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Posted By Shariq Naseem
I'm being tasked to come up with proposals on what actions can the company take to recognise safe behaviour. I'd appreciate any ideas or pointers in this regard.
Regards
Shariq
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Posted By Ian G Hutchings
Shariq
I believe the best form of reward is verbal recognition and praise from the immediate line manager.
Various other material reward schemes can be used. I think these work best when they reward both individuals and teams for extra things they do to reduce the risk of injuries or incidents. Do not reward incident rate alone: reward what is done to prevent harm.
All the best
Ian
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Posted By Chris Jerman
Shariq
Great of course to recognise safe behaviour - but don't lose sight of the fact that's what everyone is SUPPOSED to be doing. It depends, of course, at which point you are at in respect to your culture shift. In the early stages, recognising safe behaviour is essential. However, let's not lose sight of recognising unsafe behaviour too. As your programme turns the corner, those potentially left behind need action too.
It's also very important to recognise that behaviour is directly related to the conditions, examples and systems prevalent in the organisation.In other words, people respond to the place in which they work.
You must set out core-values for your organisation and people - something that you can bring them to. A standard if you like.
Our top value is:
"Nothing we do is worth being harmed for"
When someone acts outside of this parameter, we have something to challenge them against. Just quoting sections of the Act at them has little or no effect.
But now I'm off at a tangent. So I'll stop. But if anyone want a discussion over core-values in relation to behaviour.....
C
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Posted By Merv Newman
Shariq,
there are some very good books and web sites out there.
Google for aubrey daniels and terry mcsween
Merv
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Posted By Kieran J Duignan
Shariq
Coaching by line managers to their team members about safety (and dangerous) behaviour is the single most cost-effective method of achieving high levels of safety.
This includes the approaches advocated by Ian and also ties it into the day-to-day interactions in every cell of the organisation.
Appropriate coaching methods can be developed from the positive reinforcement style of leadership advocated by Aubrey Daniels (and Merv Newman, of course!)
As you are probably aware, coaching has bcome vogue in many other areas of organisational life during the last decade. The main practical barrier to introducing coaching that I've come across is the belief of some directors that training a rugby or football team is an adequate basis for safety coaching. Because of the legal factors inherent in para. 7 of the Management of Health and Safety Regs, safety coaching does require a coach to be more familiar with health/safety regulations than most coaches (including those of director status) in the UK appear to be.
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Posted By peter gotch 1
Hi Shariq
The implicit conclusion is that it is more effective to record and reward positive incicators of performance than the negatives.
Contrast e.g. number of employee suggestions for H&S improvement [doesn't necessarily require accaptance if feed back explains why] against OSHA/RIDDOR etc stats which are unlikely to provide statistically significant trends in the short to medium term.
Regards, Peter
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Posted By Andy Brazier
The question is related to recognising safe behaviour not rewarding. There is a big difference.
As said, a verbal recognition is the best. I know some place give away small items such as tokens for the vending machine or vouchers for the canteen so an individual or team can get a free coffee, mars bar etc. This is to reinforce the recognition.
Rewarding for safe behaviour is fraught with problems I would say best avoided.
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Posted By GARRY WIZZ
We used a system that involved the use of STOP cards. Cannot remember what STOP stood for.
However it involved all managers twice a week leaving the desk and they would go an observe someone working for a couple of mins.
They would then stop the person and have a brief conversation relating to safety aspects.
Hence the conversation involved praise for good work , tut tut for bad things, ideas that may make the task easier/ safer.
each manger had a prompt card which had a tick box system on it to record brief salient points.
data cards collected to produce stats that would be displayed.
Not difficult to introduce a competition element.
A lot of good positives came out of this.
Involved everyone in safety.
praise given to encourage
bad points addressed
Trends good / bad identified
raised safety profile for everyone.
The project commenced with managers and supervisors with the intention that eventually all persons on site would end up doing STOP cards. It never in practise went beyond managers and supervisors.
Garry
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Posted By Dave West
I know we are talking about recognition but Rewards are a bad move from what i have read. People were less inclined to report an accident if they knew it may affect a so called REWARD.
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Posted By Merv Newman
STOP = Safety Training Observation Program
The avowed philosophy of that programme is to STOP UNSAFE ACTS.
Thus the managers on their twice weekly visits were, basically, looking for people to criticise and correct.
If someone has managed to integrate positive recognition into the programme then so much the better.
I think there is some confusion over the words "recognition" and "reward"
"Rewards" are not limited to material, tangible objects, not even cash.
Recognition from a manager that you are getting it right is a reward in itself. (you get that warm, cuddly feeling)
unfortunately managers and supervisors are not in the habit of according recognition to the simply good. They are more comfortable when identifying and correcting those who are not 100% correct.
Obviously a large part of our jobs and of those of management IS the identification and correction/prevention of unsafe acts and dangerous conditions.
But fairs fair chaps. How about adding a bit of praise when it is due ?
Going back to original question "recognition for safe behaviour" For me the answer is increased, positive management attention, for the individual and for the team. A few words, a smile, a cup of coffee now and then.
Recognition = Reward = Reinforcement
And maybe a SMALL token of appreciation if improvement objectives are met.
Trust me. I'm a BBS consultant
Merv
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