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Supervisor Safety Training 1
This document outlines strategies for establishing a strong safety culture in the workplace. It discusses the importance of leadership by example, clear communication of policies and expectations, education of employees, accountability, and continuous improvement. Supervisors are encouraged to actively monitor work, provide feedback, enforce rules consistently, acknowledge safe behaviors, and address unsafe acts promptly. The goal is to develop a "can-do" attitude where all staff prioritize safety in their work.
Supervisor Safety Training 1
- 2. Humanitarian need Regulatory compliance Liability and cost control Operational risk reduction Improved productivity “Valued neighbor”
- 3. Establish companyvalues Set and enforce company policies Consistently demonstrate commitment Be the “role model” for desired behavior Communicate expectations Create desired work culture Stay on top of things, and follow up
- 4. Attitude Awareness Action Accountability
- 5. “We don’thave time for Safety.” Do you have time for lost productivity? Do you have time for increased insurance premiums? Do you have time for diminished morale & high turn-over among employees? Do you have time for an OSHA mandated shut-down? “Can-do” attitude when it comes to safety. “We CAN improve our processes!” “We CAN make our environment safer for employees!”
- 6. Incident Incident Awarenessis generally higher post-incident. That is…until complacency creeps back in, leading to yet another incident. We need a progressive awareness level.
- 7. Lead byexample. Report ALL near misses and injuries (no matter how slight). If you see an unsafe act or condition, STOP the process. Give feedback on how things can be improved and made safer. Consistently coach on the correct and safe way to perform a process.
- 8. Hold peopleaccountable for their Safety performance. Use the disciplinary policy. Give me the write-up. Give verbal coaching to employees. You ARE your brother’s keeper (all team members responsible for the short- comings of the individual).
- 9. Support Management& Employee efforts to establish a solid safety culture. Communicate rules and procedures. Know the work you are supervising. Inspect what you expect. Enforce rules and procedures. NEVER allow deviation from established procedures.
- 10. Know therules. Be familiar with laws, directives and policies mandated by the company and customers, OSHA and other regulatory agencies. Play by the rules. Encourage others to participate. Be visible.
- 11. Ensure employeesare aware of their expectations. Do you understand that safety is a condition of employment? Do you understand your safety responsibilities? Inform employees of any changes to procedure or expectations. Be transparent as to the reasons for policy or procedure. Provide feedback on performance. Invite feedback on safety concerns.
- 12. Supervisors beingon the floor all day makes this need little explanation.
- 13. Develop aneye for “the wrong”. Is it out of place? Is it safe? Is it broken? Is it according to procedure? Can it be improved upon? Is it being done according to my expectations?
- 14. Take swiftaction if upon inspecting you see unsafe acts or conditions. In writing is preferable. Encourage others to take action against unsafe acts and conditions. Inspire employees to hold each other accountable for unsafe acts and conditions.
- 15. Point outthe unsafe act or condition. Get the employee to acknowledge the act or condition as unsafe . Have them explain the risks of the unsafe act or condition. Get the employee to agree that the gains did not outweigh the consequences. Inspire the employee to suggest a proper, safe behavior. Establish a formal action plan for improvement.
- 16. Be consistentand unbiased. Evaluate the frequency and severity of the act. Approach employee with his or her best interests in mind. Remind employee about external effects of incidents. “Discipline is the instant willing obedience to all orders, respect for authority and teamwork.” “Through pain comes discipline.”
- 17. Verbal acknowledgment “Good job doing that thing you did!” Public praise “I’d like to give a shout-out to my homeboy who did that thing yesterday!” Material rewards “Thanks for doing that thing, here is a candy bar!”
- 18. Task planning Employee education Enforcement Leadership by example Clear communication