Posted By Andy Petrie My company is considering the idea of asking people to include at least one safety related objective in their annual PDR objectives. The idea would be to make this voluntary at first, but with a view to making it compulsory. There would be a range of suggested objectives from minor personal issues to things that would have impacts at a corporate scale. Has anyone any experience of doing this sort of thing? did it work? how did the staff take it? etc. Also, any suggestions as to what the objectives could be would be welcome. Thanks in advance, Andy

Posted By Rakesh Maharaj Hi Andy, I am currently working with a UK electricity generation company to integrate SMART SHE objectives with their business/operational objectives which are reflected within their PDRs. I agree with Merv's point - this can be a tiresome task, however, in theory and practice -it need not be so onerous. If your management system is developed in accordance with the current state of play (bus. strategic/tactical/organisation and operations) and responsibilities for line management upwards are documented, then these responsibilities should be fit for purpose. However, if your management system is entirely divorced from the day-to-day activities then clearly this presents a shortcoming which is not so easy to resolve. If the latter is more recognisable than the former, I suggest that those who volunteer to include a H&S objective in their PDR should be firstly applauded and secondly aided in some way. One of the techniques that I am using to overcome poorly designed responsibility metrics is to implement a very simple 360degree analysis by posing a simple question to all those that the individuals actions could impact upon in the workplace by asking a simple question. "What do expect me to deliver in terms of H&S/operational/quality/resource to make your job safer and more efficient?" This would then generate a list of objectives and the individual could adopt the objective of choice provided that it is specific etc etc... As I mentioned, this rather simple tool can be quite effective as those affected have suggested the change/objective (bottom up) - as opposed to the more traditional (resistance building) top down change management approaches. I hope this helps. Regards Rakesh

Posted By Merv Newman Ciaran, "...to carry out our business in a manner that will not cause harm..." Yes of course. But as you know better than I, managers need practical, clear, understandable ideas, methods, measures and motivational tools to enable them to move forward. It is our job to find ways of helping them to do that. Avoiding jargon and quoting the legislation will help us to "get the message over" to our managers, supervisors and employees. WE may need to know the underlying psychological basis of unsafe behaviour but our managers may not have that same level of need. I think the original question was asking "are there practical measures which will help towards career development ? or "How can one measure the H&S results/commitment/etc of a manager/supervisor/employee". But then, maybe, I'm just waffling. Merv

Posted By Margaret Stokes Information on http://www.consultnet.ie...rmance%20Measurement.htm may help generate some ideas. I have used performance targets for frontline supervisors and middle management on tool-box talks and planned inspections with some success. Regards Margaret