This document discusses measuring safety performance. It outlines a four step process for developing accountability for safety: 1) Define expectations, 2) Provide tools and skills, 3) Measure performance, and 4) Provide feedback. It describes different types of measures like results measures which track outcomes and activity measures which track leading indicators. It emphasizes the importance of measuring both organizational and individual performance. The document provides examples of criteria for developing policies, safe work practices, job analyses, goals and feedback. It also presents options for training to build skills in areas like leadership, teams, facilitation and behavior-based safety.

1. Measuring Safety Performance
Ohio BWC Division of Safety & Hygiene

2. 2
Table of Contents
> Why Measure Performance?
> Types of Measures
> Accountability
> Step 1:Define Expectations
> Step 2: Provide Tools & Skills
> Step 3: Measure Performance
> Step 4: Provide Feedback
> Case Studies
> Follow-up Activities

3. 3
You will learn:
> A sound foundation for developing or
improving safety performance measuring
systems;
> Strategies and techniques for measuring
safety performance, emphasizing process
measures, accountability, systematic
monitoring, and goal setting;
> An understanding of how you can proactively
use measurement systems to guide future
performance;
> Key elements of contemporary safety
measurement tools

4. 4
Turn & Talk
> Why measure performance?

5. 5
Reasons for Measuring
Performance
> A navigational tool
> An early warning sign
> Alter behavior
> To implement
strategies and policies
> Trend Monitoring
> Improvement
prioritization
> Improvement
project evaluation
> Input into bonus
and incentive
systems
> A marketing tool
> Benchmarking
> Increased
motivation

6. 6
Viewpoints of
Measurement
> Organizational
A macro view –
how overall results
are measured to
determine whether
safety efforts are
paying off.
> Personal
A micro view –
do measures
insure individual
performance or
foster
nonperformance.

7. 7
Turn & Talk
> How does your company currently measure safety
performance?

8. 8
Types of measures
> Results Measures
Trailing
Downstream
End of Pipeline
Results
Achievement
> Activity Measures
Leading
Upstream
Performance
Predictors

9. 9
Results Measures
> Lost-Time Injury Rate
> Incidence Rate
> Severity Rate
> Accident Costs

10. 10
DIRECT
COST
INDIRECT
COST
VS
INDIRECT COST
IS 4 TIMES
THE DIRECT COST

11. 11
Results-measures are good when..
❒ They are broken down by unit
❒ They give insight into the nature and causes of the
accidents
❒ They are expressed eventually in terms of dollars per
unit
❒ They conform to any legal and insurance
requirements

12. 12
Limitations of Results Measures…
 Sometimes they measure only luck.
 They do not discriminate between poor
and good performers.
 They do not diagnose problems.
 They can be unfair if used to judge
individual performance
Results measures do not tell you
“why an accident occurred” or
“how to improve future performance”.

13. 13
Activity Measures
❒ Behaviors/performance
linked to accident prevention.
These measures assess results of
supervisor or workgroup, or
organizational action taken before
accidents occur.

14. 14
Discussion
>What activities
could prevent
injuries from
occurring at
your company?

15. 15
Behaviors
First-Aid Case
Recordable
Lost Time
Fatality
Safety Model
Near
Miss
Property
Damage

16. 16
How Do You Decide
Which Activities to Measure?
>It depends on your goals and what
you want to accomplish

17. 17
Some Things To Look At:
• Organizational vision, Goals, Strategic Plans
• Perception surveys
• Structured Interviews
• Safety Audits/Inspections
• Accident Analysis
• Accident Trends
• Behavior Observation Data

18. 18
What is Your
Vision For The Future?
>Vision Serves Three Purposes
• Clarifies Direction
• Motivates People
• Aligns Individuals

19. 19
Characteristics of an
Effective Vision
>Imaginable
>Desirable
>Feasible
>Focused
>Flexible
>Communicable

20. WORLD CLASS
High
Insurance
Costs
Excessive
Losses
Adversarial
Employee
Relations
Litigation
Statutory
Ignorance
Significant
Financial
Crisis
Line/Staff
Conflict
Blood
Cycles
Symptoms
(Behaviors/
Conditions)
Committees
Quick Fix
Programs
Traditional
Progressive
Quiet Transparent Integrated Equal
Radical
Organizational
Change
Safety
Ma na gement
(R)evolution
Changing
Organizational
Culture
Safety Without Any Management Process
Naturally Occurring Reactive Management
Safety Responsibility: Management Driven/Employee Owned
Perception: Good Business Investment
Management Characteristics
•Safety a measure of management effectiveness
•Decisions: time consuming and difficult
•Planning: long-term; 3-5 years
•Responsibilities/Expectations: clearly defined
•No glitz or hype
•Employee involvement: win/win
•Communications: informal, open, encouraged
•Accountability established, measured,
recognized
Management Characteristics
•Incidents: excused
•Compliance is the goal
•Likes “cookbook” approaches
•Little accountability
•lack of employee involvement
•High visibility and glitz
Hansen/Ingalls 1994
Valued
The NORM
SWAMP
•Accidents: intolerable, no excuses

