Safety Culture For Supervisors

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Introduction to Behavioral Based Safety Observations for Supervisors. Helps coach on leadership skills and employee team building skills.

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Safety Culture For Supervisors

  1. 1. INFLUENCING SAFETY CULTURE WITH SAFETY OBSERVATIONS AND CONTACTS
  2. 2. Culture Influence– The strongly held and often unspoken ideologies, values and assumptions that are the essence of culture, the expressed values and beliefs that reflect what a group wishes itself to be and wants others to believe about it, and the day-to-day behaviors and conditions found in an organization
  3. 3. Safety Culture- (Simple Definition) <ul><li>The attitudes, values, norms and beliefs which a particular group of people share with respect to risk and safety. </li></ul>
  4. 4. Culture <ul><li>Culture refers to the beliefs about how to “behave” as a member within an organizational unit: </li></ul><ul><li>Sometimes it is necessary to take chances to get a job done. </li></ul><ul><li>Sometimes it is necessary to turn a blind eye when safety rules are broken. </li></ul><ul><li>Our leaders say safety first, but they don’t really mean it. </li></ul><ul><li>Management in my plant is committed to safety. </li></ul><ul><li>Near misses are valuable learning experiences and should be reported. </li></ul>
  5. 5. Positive Safety Culture <ul><li>Effective Communication </li></ul><ul><li>Learning Organization </li></ul><ul><li>Committed Resources </li></ul><ul><li>Good Working Environment </li></ul><ul><li>Job Satisfaction </li></ul><ul><li>Productivity and safety balance </li></ul><ul><li>Management commitment and visibility </li></ul><ul><li>Training </li></ul>
  6. 6. Critical Activities for Improving Safety Culture: <ul><li>Training </li></ul><ul><li>Communication </li></ul><ul><li>Feedback </li></ul><ul><li>Reinforcement </li></ul><ul><li>Leadership </li></ul>
  7. 7. Focusing on How to Behave within an Organizational Unit <ul><li>Through: </li></ul><ul><li>Communication </li></ul><ul><li>Feedback and Reinforcement </li></ul><ul><li>Observations </li></ul><ul><li>Personal Contacts </li></ul>
  8. 8. The Current Culture <ul><li>First Start by Asking: </li></ul><ul><li>What do we (I) really believe about safety? </li></ul><ul><li>What needs to change to get there? </li></ul><ul><li>What do I want our/my employees to believe about safety? </li></ul>
  9. 9. Where Do We (You) Start? <ul><li>Lead by example </li></ul><ul><li>Model good behavior </li></ul><ul><li>Observe behaviors </li></ul><ul><li>Talk about and openly discuss behaviors—making personal CONTACTS ! </li></ul>
  10. 10. Are You Ready? <ul><li>To Launch? </li></ul>
  11. 11. Questions: <ul><li>Are you willing to give up some control? </li></ul><ul><li>Are you willing to share credit? </li></ul><ul><li>Are you willing to risk being wrong? </li></ul><ul><li>Are you willing to visibly demonstrate your desire to move forward with change? </li></ul>
  12. 12. Here We Go….Undercover Work! <ul><li>How do you observe your employee’s work behavior from a safety perspective? </li></ul>
  13. 13. Do it With Purpose and Belief! <ul><li>REMEMBER:It shapes thinking, behavior and performance! </li></ul>
  14. 14. Explain Why…… <ul><li>Employees need to understand WHY they are being asked to change and the expected outcome of the change BEFORE they will be motivated to understand and do the HOW . </li></ul><ul><li>Buy-In!!! </li></ul>
  15. 15. Getting Started:Selecting Types of Behaviors to Observe <ul><li>Evaluate and trend accidents/incidents. </li></ul><ul><li>Choose critical 4 – 6 behaviors. </li></ul><ul><li>What safety tasks or guidelines are you constantly reminding your employees about? </li></ul>
  16. 16. The Observation and Contact Process
  17. 17. Observation Process Is Used To: <ul><li>Identify safe and at-risk behaviors in the workplace </li></ul><ul><li>Give positive feedback and discuss concerns (The personal CONTACT)! </li></ul><ul><li>Keep,maintain and use your data for continuous improvement and success in promoting change in safety culture. </li></ul>
  18. 18. Observation Basics <ul><ul><li>The key points to consider both before and after an observation takes place are: </li></ul></ul><ul><ul><li>- Use no names in data. - Not a disciplinary tool. - Goal is to provide positive feedback. - Feedback on concerns comes second. - Always give a thank you and get a commitment. </li></ul></ul>
  19. 19. The Observer’s (Your) Role <ul><li>Remember: Explain the purpose for the observation </li></ul><ul><li>Gather data </li></ul><ul><ul><li>Observation data – is documented </li></ul></ul><ul><ul><li>Discussion data- is personal and open </li></ul></ul><ul><li>Give feedback </li></ul><ul><ul><li>Positive first ALWAYS! </li></ul></ul><ul><ul><li>Concerns </li></ul></ul><ul><ul><li>Ask for their commitment (you care)!! </li></ul></ul><ul><ul><li>Thank the employee </li></ul></ul>
