2019 Training Survey

All open-ended respondent comments (unedited)

What is your greatest challenge regarding worker safety training? (Keeping workers interested, meeting the needs of all generations, etc.)

Unable to fund the bringing of outside resources into the fold of training.

Affordable training for all employees to a sufficient level

Retention of training material.

Quality training materials

Getting workers to utilize the things they are being trained on and to take the safety training seriously.

Getting executive/manager buy-in.

Keeping the training fresh to minimize boredom and improve employee engagement

Employee involvement due to retention

Getting Senior Leadership to approve funds to conduct training.

Good content that is applicable to the job.

Pulling the workers away from work duties for training. ex. rain days

Getting the support of the executive leadership team.

Available time for training. General growth and the amount of new employees.

Getting everyone to complete the training without constant supervision.

Getting some workers to buy in.

The time/cost it takes to meet training demands.

Scheduling time for workers to complete training

Meeting the goals to have all attend some sort of safety training.

Keeping up with the changing requirements

Finding time set aside from the daily routines to address specific safety topics


Trying to keep topics relevant to their job.

Getting time set aside by groups to attend or take training.

Keeping workers interested

Getting the managers to schedule employee training before it is a have to situation.

Dealing with bureaucracy and maintaining contracts, to enable better training. Convincing management on value of new training to offer diversity and keep interests up with staff.

Meeting the challenge of training older workers with younger workers.

Present pertinent information that is engaging.

Worker availability.

Project Manager buy in.

Getting training completed at 14 locations.

Keep interest - some annual required training becomes redundant.

Upper leadership buy in and commitment.

Remote locations

Keeping workers after you have spent several days training them and they decide they don't like the work and leave without any explanation.

Keeping training fresh

Meeting production

My challenge isn't the workers, but rather the so call leadership. getting approved to conduct training is taken as a burden and workers are told safety has cost them too much.

Been approved to bring employees to training is always questioned base on much each employee makes and how many hours would take for the training.

Management buy-in and employee engagement/follow through on policies and procedures

Getting employees to comply

Keeping the training fresh and interesting by demonstrating how the training impacts the workplace and their responsibility in the workplace.

Keeping the employee buy-in

Getting buy-in from my non-safety management

Getting learners engaged.

Speaking with all employees - at different sites.

Keeping workers interested

Rewards and Recognition - of participants....getting all of the generations to participate

Our facility runs 24/7 Sunday to Sunday; scheduling training to hit all of the employees is very challenging.

Maintaining positive without being overbearing

Providing content that is interesting, engaging and applicable.

Trying to change old ways.

Time constraints

Scheduling the time it takes to train people

Taking employees from their daily jobs in order to train them

Many employees do not take safety training seriously

Lack of accountability

Management support & participation.


The time it takes to get everyone together.

Having the time to do training on sites.

Keeping workers engaged in training.

Keeping workers interested,

Getting management to support a safety culture.

Keeping in fresh with updated content.

No buy in from management

Combining learning with entertaining ideas and keeping workers engaged. There are more than four walls in every room. We need to hit all the corners to be successful.

Having management approve time for training.

Due to the shortfall in budgeting, the greatest challenge is finding time to develop up-to-date in-house training covering topics that we can't afford to purchase but need to be covered.

Motivating workers to want more training

Putting what they learned in training into practice on the work site, finding training in Spanish and keeping workers interested in the training AND practice.

Keeping fresh ideas and challenging our employees.

Meeting needs of all workers

Keeping the material fresh and interesting. Time restrictions

Taking time from our production team to do specific training when needed.

Having them retain the information

Participation and attendance

Getting feedback from employees on safety training and getting their suggestions for training topics.

Obtaining adequate training time.

Getting upper management to invest the money and operations to invest the time.

Time constraints...they don’t want to spend the time

To have a safe work place, and keep everyone interested in the safety training.

Being consistent with training

Keeping workers interested.

First is Management buy-in. With that comes financial support to purchase products and training that will benefit the workers in their efforts.