21. Safety Culture Assessment

22. 22
The Perception Survey
100 questions
Safety Categories
Perceptions of all Employees

23. 23
The Ohio Division of Safety & Hygiene
PERCEPTION SURVEY
PART 1
A. Enter your work location: B. Enter your shift: _____________
(Example: production, office, etc.)
___________________________
C. Circle your job function: D. Enter years with company: ____
Line worker, supervisor, or manager
___________________________
PART 2
Y N 1. Do you feel you received adequate
job training?
Y N 2. Do supervisors discuss
accidents and injuries with employees
involved?
Y N 3. Is discipline usually assessed when
operating procedures are violated?
Y N 4. Would a safety incentive program
cause you to work more safely?
Y N 5. Do you perceive the major cause of
accidents to be unsafe conditions?
Y N 6. Does your company actively
encourage employees to work safely?
Y N 7. Is safety considered important by
management?
Y N 8. Are supervisors more concerned
about their safety record than about
accident prevention?
Y N 9. Do you think penalties should be
assessed for safety and health violations?
Y N 10. Have you used the safety
involvement teams to get action on a
complaint or hazard which concerned
you?
Y N 11. Is high hazard equipment
inspected more thoroughly than other
equipment?
Y N 12. Is the amount of safety training given
to supervisors adequate?
Y N 13. Have you been asked to perform
any operations which you felt were
unsafe?
Y N 14. Are records kept of potential
hazards found during violations?
Y N 15. Are employees influenced by your
company’s efforts to promote safety?
Y N 16. Are employees provided
information on such things as cost,
frequency, type and cause of accidents?
Y N 17. Does your company deal
effectively with problems caused by
alcohol or drug abuse?
Y N 18. Are unscheduled inspections of
operations made?
Y N 19. Is off-the-job safety a part of your
company’s safety program?
Y N 20. Does management insist upon
proper medical attention for injured
employees?
Y N 21. Are safe operating procedures
regularly reviewed with employees?
Y N 22. Are you interested in how your
company’s safety record compares with
other companies in your industry?
Y N 23. Does your company hire
employees who do not have the
physical ability to safely perform
assigned duties?
Y N 24. Do your co-workers support the
company’s safety program?
Y N 25. Do supervisors pay adequate
attention to safety matters?
Y N 26. Is safe work behavior recognized
by supervisors?
Y N 27. Do employees participate in the
development of safe work practices?

24. 24
0
20
40
60
80
100
120
Accident
Investigation
Quality
of
Supervision
Alcohol/Drug
Abuse
Attitude
Toward
Safety
Communication
New
Employees
Goals
for
Safety
Performance
Hazard
Correction
Inspections
Involvement
of
Employees
Awareness
Programs
Recognition
for
Performance
Discipline
Safety
Concerns
Operating
Procedures
Supervisor
Training
Support
for
Safety
Employee
Training
Safety
Climate
Management
Credibility
Stress
%
Positive
Responses
Manager Supervisor Employee
Survey Results

25. 25
The Structured Interview
25% of Employees
Facilitation of Discussion
More detailed comments

26. Accountability
The Key to Managing Safety

27. 27
Rank the following:
Quality
Cost Containment
Safety
Customer Satisfaction
Production
Employee Morale

28. 28
Video “Safety Accountability”
> Safety must be managed the same as
productivity and quality

29. 29
The Key to Managing Safety
>Accountability

30. 30
What gets measured….
gets done

31. 31
Who Is Responsible
for Safety?

32. 32
Line Management & Staff
CEO
President
Vice President
Plant Manager
Supervisors
Employees
Safety
Human
Resources
Purchasing
Accounting
Quality

33. 33
Exercise

34. 34
Steps to
Accountability
1. Define expectations
and explain
rationale.
2. Provide the tools
and skills.
3. Measure
performance.
4. Provide feedback.

35. 35
>
Performance Formula
Motivation x Ability x Job Clarity
Obstacles
PERFORMANCE =
• Performance = safe job execution
• Motivation = desire
• Ability = mental/physical ability
• Job Clarity = knows expectations
•Obstacles = The things that get in the way
of great performance

36. 36
Turn & Talk
>How do your employees know what is
expected of them?

