Rank: Super forum user 
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Trying to come up with some effective ways to engage with employees. Any ideas? The usual...
Management walkrounds - less formal
Information talks on future developments
Summer BBQs
Interactive training
Appraisals
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Rank: Forum user
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Hi, some things that I've done recently that have worked well:
- asked employees to give short presentations at senior managers' meetings on topics they feel strongly about
- asked for volunteers to write an in-house safety survey with me and help analyse the results
- ask for feedback on projects i'm working on, I'd often send an email to a few random employees asking if they wouldnt mind acting as a sounding board
hope it helps
Elisa
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Rank: Super forum user 
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Rank: Super forum user
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Listen and act on their concerns. Provide loads of feedback even when your saying no.
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Rank: Forum user
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Get leaders of Trade Union on your side, others will follow
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Rank: Super forum user
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John J wrote:Listen and act on their concerns. Provide loads of feedback even when your saying no.
And the winner is....
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Rank: Forum user
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What John and Frank say, but a good starting point at the front Garfield.
Being a 'transformational' leader/organisation that engages employees usually involves three broad activities:
1. Being committed to the welfare (and safety) of employees.
2. Being committed to the development of employees (including beyond their role).
3. Consistent high quality communication about the priorities of the business.
All of these require good quality personal interaction with employees, this means listening lots, honesty and being accessible.
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Rank: Super forum user 
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Corfield35303 wrote:What John and Frank say, but a good starting point at the front Garfield.
Being a 'transformational' leader/organisation that engages employees usually involves three broad activities:
1. Being committed to the welfare (and safety) of employees.
2. Being committed to the development of employees (including beyond their role).
3. Consistent high quality communication about the priorities of the business.
All of these require good quality personal interaction with employees, this means listening lots, honesty and being accessible.
or use words and terms they understand!
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Rank: Super forum user
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All good but your senior managers must sell the H&S message: they should talk to staff; listen to what they say and make them believe that H&S is actually important. I have taken senior managers around our site on tours and some of them a) are surprised at what they find- they not been out of the executive suite for months (years) and don’t know what is happening on the ground and b) spend as much time complaining about the ‘wasted space’ and ‘underused facilities’ as they do about asking about H&S issues.
This gives the staff a very poor impression and probably causes more harm than good.
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Rank: Super forum user 
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Do what you say you will do.
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Rank: New forum user
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In my experience it has to start with Management if they believe in it it filters down when they dont put H&S at the top of there priorities its doesnt take long for the work force to figure it out. Its then always an issue when on site cause you end up dealing with the simple things and cant focus on the big issues.
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Rank: Forum user
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as Ian said do what you say you will do and :
Be seen
Talk to people
Be friendly
Offer solutions
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Rank: New forum user
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Spot on Ian.
Don't over promise, manage expectations from both sides and be honest with yourself and the workforce.
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Rank: Super forum user
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Feedback, this is one of the main things that I have found people find it frustrating when they do not get feedback.
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Rank: Super forum user
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To add to the vital advice about talking to people, DO talk to people of ALL levels and status within an organisation. This includes those who are usually perceived by most people as unimportant/insignificant because they do menial low-paid work. Over the years I've talked to cleaners, caretakers, janitors and other often "unseen" workers and found them to be interesting and informative because they tend to be far more observant and perceptive than most people would think. Also, in order to earn sufficient money, some of them have other jobs. As a result they can also tell you about issues which affect other areas of work.
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Rank: Forum user
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I have to say I agree with everything on here.
My tried and tested way was a little bit of everything really. After a lot of persuasion we'd gotten the project management team (Vice President, Project Director, that level) to do weekly informal tours. Some weeks they'd tour the site purely from the car (in their defense its a 1mil ft2 site) while others they would choose a plant and go top to bottom. This had such a positive impact and it was little things like the management team actually wearing the site uniform, and asking questions on how people were performing certain tasks that gave the best impact. It showed interest and gave the workers a sense of pride.
The other thing we did was engaging different departments to come and join us for inspections, comment on our awareness campaign, and send them feedback (positive and negative) from our audits/inspections. Where we'd identified unsafe conditions, we would ask the workers how they think it could be done more safely.
Once the workforce realises you care and seek out to support them on the job as opposed to point the finger, they tend to cooperate. This also means recognising your own limitations and being honest about what can and cannot be provided to them.
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Rank: Super forum user
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Garfield
Depending on how objectively you measure the 'effectiveness' (and cost-effectiveness) of whatever you do as well as the 'engagement' of people at different levels (by contrast with 'compliance'), you can learn a lot from research in the journals Safety Science and the Journal of Occupational and Organisational Psychology with data from hundreds of companies in different countries.
If you want specific references, you're welcome to PM me
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Rank: Super forum user
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Sounds like the title of a book written by David Brent - the Master!
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