Satisfying the needs of all workers across multiple job functions and locations

Keeping all workers safe


Getting buy-in from top level executives and some departments heads. If the top level is not interested, no one else is either. Most of the employees believe safety training is a waste of time because they don't want to be reminded of the consequences of some of their actions.

They think I am "making things up as I go along". I can show them chapter and verse of the State's code but they still don't want to go.

Working with internal partners to resolve difficult safety concerns. (i.e. GSA/Lessors/Internal Facility)

Finding the time to conduct training

  • Making safety relevant, current, and fun.
  • Applying affordable technologies that have proven successful in training personnel and keeping track of progress.
  • Keeping training records updated.

As a non-profit, we don't have enough people to develop and conduct safety education.

Keep them interested

Keeping training up-to-date

Turnover! Keeping up with the changing updates along with the diversity of our team members. Not only do I try to challenge them with new/updated information, presentation takes on many forms which is time consuming but essential. This includes working with a group who are illiterate.

Keeping it fresh and not boring, dealing with the "we've always done it that way" team member(s) and lacking the accessibility to updated avenues of presentation.

Engaging the worker

Keeping workers interested

Convincing management to spend money

Keeping topics fresh. Many employees have been through these trainings for years upon years. Finding different ways to train on the same topics is difficult.

Keeping workers interested.

Disinterested and lack of awareness (complacency)

Fulfilling the role of Training Department along side my role of EHS Department.

Finding relevant videos specific to electric utility work.

Making training content look fresh and engaging

Students having time

Making the content fresh and retentive.

Management backing

Staying compliant

Keeping the subject fresh for annual traingings.


Allocation of time. Construction deadlines versus training time

Management support overall. People tend to do as they want and we don't have a strong program in place to prevent poor behavior

Some of our older employees are not very computer savvy so Blended Learning instruction is more complicated than it should be.

Having everyone on the same page. I work with normal employees to police officers and not everyone agrees with my training topics.

  1. Balancing the economic cost of the need to meet legislated training with the desire to provide training beyond legislated requirements in a small to medium sized business.
  2. Keeping training relevant and having it presented in a way where those who have taken the training on more than one occasion still engage.

Keeping the training fresh-there's a lot of annual training.

Meeting the needs of all departments

Aging work force, complacency.

Keeping training universal for employees at 9 locations, spanning 5 states

Delivering content that is effective in multi cultural -- multi language format

Keeping workers interested get them in and get them out is the other thing

Scheduling around work hours (billable time).

Trying to train all shifts.


Finding material

Getting a schedule that works for all

Convincing employees the training is worthwhile.

Supervisor support

Building and maintaining a "hold myself accountable" organizational safety culture. To instill a mindset that each employee must have sufficient situational awareness to help their co-workers and themselves safe.

Keeping workers engaged

Fresh training annually


Cross generational issues

Keeping content fresh and engaging for workers. Finding time to complete all required training plus additional refreshers and reminders.

Getting timely scheduling of people.

In a non regulated place, keeping workers interested and following the rules.

Meeting the needs of multi-generational employees

Keeping things fresh.

New Workers with out regards to safety issue and learning new skills

To do things for their own safety and that of their families.

Adaptive education to fit multiple audiences

Keeping interest, changing up content but still getting message across.

Keeping workers interested, combatting complacency

Making it interesting to get buy in!

Getting buy in from upper management/funding.

Getting superintendents to supervise our subs.

Location for training

Bilingual employees

Keeping workers interested

Training for three different shifts

Workers understand that they need to take care of themselves and do the work always the safest way.

Site specific recurring training

Not having the capability to do other styles of training

Coaching employees and get them onto the Safety knowledge.

Having a comprehensive training program and being able to deliver it to all our employees.

Worker involvement.

Keeping workers engaged

Scheduling between all of the shifts

Training retention

Staying updated on changes to programs, policies and government regulations.

Spanish speaking employees and materials.

Time to get everyone off the job and in the training room.