  20. 20. Not the Observer’s Role <ul><li>Being a“safety cop” </li></ul><ul><li>Criticizing a worker’s performance </li></ul><ul><li>Telling an employee how to do a job </li></ul><ul><li>Getting everything in the plant fixed </li></ul>
  21. 21. Observation Basics <ul><li>Quality observations are broken into six steps: </li></ul><ul><ul><li>Go to where the action is </li></ul></ul><ul><ul><li>Ask the employee’s permission to observe </li></ul></ul><ul><ul><li>Step back and observe </li></ul></ul><ul><ul><li>Record details on your checklist </li></ul></ul><ul><ul><li>Give feedback (positive first) & ask for commitment to change the behavior of concern. </li></ul></ul><ul><ul><li>Keep your observation notes and data. </li></ul></ul>
  22. 22. Go Where the Action Is <ul><li>Conduct your observations where things are happening. </li></ul><ul><li>Make your observations in different areas at different times during the shift and on different days of the week. Be creative and non routine. </li></ul><ul><li>Do not observe the same employee over again. Make contact with different employees. Share the wealth! </li></ul>
  23. 23. Ask for Permission to Observe <ul><li>Be courteous and respectful </li></ul><ul><li>Address his or her concerns </li></ul><ul><li>Emphasize that it is anonymous </li></ul><ul><li>Answer questions </li></ul><ul><li>LEARN!!! LEARN!! </li></ul>
  24. 24. Step Back and Observe <ul><li>Watch for the checklist behaviors </li></ul><ul><li>Watch steps, patterns, sequences in the work. DETAILS!!! </li></ul><ul><li>Fill out the checklist while you observe. </li></ul><ul><li>Show the worker the checklist if he or she would like to see it. </li></ul>
  25. 25. While You Observe <ul><li>Focus your attention. </li></ul><ul><li>Stay out of the way. </li></ul><ul><li>Minimize distractions. </li></ul><ul><li>Do not let any preconceived ideas distort what you see. </li></ul><ul><li>Bias not permitted. </li></ul>
  26. 26. Sample Checklist <ul><li>Behaviors to look for can include: - Line of fire </li></ul><ul><li>- Eyes on path/eyes on work </li></ul><ul><li>- Pinch points;use of/respect for guards </li></ul><ul><li>- Selecting proper tools/proper use of tools </li></ul><ul><li>- Housekeeping </li></ul><ul><li>- Hand protection/Use of gloves </li></ul><ul><li>- General use of PPE </li></ul><ul><li>-Material handling practices </li></ul><ul><li>- What else???? </li></ul><ul><li> </li></ul>
  27. 28. What Goes On Your Checklist <ul><li>Be as brief as possible but make the details count. </li></ul><ul><li>Make specific points. </li></ul><ul><li>Be sure to include what, where, how and why </li></ul><ul><li>Be sure to include why the behavior occurred. </li></ul><ul><li>Fill checklist out thoroughly. </li></ul><ul><li>Total the safe or unsafe behaviors </li></ul>
  28. 29. Give Feedback <ul><li>Make all comments specific </li></ul><ul><li>Don’t make assumptions </li></ul><ul><li>Make positive comments first </li></ul><ul><li>Discuss concerns (at-risk behaviors) </li></ul><ul><li>Always listen </li></ul><ul><li>Ask how it could be done safer </li></ul><ul><li>Ask for commitment because you care. </li></ul>
  29. 30. Concerns Over Observing a Performance <ul><li>A major concern of observers is that a worker will perform for them instead of working the way they usually do </li></ul><ul><li>If this occurs, it will diminish over time </li></ul><ul><li>It will reinforce the correct behavior </li></ul>
  30. 31. Success Tips <ul><li>Ask yourself, “Why am I doing this observation”? </li></ul><ul><li>Is it because I have too OR because I care & want to help someone avoid pain & suffering resulting from an injury . </li></ul><ul><li>I BELIEVE in the process. </li></ul>
  31. 32. Giving Feedback
  32. 33. Giving Safety Feedback is <ul><li>It’s Required. </li></ul><ul><li>It Provides positive reinforcement. </li></ul><ul><li>Is anyone at any level reinforcing a safe work culture with someone they see. </li></ul>
  33. 34. Giving Safety Feedback is <ul><li>Expressing your concern for another person’s behavior that affects: </li></ul><ul><ul><ul><li>His or her safety </li></ul></ul></ul><ul><ul><ul><li>Your safety </li></ul></ul></ul><ul><ul><ul><li>Other employees’ safety </li></ul></ul></ul>
  34. 35. Why Should You Give Feedback? <ul><li>Communicating can prevent an injury or accident from occurring. </li></ul><ul><li>Positive reinforcement may help to keep someone working safely . </li></ul>Employees may assume their unsafe actions are acceptable if nobody tells them otherwise.
