Please answer the highlighted parts - you can do it briefly in bullets to give me a general idea to put in my own words in paragraph form.

THANKS - I WILL GIVE A GREAT REVIEW

BACKGROUND: The organization (Joe's Sprockets) manufactures sprockets and widgets. The Veracco, USA location has been unionized for over 50 years. Their relationship with the Union is fairly strong, but there are a few rogue shop stewards who can be adversarial and a few managers who like to act quickly before thinking. The Union has typically worked well with Management (or at least tries to) when changes are necessary to remain competitive. Safety has always been a priority from a corporate standpoint and most of the other locations (Union and Non-Union) have really improved their OIR. The other locations average between 0 and 3 annually. Sadly, the Veracco location's OIR averages between 7 and 11! This is very high. Union and Management have not been pleased with Veracco's results, but have struggled with what to do in the past. The equipment is older and there have been quite a few product changes, specifically in the sprocket department. To fix these issues, the organization has taken the following steps to date: Taken a job satisfaction/readiness survey to see if the location is ready to initiate a behavior based safety program. The survey shows some level of concern regarding management commitment to safety, but is very positive regarding overall documentation of procedures, systems, and practices. Reviewed incident investigations to find there are a number of individuals who seem to be getting injured significantly more than others. Additionally, quite a few of those incidences were due to unsafe behaviors (lifting without assists, reaching into equipment, etc.). The same holds true for Workers' Compensation claims. The cost of workers' compensation has risen from $100,000/year to $150,000/year over the last two years. Case management is outsourced and the company has a very strong reputation. Reviewed disciplinary action relating to safety and found some serious issues regarding consistency of discipline (level of discipline and the choice to discipline) relating to safety violations, unacceptable safety behavior without consideration for co-workers' safety, and deliberate violations of company safe practice requirements. This poor safety trend has occurred for years in this particular location despite the location having a strong joint union-management safety committee, job hazard analysis, incident investigation process, and overall training systems. Both Management and the Union say they are committed to systems and practices, but have struggled with alignment regarding appropriate disciplinary practices when people when unsafe behaviors are involved. There is a list of critical safety rules, but it has not been updated or communicated consistently, other than through the Intranet and New Employee Orientation. The Plant Manager and the Operations Manager want to start disciplining individuals for safety violations immediately (tomorrow). They plan to take action where individuals violate a critical safety rule, where unsafe behavior leads to an incident, and where unsafe behavior is observed. They also have a strong belief in implementing Behavior Based Safety (BBS). Behavior Based Safety requires a lot of trust. For this reason while Union and Management employees are observing individuals, it is critical that no discipline occurs, just feedback. Organizations with BBS have really improved their safety results. If they are not performing an official observation, it is acceptable to discipline for unsafe behaviors observed. Safe Behavior IS performance after all! The Human Resources Manager has some significant concerns. Although he/she agrees with the Plant and Operations Manager, he/she believes there are a few steps that might be necessary prior to taking immediate action. Part I: Introduction/Background Summary - A brief itemization of key historic and descriptive elements to brief the uninformed observer about the case. Hints: Define OIR. What other metrics do OSHA and other organizations use to measure safety performance? Where and how often must certain metrics be published? What laws must be considered and adhered to when management commences taking disciplinary action in this case? Part II: Problem Identification Hints: Please list some of the concerns you, as the Human Resources Manager (as a Strategic Business Partner and Risk Manager) may have regarding Employee/Union Relations, Human Resources Systems and Practices, and Safety Systems and Practices. Part III: Researching Internal and External Factors Hint: What measures, internal/external might you consider when deciding the severity of the problem? Industry and Competitive Analysis SWOT Analysis of Company Situation Part IV: Analyze the Information . Hint: Based on the information provided so far, please list critical issues surrounding the case. What could happen if they are not considered? Please be very specific regarding why this is especially true when dealing with safety issues and Workers' Compensation. Describe what success looks like in this case. . Part V: Identifies Possible Solutions to the Problem Hint: . What possible recommendations could be considered to rectify key concerns while still achieving the same end result? Part VI: Recommendation and Rationale for Best Solution Hint: . Be specific regarding action steps, outcomes, and why you chose those action steps. Please select at least three different action steps. How might you, as the Human Resources Manager, integrate servant leadership, and your personal values, ethics and faith when working with the Plant Manager, the Operations Manager, and the Union in this case? What might you, as the Human Resources Manager, recommend regarding communications regarding the change of past practice (in person or in writing)? What would be the best way to prepare this communication? What consequences may need to be mitigated based on the solution selected? How can you measure/evaluate success