Keeping workers interested

Finding fresh ways to present a dull topic.

Mixing it up and finding new content and new instructors each year.

Keeping workers interested,

Have them realize that it is for their own protection

All of the other required training that has to be completed on top of safety items.

Finding content relatable to our work.

During seminars keeping all employees interested, getting all to take this training more serious...not just a day out of the field.

This is not my role

Managerial support

Defending against complacency

The possibilities for augmented, virtual, and mixed reality are very promising but it is difficult and time consuming to develop our own, cost prohibitive to have it developed for us, and the commercially available content is not at the quality that we need.

Garnering their time to actually train them

Turnover of workers in an historically long-term employment industry


Getting training time due to production schedules.

Time, Owners, Money, Leadership, and Management.

Keeping executives engaged in the need for internal resources vs. outsourcing the training.

Getting buy-in from management

Retention. Keeping what has been learned fresh.

Client understanding and commitment do not

Pueblo of Zuni is an tribal organization in which most buildings, equipment are outdated, so having to deal with varies programs to either purchase or replace outdated equipment.

Meeting the needs of all generations


Being able to train all workers. Only supervisors are offered training.

Delivering course and deliverable contents to various participants in general industry and construction that required OSHA mandates.

Keeping the employees interested, languages

Finding the right product for our niche industry. Off the shelf products do not work for us, so we must develop training internally. This take a great deal of time to dev. and maintain.

Ensuring workers apply the training they receive in their daily routine. Ensuring supervisors and managers enforce the lessons learned in safety training.

Technical training that is not generic or incorrect.

Being able to assemble in on location

I work for a City Municipality...it's getting people want to attend and sign-up for live classroom training instead of online training for the same subjects.

Training all personnel.

Keeping workers interested

Securing funds to facilitate training and education.

Keeping them engaged

Meeting needs of all generations

Finding time to provide meaningful training can be a problem.

Workers inattentive to detail/complacency

Getting Executives to make safety training a priority

Keeping it interesting

Employee availability, turnover is an issue in the emerging skilled labor shortage. People are moving in the industry and training often walks out the door. Skills training suffers as a whole however training in values and culture is the real loss as this directly impacts worker engagement in the organizations safety culture.

Finding time for training while maintaining production

We have such a diverse group of units spread out over a very large section of the US. We also have locations only one person works in a remote area.

Leadership buy in

Keeping workers active and participating in the training

Making connection

Keeping training relevant and employees interested

Getting the support of management team

Getting the word out to the field staff. Supervisors must inform workers of hazards. I will stand in with the group and audit the information.

Having the production to run as normal as possible with the least cost. Last year we had 150.000 safety training hours conducted, around 15 hours per employee, it makes a severe impact. Lots of training are F2F.

Changing the safety culture. If management buys into placing safety first then the transition is minimal.

Retention and instituting programs that keeps everyone interested

Engaging employees, having materials to train, budget constraints

Keeping workers interested,

Meeting the needs of all generations

Managing the time to get workers to train with being busy and always needing more help.

Presenting useful information besides the standard training modules

  1. Getting employees to appear at scheduled training sessions.
  2. Getting employees to understand the seriousness of the training so that it sinks in.
  3. Reaching employees that work odd shifts and can not make scheduled trainings.

It's the same training over and over, so keeping workers interested

Corporate lack of commitment and direction on training delivery to staff. No commitment to teaching managers in leadership skills for management of operational safety.

Lean manpower status presents challenges to get training worked in after the initial hire process takes place.

Identifying the appropriate blend for the various generations.

Documenting the training done by employees in all venues held - classroom, online, in-the-field to ensure we have properly provided training timely.

College environment--gaining and maintaining interest is low-frequency groups.

Language barrier due to Hispanic labor force

Getting workers involved

Lack of resources

Make the material not another safety class

Getting management to approve continuing education opportunities for our safety managers/trainers.

Getting employees scheduled for training with the high production demands. getting the interest and buy in of the older employees so they don't corrupted the younger employees with bad attitudes.

