So much of the conversations surrounding retention focus on salary and benefits. While those are important, there’s an equally crucial part of the equation that’s not being discussed: the vibes.
You might not be able to adequately describe it in words, but you can definitely feel it. If the vibes at a workplace are off, employees won’t want to go to work and put forth their best effort. Those personal feelings can contribute to the bottom line in the form of retention, morale, engagement, productivity and safety issues.
Fortunately, the flip side is also true.
Employers that prioritize employee well-being and job satisfaction can foster a thriving work environment where everyone feels valued, motivated and recognized. R. Wade Russell, senior HSE manager of Albany Engineered Composites (one of America’s Safest Companies of 2025) explains why organizations need to check their attitude if they want to be leaders and innovators in their respective fields.
Russell, MS, CSP, will be sharing his two decades of experience enhancing employee safety in CBRNE (chemical, biological, radiological, nuclear and explosive) settings, heavy industrial maintenance, oil and gas sectors, law enforcement, emergency medical services, and the U.S. Army at Safety Leadership Conference 2025, being held October 20-22 in Phoenix. More information, including registration, can be found at www.safetyleadershipconference.com. Below is a preview of what to expect from Russell’s presentation.
EHS Today: How can an employer’s attitude help with employee retention?
Russell: People come first. Many may be familiar with the safety, quality, cost, delivery and people (SQCDP) framework. This acronym should be PSQCD because, in today’s world, workers expect a different kind of treatment. To retain top talent, we must adopt a people-first attitude. Employers should make work both enjoyable and engaging while also being prepared to adapt to an increasingly diverse workforce.
Why or when does culture become a competitive advantage?
Culture provides a competitive advantage from the very first interaction job seekers have with a company, whether through the main website, the online career section, job descriptions or even on the first day of employment. People have walked out of orientation meetings because they “just didn’t feel it.” Leadership must recognize this before the job search begins.
How does an inclusive culture translate into a safer workplace?
A culture that embraces everyone contributes to safety by ensuring that people feel safe and accepted, which allows them to remain focused on their jobs and the tasks they perform. It is challenging to maintain focus and practice mindfulness when you are worried about fitting in.
Can you give some examples of how safety managers can show they value their employees?
Safety leaders need to be visible and communicate their safety vision to everyone. The entire facility should know who you are, what you stand for, and how you will help them stay safe. You can’t manage a safety program or lead safety initiatives from your office, regardless of how many people work for you.
Budgets are tight. Safety managers may not be able to give their safety team members a promotion or raise, assuming they have a team at all. In those instances, how can managers still help those members develop and grow their skills?
A true safety leader doesn’t need a budget to develop their team. While attending conferences, training courses, and seminars can be beneficial, a true safety leader has everything they need at their fingertips, drawn from their experience. Although it may require more effort, being creative in designing tasks and delegating responsibilities that challenge team members encourages them to seek out new information and take on more difficult tasks that enhance their critical thinking skills.
How is an investment in workplace safety an investment in a company’s future?
Investing in workplace safety is an investment in people. By investing in people, you are investing in a company’s future. Without talented workers, a company can only be good, not great. Promoting a culture of safety fosters adaptability and innovation. As workplaces evolve and face new challenges, having a commitment to safety ensures that employees are mentally and physically prepared to navigate changes effectively. This proactive approach enables the company to thrive at both the local and global level.
You have expertise in high-risk sectors. Does your retention philosophy change, or perhaps become more instrumental, in those hazardous operations?
While the core principles of retention apply universally in high-risk sectors, an organization's approach must prioritize fostering a culture of safety, ensuring open communication, offering tailored incentives, and developing comprehensive support systems to help employees feel safe, valued and connected to the organization. This ultimately results in higher retention rates and a safer workplace environment.
What’s something you hope attendees take away from your presentation at the Safety Leadership Conference?
I hope attendees recognize the importance of fostering a safety culture that goes beyond mere compliance. They must focus on people.
