Briggs Equipment

John Goodpaster Is A Seasoned Safety Professional With 25 Years Of Experience Leading Organizations, Including 20 Years In Safety  Management. He Served As An Officer In The US Navy, Responsible For Maintaining Safety. Goodpaster Has Held Successful Roles As  An Environmental Health And Safety (EHS) Manager And An Area Safety And Health Manager For Multimillion-Dollar Companies.  Currently, He Works Directly For The Chief Operations Officer In Developing Strategic Plans To Improve The Profitability Of District Offices  By Reducing Injury Costs And Improving Productivity.

Before you assume the Director of  Environmental Health role, tell us about your  journey? 

I graduated from the United States Naval Academy and embarked  on a decade-long active duty journey, serving in various roles  and organizations. After transitioning to the reserves, I joined  a Michigan-based company as a Parts Distribution Manager.  However, my tenure coincided with the onset of Operation Iraqi  Freedom, leading to my mobilization back to active duty. 

Upon my return, I assumed the responsibility of establishing  a safety program. Over five years, my role involved spearheading  efforts to mitigate risks, reduce injuries, and foster a safety  culture within the organization. Subsequently, transitioning to  automobile industry in Denton and Garland, Texas, I encountered  multinational workforces, including refugees from Somalia and  Iraq. 

I have worked in the elevator industry and transitioned  from non-union to unionized environments, gaining valuable  experience in safety management and collaborative decisionmaking  with union representatives. Now, I am serving as the  Director of Environmental Health and Safety at Briggs. My  responsibilities include shifting the organizational mindset toward  safety as a core value, which has improved productivity, morale,  and overall organizational success. 

What are some of the prominent industry  challenges you’ve encountered while  interacting with clients and other leading  companies? 

The two biggest challenges in the industry are finding the right  people for the organization and effectively communicating with  the diverse workforce. Finding the right individuals who align  with the organizational culture and values is essential. Each  organization is unique, and it’s crucial to identify candidates who  possess the necessary skills and resonate with the company’s ethos.  Rushing through the hiring process often leads to mismatches and  high turnover rates, which further emphasizes the importance of  investing time and effort upfront. 

Moreover, navigating a multicultural, multilingual workforce  adds another layer of complexity. It is crucial to ensure that  training and communication methods are accessible and  understandable to all employees. This entails understanding our  workforce’s educational backgrounds, cultural nuances, and  linguistic abilities. Adapting our approaches to accommodate  diverse perspectives and learning styles fosters inclusivity and  promotes employee success. 

In today’s competitive hiring landscape, prioritizing quality  over quantity is key. While the influx of resumes may seem  abundant, discerning the right fit requires careful consideration. Being selective in our hiring practices pays dividends in the  long run, contributing to a cohesive and thriving organizational  environment. 

Can you highlight a recent program or  initiative that has positively addressed these  challenges? 

One significant example of our initiatives involves a comprehensive  overhaul of the new hire process, which we began implementing  in July last year. This transformation has been in the works for a  couple of years, as we meticulously addressed various aspects,  including HR requirements, accounting procedures, employee  handbooks, codes of conduct, and safety protocols— an area my  team focuses on extensively. 

Traditionally, many companies bombard new hires with a  barrage of information within the first week or even the first few  days, which often proves overwhelming and counterproductive.  Instead, we have adopted a more strategic approach. For instance,  in our safety component alone, we offer approximately nine  hours of educational content spread over three weeks, with  sessions lasting around 45 minutes each. This allows for better  absorption of information as individuals require time to process  and understand concepts before moving on to the next topic. 

At the culmination of these three weeks, new hires undergo  a knowledge assessment conducted by their supervisors. This  evaluation ensures comprehension and retention of crucial  safety procedures. We firmly believe that investing time upfront  in thorough training fosters safer work practices and mitigates  potential costly errors down the line. 

Moreover, we recognize the importance of ongoing support  and clarification. Hence, during the fourth week, we facilitate a  comprehensive one-day follow-up review session during which  new hires interact with subject matter experts from various  departments to address any lingering questions or concerns.  This proactive approach ensures that employees feel adequately  equipped and supported as they transition into their roles.

Looking ahead over the next 12 to 18 months,  what significant trends, best practices,  or technological advancements do you  foresee? 

The next 12 to 18 months will likely be marked by economic  uncertainty, particularly given the upcoming election year. Many  businesses, including ours, are cautious about making major  investments until the economic landscape becomes clearer. As a  result, there’s a trend of holding back on significant expenditures  and focusing on internal efficiency and process improvements. 

" It is crucial to  strategically plan for  the transition of retiring  employees, ensuring the  smooth transfer of their  knowledge to new hires   "

For instance, we recently implemented an operations  management software system and plan to stabilize its usage  within our organization. Additionally, we are evaluating internal  processes to identify areas for streamlining or enhancement. 

While large-scale investments may be on hold in terms of  technology, there’s still potential for leveraging cost-effective  solutions such as AI technology. Exploring AI applications that  can improve efficiency without significant financial outlay is an  area of interest for many leaders.

 In environmental health and safety, what  advice would you offer aspiring professionals  and business leaders like yourself? 

As leaders, it’s crucial to assess the current state of your  organization and identify areas that need adjustment. This could  involve evaluating your workforce, especially considering factors  like impending retirements. Many industries are experiencing  significant retirements, meaning valuable knowledge is exiting the  organization. 

As a leader, it’s essential to strategically plan for these  transitions by extracting knowledge from retiring team members  and ensuring that it is passed on to new hires. This may not  necessarily mean massive hiring sprees but focused efforts to retain  and transfer critical institutional knowledge. 

Now is an opportune time to focus on knowledge transfer,  particularly when organizations are not in rapid expansion mode. By  prioritizing this process, you can mitigate the risk of losing valuable  expertise and maintain continuity within your organization. 

For aspiring professionals, my advice would be to seek  opportunities for learning and growth within the current roles. Take  advantage of mentorship programs, seek additional training or  certifications, and actively engage in knowledge-sharing initiatives  within your organization.