Corporate buy in 100%

None. It is a part of or ESH metric.

Remote workforce, high turnover

Worker buy in/interest

Keeping employees engaged in the possibility of danger. Because we don't have accidents, folks start to feel like it can't happen to them.

Getting all employees together to take the training

Interest buy in

Trying to get a bilingual culture to understand what we are trying to train them on.

Keeping interest

Keeping them interested

Keeping the employees engaged

Keeping workers interested. Have to provide basically the same training every year and it's tough to come up with new ways to present it after 25 years

Total buy-in from all employees

Keeping training fresh.

Time off the floor



Keeping workers engaged


Interest and owner approv

Have zero accident

Having the time to do it.

To improve safety commitment, safety culture and safety behaviors

Liquid workforce

Keep learners engaged

One of our greatest challenges is getting the information to all the job sites and then getting the presenters to those sites.

Keeping employees motivated

Keeping employees fully trained when they may change positions within the company requiring additional training.

I have 8 languages to educate in. Material and content is difficult to translate ...

Low budget in safety and fire engineering

Insuring that all training is conducted in a timely fashion

Getting enough time allocated for Safety Training since it takes the employees away from billable hours.

Animal contact

Pressure to succeed. Speed over quality

Dealing with elected officials.

Fresh topics

Applicable topics

Easy for manager to deliver

Keeping younger workers interested

Behavioral safety

Keeping workers engaged.

Fresh material and approach

Keeping workers interested

Keeping the instructor to student ratio where attention to the individual student when needed is not disruptive.

Retaining knowledge.

Making sure employees retain what they learn or even pay attention to what they learn

Keeping them interested in safety as a regular part and not a special part of their work day and home life.

Employee attitude towards training. They have done the same training topics for 20+ years


Tracking completed training from delivery streams .

Interesting & relevant.

Worker engagement, involvement

Meeting the needs of all generations

It is hard to provide good content for beginners while still keeping veteran learners interested

Constant changing rules and regulations at all levels of government and getting it out to employees. The habit of employees/employers "I know what has to be done to stay safe" and establishing a learning level that will get the BEST POSSIBLE response from them when training is being offered. The posting of organizational safety rules and government rules.

Local management (inexperienced) owning all of the decisions relative to training and treating CFR requirements as discretionary.

Federal Entities not under Title 5 can hide from compliance requirements and oversight. Mine does.....

Making training convenient for employees and keeping content relevant.

Keeping the employees engaged and learning while staying compliant with OSHA / veriforce / all other regulations.

Corporate backing and understanding of what is required

Refreshing and awareness any time

Worker turnover that requires constant training for new people coming into the company. Keeping the attention of the new trainees.


What mistakes have you made regarding worker safety training? What lessons have you learned?

Showing too many videos. Need more hands on training: hear it, see it, do it.

Mistakes: Too many attendees in classroom setting, assumed effective/ease with e-learning, and assuming new generation of workers prefers training via technology.

Learning: Blend of traditional and non-traditional training methods may be most effective for retention. Not all subject matter experts make good trainers and good trainers do not always need to be subject matter experts.

Always take the time to give quality hands-on training

Keeping old presentations around too long.

That everyone can present safety training.

  1. Pushing Senior Leaders too hard.
  2. Not having a translator for all of the languages during training.
  3. Not being able to remove distractions during the training.
  4. Not being able to convince Senior Leaders to invest in the NSC.

Simpler is better, relate specifically to the job or role

Using the same training without updating the relevant numbers.

Initial training was too broad and did not reach everyone.

Not all trainers are equal and will read off a script. Just because 3 guys do it right does not mean the next 3 guys will do it right as well. It is just as important to train your trainers on how to conduct training (typically foremen on construction sites for us).

Made it to complicated, try to make if fun.

Add some humor to training.

Learned to test for comprehension.

Allowing those to continue to miss some sort of safety training. To work with supervisors to get this accomplished, as well as getting it on their permanent records.

