DIRECTORS (TWO TO BE ELECTED)
Matthew Dahm, PhD, MPH, REHS
Supervisory Research Industrial
Hygienist, NIOSH
As a person who straddles the line between early-career professional (ECP) and mid-career, I can certainly sympathize with these feelings. I’ve been fortunate enough to take advantage of many of the opportunities that AIHA provides to continually improve myself as an occupational safety and health professional. I developed my leadership skills by attending the Future Leaders Institute. I learned about the latest technologies from exhibitors at AIHA Connect or from colleagues in the Nano and Advanced Materials Working Group. These are just a few of my examples, but there are many opportunities that AIHA provides. The one constant for me has been my mentors pointing me in a direction to find the information I need and giving me the nudge (more like a shove) to pursue it.
If I were elected, I would recommend exploring a program to better engage student and ECP members with their AIHA local sections. I would also assign them a temporary mentor to initiate an initial connection within AIHA. We are a strong but large organization, and at times can be intimidating to newer members (been there myself). The information and opportunities to grow in our profession are out there and available for all AIHA members. I think we just need to do a better job of pointing them out and giving that first nudge.
If I were elected, I would recommend exploring a program to better engage student and ECP members with their AIHA local sections. I would also assign them a temporary mentor to initiate an initial connection within AIHA. We are a strong but large organization, and at times can be intimidating to newer members (been there myself). The information and opportunities to grow in our profession are out there and available for all AIHA members. I think we just need to do a better job of pointing them out and giving that first nudge.
DIRECTORS (TWO TO BE ELECTED)
Chris Robertson, MSPH, CIH, CSP
President and CEO,
Technical Environmental Services Inc.
We must attract new talent to our industry. One way to attract candidates to our industry is to show them our purpose. Our industry is blessed with a built-in purpose: to protect people and the environment and/or to help people retire healthy. We need to continue to voice our succinct, simple message to potential candidates. Furthermore, we need to provide a path for non-traditional candidates. There are several IH potential candidates who are currently working in trades, such as operators, HVAC technicians, etc. These non-traditional IH candidates can and do make wonderful IH practitioners.
Regarding the accessibility of training, I believe we need more structure in the local sections. Webinars are great, but I think most people agree that we lose something when we teach or participate in webinars as opposed to face-to-face training. Our local sections operate independently with little guidance from AIHA. There is value in offering a structured approach from AIHA—for instance, slide formatting, monthly messaging, meeting topics, etc. In my experience, if we offer great local section meetings with meaningful topics and we can get the message consistently to the greater EHS population, then meeting attendance will increase and education will be more accessible.
DIRECTORS (TWO TO BE ELECTED)
Bradley Rodgers, MS, MBA, CIH, CSP
Industrial Hygiene/Safety,
FutureFuel Chemical Company
Meeting the needs and removing the barriers of early-career professionals is vital for the sustained relevance and growth of AIHA. Removing barriers to engagement may require creativity and include flexible membership and volunteer opportunities, improved networking, and strong mentorship programs.
Just as my own needs have changed as my career has evolved, the needs of early-career professionals will continue to shift. I remember learning from the AIHA Leadership Workshop that the primary motives for engagement are professional development, to make a difference, and to meet people. As careers progress, primary motives also shift.
Motives of early-career professionals shift more rapidly, and they will seek different forms of networking, more advanced skill development opportunities, or leadership roles within AIHA. Responsiveness to these changing needs is essential to maintain engagement and relevance. Therefore, we must adopt and adapt initiatives based on feedback and changing needs.
Moreover, considering the rapidly evolving landscape of technology and industry practices, providing up-to-date resources and knowledge is vital. AIHA must think strategically and stay alert to emerging trends and technologies.
By aligning AIHA's initiatives with these motivations and systematically addressing barriers, we will create an environment conducive to active participation. This commitment ensures AIHA’s thriving future as a valuable resource for students and early career professionals throughout the career journey.
Just as my own needs have changed as my career has evolved, the needs of early-career professionals will continue to shift. I remember learning from the AIHA Leadership Workshop that the primary motives for engagement are professional development, to make a difference, and to meet people. As careers progress, primary motives also shift.
Motives of early-career professionals shift more rapidly, and they will seek different forms of networking, more advanced skill development opportunities, or leadership roles within AIHA. Responsiveness to these changing needs is essential to maintain engagement and relevance. Therefore, we must adopt and adapt initiatives based on feedback and changing needs.
Moreover, considering the rapidly evolving landscape of technology and industry practices, providing up-to-date resources and knowledge is vital. AIHA must think strategically and stay alert to emerging trends and technologies.
By aligning AIHA's initiatives with these motivations and systematically addressing barriers, we will create an environment conducive to active participation. This commitment ensures AIHA’s thriving future as a valuable resource for students and early career professionals throughout the career journey.
DIRECTORS (TWO TO BE ELECTED)
Sarath Seneviratne, CIH, CSP, CIT, CBSP, RBP, SM(NRCM), CHMM, LEHS, REHS, MS, DAAS, IHMM Fellow
Northeast Region Occupational Safety and Health Manager, OSHE Division, Transportation Security Administration
AIHA should increase communication lines focusing on early-career professionals and students. There should be an active program within AIHA to facilitate senior CIHs sharing experiences and information on leadership and the latest technologies. This could be established by an active mentorship program. AIHA must sponsor CIH prep classes and leadership courses within local AIHA branches. The ultimate goal is that these members will be a valuable asset to AIHA.
Establishing active AIHA-sponsored networking in the area of leadership skills and latest technologies to early-career professionals will be beneficial as a whole to shedding light on these up-and-coming safety issues. This will provide a venue for ongoing discussions focusing on leadership skills and the latest technologies. AIHA must provide a means for these members to facilitate interactions online (websites, discussion boards, blogs, forums, etc.). Peer-to-peer networks need to be established and fostered in order to build relationships.
AIHA should strongly encourage members to perform volunteer work in the field of leadership skills and new technologies by establishing an active volunteer group or committee that will meet frequently.
AIHA should expand virtual meetings in a way that accommodates students and early-career professionals at reduced cost or expand the current scholarship program sponsored by AIHA.
AIHA should expand virtual meetings in a way that accommodates students and early-career professionals at reduced cost or expand the current scholarship program sponsored by AIHA.
