Far too many people see safety as “those rules that slow down the job.” If someone told you that technical skills such as making a proper bend in tubing, stripping conductors without nicking them, or correctly making a bolted connection slow down the job, would you take that person seriously? Would you even want that person working in your company?
When the discrete safety steps covered in NFPA 70E Chapter 1, Safety-Related Work Practices are integrated into the workflow, the illusion of slowing down the job goes away. One effect of this integration is it forces people to work methodically. Their efficiency rises, sometimes dramatically. Working methodically reduces mistakes, eliminates reinventing the wheel, and standardizes work so it can be accurately planned and properly staffed.
These benefits occur only as people become proficient in executing these practices. That proficiency does not occur by mere chance and does not happen quickly. You can’t simply put safety rules in a book and give people a pep talk about what’s in there. That’s not how technical skills are taught, so why would anyone believe that’s a suitable way to teach safety skills?
It is not even remotely plausible that “dog and pony show” training for technical skills will produce electricians who do quality work. We think of apprenticeships and on-the-job training as necessary and highly beneficial because we can readily see the evidence in the finished work. It’s a big deal when someone earns that Journeyman’s license or Master Electrician license, partly because it takes so much work and dedication to get there.
What is often missing is the realization that safety is a skill set that takes work and dedication for the practitioner to go beyond the novice level. Ask a beginner how to correctly use a digital multimeter to verify deenergization, and you will likely see that person skip two steps that a seasoned pro will almost certainly perform.
In many companies, safety is integrated into the workflow (just as you see in NFPA 70E). In these companies, work and safety are not separate concepts with safety tacked on as an afterthought; it is a way of being.
In the more forward-thinking of these companies, safety procedures and safe working practices are also integrated into the technical training. When such companies also assign people to mentor other people (usually, but not always, junior to them) on the job, the training sticks. Any company that is struggling to establish a safety culture can turn that struggle into success by implementing the integration and mentoring strategies.
About the Author
Mark Lamendola
Mark is an expert in maintenance management, having racked up an impressive track record during his time working in the field. He also has extensive knowledge of, and practical expertise with, the National Electrical Code (NEC). Through his consulting business, he provides articles and training materials on electrical topics, specializing in making difficult subjects easy to understand and focusing on the practical aspects of electrical work.
Prior to starting his own business, Mark served as the Technical Editor on EC&M for six years, worked three years in nuclear maintenance, six years as a contract project engineer/project manager, three years as a systems engineer, and three years in plant maintenance management.
Mark earned an AAS degree from Rock Valley College, a BSEET from Columbia Pacific University, and an MBA from Lake Erie College. He’s also completed several related certifications over the years and even was formerly licensed as a Master Electrician. He is a Senior Member of the IEEE and past Chairman of the Kansas City Chapters of both the IEEE and the IEEE Computer Society. Mark also served as the program director for, a board member of, and webmaster of, the Midwest Chapter of the 7x24 Exchange. He has also held memberships with the following organizations: NETA, NFPA, International Association of Webmasters, and Institute of Certified Professional Managers.