The time spent with a person, some require more one-on-one time to cover all the topics needed.

To date I have not made any major mistakes but wish I were fluent in Spanish.

Give training at their level.

Too long of sessions.

Expecting management to stay at training.

Reading power points. I've learned to do as many hands on training exercises as possible, although this is limited due to the content.

The computer based training is not for everyone. It works well the employees in remote areas, but it much easier to do classroom based training in the metropolitan areas.

Not allowing enough hands on training. The workforce is constantly changing.

Budget with the owner and not lower level personnel.

EHS establishes the program and guidelines, not Project Managers who may choose a cheaper alternative which does not provide adequate training.

Give hard deadlines.

Repeat same videos - changed it up with U-Tubes and actual events discussed. Engage employees to participate as they are the pros doing the work.

Starting the safety training prior to giving them their drug and alcohol tests. In today's world there are many issues with drugs and alcohol. We learned to rule out the this issue first.

Not mixing it up. Too much of the same thing.

Scheduling is a challenge

Not been able to convince the owners the importance of leadership, training, regulations, and failing to provide the workers with the training available, because of the power to be.

The lessons I have learned are to be patient, and to teach employees while conducting field audits. constantly changing according to scenario at hand.

What motivates employees- assuming that I know instead of asking and then listening to what they say

It is an on going learning process and our training adapts to situations as needed

It is very hard to retain production employees' interest and attention if the training exceeds 60 minutes.

Mostly, directed at training methods. I am relatively new at Safety administration

Partnering with unqualified training contractors

Spent too much time trying to create procedures for company when there are plenty of similar generic products available.

We've learned that more is learned and retained in a classroom setting rather than an online course.

Keeping the content relevant to the actual processes used in our facility; LL was to review the annual refreshers before scheduling to update the material with changes and keep plant specifics up to date.

Many constituencies, not all can be accommodated.

Documentation and tracking is key.

Taking on a big crowd. I have learned to focus on one worker at a time to give them the full attention they need.

Not covering everything, not following up

Not following up enough on specific training

By not staying on top of it all. Actually attending a session to verify my people are getting the right training.

Blanket training for all does not work, especially for departments that do not perform the tasks being trained on.

Making a home run each time at bat is a heavy load to bear. If I can make a positive idea stick (base hit) with most of the crew, then I have accomplished something. Not sure what mistakes we have made. Always trying to make a lasting issue of the topics. Complacent behavior is not always easy to root out.

Not training enough. Must keep it up too stabilize safety culture.

Lessons Learned: Off the shelf compliance only oriented training doesn't fit and is too vague - the best training is that oriented towards your organization's requirements, regardless of what compliance requirements exist.

Strike while the iron is hot. Motivate, schedule, execute, practical exercises

Assumptions that safety training will enhance the worker's ability to overcome the need to "produce", be productive at any cost.

Thinking everyone is on the same level. Missed training and following up to confirm the training is being used.

Keeping their attention

Having too big of an audience. Employees seem to get distracted

We have made it too boring, need to get them involved.

Not using outside resources- trying to tackle in-house.

Relying too much on computer based training. Management not keen on site visits by safety director and safety consultant.

I am new to the position, but what I have learned is while I was an Operations Manager there are several things I was not aware of. So the mistake is not having enough basic knowledge. The lesson is to learn more and share as I go.

That it was important like they said it was

Having boring speakers. keep it interesting and fun so the employee don't get bored, show YouTube video's of safety (do's) and (don'ts).

Not doing job visits on a regular basis

Content is key. quantity and quality

Nothing more than two hours. Attendees loose interest.

Not stern during meetings when attendees get off track, learned to redirect and get back on track

I get upset and lose my temper with people who do not want to comply with the law - and some of them are former law enforcement.

I have learned to rely on PESH for underscoring the need for compliance to all managers and department heads.

Giving too much information in one session.

Trying to offer a one size fits all approach. Each service line has different needs.

