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 decision-making 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.

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

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.

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.