical Commission
(IEC) and entitled Information Technology - Security Techniques - Code of
Practice for Information Security Management.

This publication includes best practices such as establishing a risk assessment

process and determining controls that are appropriate for given circumstances.
The standards are broad enough to apply to organizations of all sizes, and
equivalent national standards have been adopted by many countries.

You can access detailed information on the ISO/IEC 27000 standards from
http://www.iso.org/iso/home.html.

In some countries, governments have instituted specific new laws on data

protection. In Germany, for example, states have ratified separate data privacy
laws protecting individuals from fraud and malicious use of their data.

As an HR professional, know the guiding laws and regulations as they apply to

your organization’s systems and data infrastructure.

HR’s Role in Protecting Data

Whether you’re protecting personnel files or client lists, HR must be involved in

ways to prevent data from falling into the wrong hands. Here are ten simple
guidelines HR can follow and enforce to safeguard critical data:
 Collect only the information that is needed.
 Create rules on how information is stored, accessed and transported.
 Grant access to sensitive data on an as-needed basis, and keep current
records of who has access to the data.
 Avoid accessing information in public places such as airports, buses,
Internet cafes or unsecured wireless networks.

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 Discard the data responsibly once the need for it has expired.
 Create a culture in which employees, including HR employees, understand
the importance of data security and abide by company policy.
 Educate employees on policies regarding secure data. For example, if
encrypting data will offer a more secure data environment, provide training
on this process.
 Ensure that laptop computers have current anti-virus subscriptions.
 Have an active personal firewall to protect laptops from clients’ networks.
 Use company laptop computers for business purposes only.
(Society for Human Resource Management, By Protecting Client Data,
Consultants Protect Themselves 2008)

Additionally, be sure to establish a relationship with the systems and technology

professionals in your organization. Rely on these professionals to identify
potential risks, to assist during training programs and to help you develop disaster
and contingency planning.

Protecting Portable Data and Equipment

When employees are traveling or working remotely, risks for stolen data and
equipment greatly increase. HR should work with systems and technology
professionals to establish procedures for storing sensitive data on laptops and for
using public wireless networks. Additionally, HR should set up best practices for
transporting equipment from location to location, especially at airports. It is often
best practice to carry a laptop onto an airplane rather than to check it with
luggage.

Intellectual Property

By talking to competitors, employees can jeopardize a valuable organizational

asset, intellectual property. They can also compromise the organization’s
competitive edge and future profits. In addition, current and former employees
may attempt to use trade secrets and other information for their own gain.

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Module 6: Health, Safety and Security Section 6.3: Workplace Security

The following suggestions are offered to help organizations prevent information

leaks:
 Identify what needs protecting.
 Create confidentiality and nondisclosure agreements to keep proprietary
information from being exploited by former owners or employees in
competing ventures or through sales to competitors.
 Have all employees promise to safeguard company secrets.
 Remind workers not to discuss company activities or display sensitive
company documents in public places.

A nondisclosure agreement (NDA), also known as a confidentiality

agreement, confidential disclosure agreement (CDA), proprietary
information agreement (PIA) or secrecy agreement, is a binding contract
between at least two groups that outlines confidential knowledge or
information that the groups agree to share and restrict with third parties.

The most important part of a nondisclosure agreement is defining the

confidential information. It is better to be inclusive and descriptive
without actually revealing the confidential information itself.

Organizations should also have processes in place for protecting intellectual

property through trademark, copyright and patent procedures. Give careful
thought to the types of information made available through the organization’s
Intranet and Internet sites.

Beyond these steps, management at all levels must exert a positive influence on
the protection of a company’s proprietary information. This positive influence
must come from the top, with a strong statement from the CEO or president
supporting a proprietary information policy. This policy should identify the types
of corporate proprietary information that are protected and the steps to be
followed in preserving confidentiality.

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 Module 6: Health, Safety and Security Section 6.3: Workplace Security

Practice Questions

Directions: Choose the best answer to each question.

1. An accounting method used to detect fraud by looking for business practices that may
not be part of the norm is called which of the following?
a. Forensic accounting
b. Financial accounting
c. Fraud accounting
d. Isolation accounting

2. Why are cyber criminals difficult to catch?

a. Many times cyber criminals begin the attack long before symptoms appear.
b. Cyber criminals are typically anonymous.
c. Many times cyber criminals change their attack strategy.
d. Often it is too expensive to investigate cyber criminal activities.

3. When investigating an accident, what should the investigator do when the reporter is
anonymous?
a. File the report until the reporter can be identified.
b. Make a good faith effort to substantiate the information.
c. Ask employees if they can help identify the reporter.
d. Take action only on facts based in the report.

4. Why do organizations incorporate command centers as part of their security programs?

a. To provide security personnel with a centralized location to review surveillance.
b. To provide executives a safe place to gather if they are directly threatened.
c. To provide communities with basic human needs such as food and water during a
natural disaster.
d. To provide a central source for communication and making decisions on behalf of
the organization during a crisis.

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 Module 6: Health, Safety and Security Section 6.3: Workplace Security

Practice Question Answers

1. a
2. a
3. b
4. d

Try the e-flashcards to check your knowledge of terminology.

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