Not keeping training slides up-to-date with industry standards

Mistakes I've made include; not asking enough questions, not enough personal training, allowing executives to undermine my safety decision knowing I was correct in my assessment.


  1. I reach out to the resources I know and continually strive to gain additional resources especially those knowledgeable in areas less familiar to me.
  2. Keep learning and training on a personal level. Include those areas of "construction" not within our scope of work building on those areas I am less familiar with.
  3. I won't back down again. Doing this could place team members in unsafe working conditions. Simply put, when presenting a safety priority to an executive I need to have my material in order and present it with knowledge and integrity.

Assuming first line supervisors will encourage workers to complete training.

Train first line supervisors to engage workers and their own training.

Trying to convince the boss by myself to spend money

Must keep workers interested.

Keep presentation short & sweet per GM.

Forgot to ask if there are any questions at end of training meeting.

One of my first time presenting a safety meeting, I had the wrong power point presentation file for a detailed safety meeting and it was not the updated version and it had formatting issues.

Death by powerpoint would be the biggest mistake. The solution, move the training from the classroom to the production floor, where possible.

Moving from seat of pants training to more formalized training with Training Goals, Training Objectives, and lesson plan.

The more content reviewers the better to catch errors in content before delivery.

Take the time to develop content before it is due for delivery.

I have learned to engage the workers during training so that the information is more interesting and retained longer.

Using technology efficiently. I had to learn training tools and methods in order to train. I had the training information, but had to learn how to use powerpoint video and webcasts.

Not having pass/fail quizzes at the conclusion of all instructor led training.

Not auditing third-party trainers to see that we got what we paid for.

Not keeping training relevant/fresh.

Trying to do too much by myself

Lessons Learned - If we provide lunch on the jobsite during the weekly Tool Box Talks, we have much higher Subcontractor participation.

Pushing out too much too fast. I have learned to create scheduled learning and to deploy during slow periods to ensure completion results.

Missing deadlines. Creating reminders prevents this.

Last minute training

Generational training for younger workers.

Not using multiple training methods. Not everyone learns the same way.

Too much information at once over loads the trainee and they do not retain enough information.

Don't take instructions for granted, need to see results/performance of training

Not having control of good documentation.

Overlook the simple things

make sure all are involved

Learned that you must pre-schedule safety training and then remain focused on providing the training on this schedule regardless of the crisis of the day.

Super4 support is lacking

"One size does not fit all" regarding safety training. In other words, customized training modules must augment general safety training to ensure full coverage of worker safety training content.

You get what you pay for-we had a fairly inexpensive online training platform and employees basically skipped the 'learning' part and went right to the test. They only needed 70% to pass.

Don’t use cartoons or slapstick humor

New hire training was not always first priority. New hires need to learn about our safety culture and philosophies on the first day to prevent accidents.

Having another company to come out and train. Try not to do as much ourselfs. too time consuming.

It is a mistake to make the meetings too long or not interesting.

I try to keep the meetings interesting and short in duration. Keep them short for interest retention and long enough to make sure the trainees learn something.

Videos too lengthy

Assuming that all workers understand the teaching method or the instructor ... ask questions - ask for more feed back and complete quality Observations f the employees work practices

Length of training events

Pre class measure of knowledge

Don't take short cuts. Use scenarios/examples to keep staff's interest.

Got complacent. We've really upped our safety outreach.

Leaving workers unattended during training resulted in chit chat & cell phone use.

Get workers involve will get them all work as Team and watch others.

Their fellowman keeper

Same old same old

Death by PowerPoint

Non-updated CBT

Not mistakes until now, but sometimes you can use providers to get free trainings, for example 3M, they have an awesome package of training if you buy products from them.

I spend too much time worrying about if thing is perfect vs letting good enough be good enough sometimes.

Teaching more than necessary for the tasks they will be doing and then having them leave in a matter of days or weeks.

Using only videos - doing all training at once

Time; too short too long. Depending on the course/scope of the training I have built them to be more appropriate and the delivery of content is practiced so it is the same.