37. 37
1. Define Expectations
2. Provide Tools & Skills
3. Measure Performance
4. Provide Feedback
> Policies
> Safe Work Practices
> Job Safety Analysis
> Performance Goals
> Job Descriptions

38. 38
Safety policy criteria
> Express long-range purpose.
> Commit management at all
levels to reaffirm and
reinforce this purpose in daily
decisions.
> Indicate the role lower-level
management will have in the
system.

39. 39
The Policy should Include:
> Management’s intent
> Scope of activity covered
> Responsibilities
> Accountability
> Safety staff assistance
> Safety committees
> Standards

40. 40
Safe Work Practices
>Leaders must communicate the need
for all employees to understand the
safety-related processes and
procedures, and to actively
participate in the organization’s
safety programs.

41. 41
Criteria for Safe Work Practices
>Reasonable and specific
>Enforceable
>Easily understood
>Positive
>Regularly reviewed and updated

42. 42
Job Safety Analysis
A.Break the job down into component steps.
1.Select a worker to observe.
2. Observe the worker performing the job.
3. Describe each step and number
sequentially.
4. Observe the worker several times to
make sure all steps were noted.
5. Check the listed steps with the worker
for agreement.

43. 43
Job Safety Analysis
B. Identify the potential hazards.
1. types of hazards
a. Contact
b. Caught
c. Falls
d. Overexertion
e. Exposure
f. Repetitive motion

44. 44
Job Safety Analysis
C. Safe work procedures
1. Explains how to do the job safely
and efficiently, step by step.
2. Involves developing solutions to
the potential hazards identified.

45. Performance Goals
Step 4 Performance Appraisals

46. Job Descriptions

47. 47
1. Define Expectations
2. Provide Tools & Skills
3. Measure Performance
4. Provide Feedback
>Needs assessment
Measured Activity
Training
Tools
Resources

48. Division of Safety & Hygiene
Classes / Workshops
Ohio BWC

49. 49
Leading the Change
Topics:
•How injuries affect profitability
•Accident Causation
•Injuries equal Management error
•Motivation
•Measurement and Accountability
•Contemporary vs. Traditional Safety Programs

50. 50
Safety
Involvement
Teams
Topics:
•The benefits of teams
•Phases of team development
•How to deal with team conflict
•Communication skills
•Team tools

51. 51
Facilitator
Training
Topics:
•Roles and responsibilities of the facilitator
•Team problem solving and decision making
•Running effective safety meetings
•Conflict resolution

52. 52
Behavior-Based
Safety
Topics:
•Why behavior-based safety works
•What to observe
•At-risk behaviors
•Feedback
•Positive reinforcement
•Coaching
•Managing behavior data

53. 53
1. Define Expectations
2. Provide Tools & Skills
3. Measure Performance
4. Provide Feedback
> Measure the performance of a task
(rather than an outcome).
> Constructed to affect rewards.
> Specific and Measurable
> Within the person’s span of control
> Measure the presence of a safety
activity (not its absence).
Criteria:

54. 54
Criteria for Performance Measures
continued…
>Provide a means for swift and continuing
feedback.
>Be flexible and allow for individual styles and
strategies.
>Be simple and administratively feasible.
>Be self monitoring.

55. 55
Safety Performance
Measurement Systems
>SCRAPE
>SBO
>Menu (DSH Model)
>Balanced Scorecard

56. 56
What Measures are Appropriate?
> Upper Management
> Middle Management
> Supervisors
> Safety Director
> Employees
100% Results
50% Results
50% Activities
100% Activities
100% Activities
100% Activities

57. 57
1. Define Expectations
2. Provide Tools & Skills
3. Measure Performance
4. Provide Feedback
>List types of feedback & recognition

58. 58
Criteria for Performance Evaluations
> What
> Who
> When
> Why
> How
> Systems Support
> Personal Impact
> Organizational Impact
> Roles
> Numerical Rating
> Flexibility
> EE Involvement
> Central Coordination
> Addressing EE
Weaknesses
> Additional Items
> System Evaluation

59. 59
Positive
Reinforcement
>Find someone doing
something right, and reward
them.
>Construct consequences to
increase the probability that
the behavior that precedes
the consequence will occur
more often in the future.

60. Case Studies

61. 61
Review
> Steps to Accountability
1. Define Expectations
2. Provide Tools and Skills
3. Measure Performance
4. Provide Feedback

62. 62
Next Steps
1.Review current measurement
systems.
2.Get management
support/commitment.
3.Develop a vision.
4.Develop performance measures and
activities for all levels of the
organization.

63. 63
Next Steps
5. Conduct a “Needs Assessment” for
tools and training required.
6. Determine how activities will be
measured and reported.
7. How will performance be recognized
and rewarded?
8. Re-evaluate the process.

64. 64
How Do You Know
when You Get There?
>You never get there.

65. There is Always
Room For
Improvement