  35. 36. 3 Steps of Giving Feedback 3. Agree on “Safe Action” -Work together to find a safer way. -Get a commitment. 1. Positive Feedback First - State situation/task. -Be specific. 2. Discuss Concerns -State situation/task. -Be specific.
  36. 37. Presenting Constructive Feedback <ul><li>Be conscious of how you come across when delivering feedback. </li></ul><ul><li>Your approach should be constructive. </li></ul><ul><li>Be careful about how you say what you are saying. </li></ul>Employees may have to get passed their feelings and get to the facts about what you’re telling them.
  37. 38. Responses To Feedback
  38. 39. <ul><li>What I’m doing is creating a danger to myself or someone else. </li></ul><ul><li>Somebody cares enough about me to talk with me . </li></ul><ul><li>I need to Listen and change what I’m doing. </li></ul>What Receiving Safety Feedback Should Mean…
  39. 40. Feedback Response Styles <ul><li>Passive: </li></ul><ul><li>Avoid conflict </li></ul><ul><li>Resist—Pacify  </li></ul><ul><li>Why did I bother? </li></ul><ul><li>Assertive: </li></ul><ul><li>Value discussion </li></ul><ul><li>Open—Discuss  </li></ul><ul><li>That was productive. </li></ul><ul><li>Aggressive: </li></ul><ul><li>Escalate conflict </li></ul><ul><li>Resist—Defend/attack  </li></ul><ul><li>I didn’t sign up for this. </li></ul>
  40. 41. Feelings May Get in the Way <ul><li>It’s normal to feel we’re being challenged when someone corrects our behavior. </li></ul><ul><li>Feedback can sound and feel like criticism. </li></ul><ul><li>Remember this when you are delivering your feedback, and try to avoid making the employee feel this way. </li></ul>
  41. 42. Questions??? <ul><li>Encourage employees being observed to ask questions. </li></ul><ul><li>Be open when you are asked questions, and respond in a constructive manner. </li></ul><ul><li>Explore , don’t attack. </li></ul><ul><ul><li>Who are you to tell me . . . ? </li></ul></ul><ul><ul><li>Why don’t you mind your own business? </li></ul></ul>
  42. 43. The Completed Checklists <ul><li>Keep them confidential. No names. </li></ul><ul><li>Turn two observations each month in to the Production Manager. </li></ul><ul><li>Goal in future will be one observation each week. </li></ul>
  43. 44. Verifying Observation Data <ul><li>Sufficient data </li></ul><ul><li>Trends </li></ul><ul><li>Sample spread over time and plant work areas </li></ul><ul><li>Consistency among observers </li></ul>
  44. 45. Use the Data <ul><li>Use the observation data for continuous improvements in safety: </li></ul><ul><li>Address trends; set goals. </li></ul><ul><li>Follow up on things identified </li></ul><ul><li>Add new behaviors to the process </li></ul><ul><li>Discuss data (data only; no names) in safety meetings </li></ul>
  45. 46. What You Will Accomplish <ul><li>The ability to influence people by providing purpose, direction and motivation. </li></ul><ul><li>Reduce accidents. </li></ul><ul><li>Contributions toward facility culture change </li></ul><ul><li>Increased employee involvement and communications with you. </li></ul><ul><li>Better teamwork. </li></ul><ul><li>Personal satisfaction. </li></ul>
  46. 47. Role Playing Activities

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