Training employees who have been with company less then a year

A single style of training does not work for all employees.

Keep lessons shot and on point, they loose interest quick. Keep topics on things we work with and tasks we do all the time.

Attention span is not that long

Preaching does not work. Getting supervisors involved in presenting training seminars has been a good toolbox item.

Having Top Management buy in

Trying to complete training at staff meetings


Boring them into a coma.

Allowing them to disengage during a training session.

Lessons learned

Take breaks about every 45 minutes. Don't have them sit thru training directly after a meal break.

Maybe not in depth enough... need to keep it interesting to keep their attention

Taking on too much... Accepted that I was not only responsible.

We tried using consultants to provide compliance training but they did not tailor the training to our processes so the training was received only as "I have to take this." Our next approach was to develop our own eLearning modules that satisfied the compliance requirements and was better suited to our purposes but it was still lacking in generating excitement. Our last effort was to package training with a multi-faceted approach that includes outside providers, in-depth eLearning, instructor led, and microLearning. Associates are now more engaged and many of them look forward to new microLearning sessions coming out.

Keep them interested

Change up schemes and efforts....never do same exact thing more than necessary

Compliance is not a reason to train. Safety Training has to be personal.

Need more time

Due to high employee turnover rates, I was spending too much time on temp employee training only to see them leave right away. Cut back training to only what they absolutely needed to have.

Don't relay on Supervisors to take the Ball and run with it, In other words, do there job.

No sustaining it. Being hypocritical and teaching things (such as leadership) that we don't practice. We are a highly political driven organization and do not respect competency except when we want to make a good showing in the courtroom.

Not doing enough

Observation. You must go out with a mindset of seeing safety first.

Do not assume.

Many, but still learning

Planning ahead is critical

Speaking and training over thier heads

Not offering enough training to all.

No adjusting to student learning levels. Some students/employees have 30 years or experience and some have 3 days in the same class.

I don't know, its all a learning in process

Always involve all the stakeholders, including the front line worker. If the training does not make sense to them, or meet their needs, then it is useless. Involving those who must "do the safety task" ensures the best product and buy in.

NOt following ANSI Z490 to correctly verify learning and documentation. Following ANSI Z490 and planning ahead strategically with a training program rather than shotgun approach.

Not having a level of training that is acceptable for various levels of training. Giving the advanced class to the aclvanced worker.

We baby our employees too much and give them way too many options for training (hence why our classroom size is shrinking).

Do not cut corners.

To provide more customized content relative to their work surroundings

Traditional compliance training is not effective. People do not want to be told what to do, they want to understand why. Transitioning our program from training to education increased attendance and reduced injuries.

Employees retain more information when training is hands on.

Keep it fresh and revelant

What I have learned is that sending someone home for a day or two is effective in promoting compliance and discouraging unwanted behaviors.

Tailoring training to worker demographic

Not providing enough training

Too much lecture or book work is boring

We can be late to design certain safety training into the work ahead of time and at often, can operate in a reactive manner. The additional costs incurred (cultural and financial) often far outweigh a preemptive approach. This practice is not necessarily intentional but we are a service provider and the situation often arises when we are brought into a project at the execution stage. This often subjects us to a steep ramp-up in labor and associated training in order to meet the client needs. Workers can also be front-loaded (overloaded) with training in a short period which impacts effectiveness.

Stay away from computer based training as much as possible.

We learned that we need to use various types of media to reach the vast amount of employees.

Students don’t care how much you know until they know how much you care. Getting this message across to leadership has been difficult. I’ve learned to never give up trying because my fellow employees are worth it!!

Presenting the message too simply

Need to know audience

Takes a lot of time

My problem is not giving the supervisors a "big Thank You"

we all learn differently whether it is visual/power point training or hands-on so we need to keep that in mind.

Reduce the amount of classroom time and do more hands-on in regard to the subject matter

Not being up to date with all the updates, tracking training, have learned to not make promises that can't be fulfilled

Repetitive content, not relating to the specific job employees do

Waiting to long on refreshers. Now making things a greater priority.

