A 3 Step Strategy for Setting Safe Working Expectations.
Stage One – The objective of the initial stage is to become agreement and understanding that the expectations of the business are clear and unequivocal.
“Personal Safety comes first.” The initial meeting is to give this information as clearly as you can. Recognition needs to be given to the men and women who have a misguided sense of loyalty. Some people put their own body on the line to get a workout on time. The supervisor has to understand that these individuals have pride in their work and wish to be prosperous in getting the work out on time.
The corporation would like to have all of the work out on time, but not at the cost of its own staff. Taking risks in the office is not an option. We don’t have any choice to reducing risks at work. The human cost is too high. The more mature the individual giving the message that the greater chance there is that the employees will realize that the company is intent on working safely.
Everything important thing we’ve learned has been as the result of repetition and feedback. It’s unlikely that the first meeting will create a large change in behavior.
The message should be given repeatedly. It is irrelevant how many meetings have to be held. The most important thing is that the message is given consistently. It’s unacceptable that, “In the event, the work is completed on time we will develop a blind eye.” This applies to everybody, especially managers, supervisors and group leaders. See: Safety Culture Works Program | Safety Culture Improvement & Tools
The assembly can start off with a lot of tension. People might wish their say even if it’s irrelevant. Let them blow off. When they are more receptive, begin your message off. A fantastic question to ask is, “If you possessed this business, what would your security directions be to your staff? Where would your priorities lie?” This may make a reply like, “You only want to save accidents because the organization saves money”
Obviously, we want to stop accidents because we do not want our employees injured or murdered. Each one has the right to go home without a worse state than when they came. They deserve to go home with all the bits that they came to work with. No-one deserves to be hurt at work. Everybody, without exception, shouldn’t perform any activity if they’re in danger. We ought to adopt the expression, “If it’s dangerous, don’t do it.”
The purpose is to get an agreement in the team that this philosophy is just and reasonable and that they can follow it. I don’t know how much debate this will require. There’s no use going on to Stage 2 unless Stage One has already been finished. Support from the representatives of the marriage for this initiative should be sought following an explanation of those three stages.
Stage 2 – The aim of Stage Two is to identify what is considered as dangerous behavior. To put it differently, collect a list of dangerous behavior as identified with the men and women who work at the website.
The group has to receive credit for their understanding of the work. They’re in the best place and have the most precious knowledge of how to operate safely so that nobody is at risk. It is likely that this point may take more than one assembly to make progress. This means that we cannot go for efficacy but for effectiveness. Leaving this point without every subject drained means that the entire process is in danger of having little effect.
The unsafe behavior as described by the team could be cataloged. Having reached agreement on what’s safe and dangerous, the next thing is to find agreement to execute safely. Again, repetition of the secure working behavior philosophy a part of the exercise. The group needs to be educated that”Personal security comes first.” The company does not need any member of staff to place themselves in danger doing their job.
Stage Three – The objective of Stage Three will be to assist the team to determine what is a fair and sensible means of dealing with people who put themselves and others at risk in the workplace. What is the right method of tackling a situation where there is a lapse of memory? How do we get a commitment from all the teams in the site? What type of refresher training is necessary?
Stage Three will result in a lot of discussions because today the group will be able to understand that they have a say in their own safe working methods. If the facilitation is successful, there will be an advancement in communication and greater understanding of the company’s safe working doctrine.
Another matter to consider is the way the team will back up each other to keep a safe working environment. How are they likely to look after their workmates and how are they likely to remind them when there’s a lapse in concentration. In the end, we have to remember that this dangerous behavior is deep-seated and been around for several years.
The most important factor in the whole exercise is to use positive reinforcement in a meaningful way when safer behavior is observed. It must be carried out in a non-condescending method. This usually means that all managers, supervisors and team leaders will have to think and discuss how they are going to execute this crucial part of performance management. Bear in mind, if the behavior you desire is ignored it won’t continue.
Note. This is a summary only and should not be followed rigidly. The approach has to be flexible because it’s impossible to foresee how the group will react.