Trying to make the training inspirational and not the standard.

Relying on technology during safety meetings. (Technology often fails at the worst of times.)

Trying to "go it alone". We are now having a consultant write our Safety Manual, and will conduct training on what the consultants recommend.

Thinking that everybody is willing to learn.

Expecting Walk the Talk.

Must schedule at a time the mental capacity of the worker will connect to the topic / information that is being provided.

Present information in small segments. Don't over-do-it.

Implementing online safety courses and NOT revisiting topics in-person to share with employees the impact they have on the organization.

When your at benchmark levels and trying to reduce IROR rates, it's a challenge to maintain this level.

I used to try and act like I knew the answers to everything, and that hurt my credibility. I learned I need to be okay with saying I don't know the answer. I'll go ask people in my network for help, get an answer, and then relay that answer back to my employees or students.

Make sure you know your training well to prevent miss leading your class.

The more hands-on the better.

Classes must have interactive content. Very small classes are not effective.

Not varying the safety training classes up. Showing the same training video and/or giving same information to workers in consecutive training sessions.

Not ensuring that the classroom training is followed up with worksite verification; making sure that they can apply the training to their individual responsibilities.

It is a top down system if they don't buy in the rest won't

Becoming complacent with existing training tools

Not known yet

WE used to use a PowerPoint based training, but now we use stations and each station is a different topic. It keeps the workers more engaged because a lot of it is hands-on.

Having technical issues. try to have someone available that can work on the equipment.

Not sure

Not training trainers

Not enough auditing.

Not pushed hard enough

Thinking everyone learns the same, so we now try to take many different approaches to convey messages

Time I spend in trying to save money

Making group of training

Too new to answer

Low assimilation of knowledge and lack of remembrance in computer-based trainings or through magisterial presentations.

Excellent remembrance in training based on interactive workshops and edutaiment

We used to train believing that the material would be understood by everyone we figured out that what the older employees vs the younger employees learned and how they learned were two completely different ways now we conduct training by various methods.

Not being proactive enough in some cases and not "dumbing down" certain types of training for certain individuals.

Too many to mention, the biggest is not providing training in language that is understandable

Other support

Making sure that the initial steps for every incident is followed and slowing down the immediate response that at times may seem appropriate but will cause significant injury or death if followed through to mission accomplishment.

We've learned that we must include Safety Training in employees' job performance requirements.

Remote site training to be carried out by site managers, must make sure they are competent to conduct training

Need to get information out before work begins or it wont get done.

Don't try to do too much in one training, but have more frequent training opportunities to address one topic at a time.

Off the shelf doesn’t always wor

Lack of awarenes

Some of the sessions get a bit long

Too many students to a single teacher - it was difficult to keep the entirety of the class engaged.

Not administering a quiz after training.

Using videos as a main training tool is not effective training. Not having a powerpoint to go over important topics.

Make sure training is visual and have hand outs for those that want them.

Believing that they actually don't think about safety from time to time - they do!

Not implemanting new techniques.

I cover too much of the nitty Gritty workers need to know the broader details.

Making sure everyone understood the content

Be more thorough

Rely on employee feedback

Trying to make the time/place convenient for everyone is a mistake. I have learned to require attendance and participation instead of request it.

Not training almost immediately when new rules are applied by government entities. That ALL level of employer/employee workers must be in tune with WHAT IS SAFETY and not just take for granted that everyone is current with what is our safety goals.

We have no more recurring safety training despite being maintenance technicians. OSHA will only act on immediate hazards when queried.

The OSHA 10 and especially the OSHA 30 hour are better suited to the classroom, instructor lead training. Everyone who takes those classes online dislikes the experience and finds it very tedious.

I have used computer based training as the sole training provider for our field training. I failed to meet regulations / compliance for OSHA training.

Rushing to customize content

Relied too much on CBT. Needs to be a combination of CBT and classroom.