Saf afety ety Obs bservations ervations Turning unsafe behavior - PowerPoint PPT Presentation

5 TIPS FOR IMPACTFUL Saf afety ety Obs bservations ervations Turning unsafe behavior into dependable, safe routines Our presentation begins soon

5 TIPS FOR IMPACTFUL Saf afety ety Obs bservations ervations Turning unsafe behavior into dependable, safe routines ICW Group Risk Management

Today’s presenter Rafael Cruz Risk Management Consultant ICW Group

Traditi aditional onal ef effo forts rts fo focu cus s on co conditions itions Unsafe Behaviors Cause Organizational 35% Accidents! Unsafe 70% Conditions 95% Unsafe Acts Source: OSHA Commonly Used Statistics

The e Ac Accident cident Triangle iangle Fatal 10 Time CHASING SAFETY Loss Claim 100 Medical Visits RESPONSIVE 1000 Near Miss Accidents PREVENTIVE 10,000 Unsafe Acts and Conditions

The e Ac Accident cident Triangle iangle Fatal 10 Time Loss Claim 100 Medical Visits Unsafe Behaviors are foundational 1000 Near Miss and controllable! Accidents PREVENTIVE 10,000 Unsafe Acts and Conditions

Supervisor’s Safety fety Ro Role le Control Inspections Unsafe Correct conditions Conditions Control Employee observations Unsafe Meaningful feedback Acts Provide Task completion Job Skill Safety, quality, productivity Training Motivate Incentive-deterrent strategy Employees Consistent, fair, equitable

Supervisor’s Safety fety Ro Role le Control Inspections Unsafe Correct conditions Conditions Control Employee observations Unsafe Meaningful feedback Acts Provide Task completion Job Skill Safety, quality, productivity Training Motivate Incentive-deterrent strategy Employees Consistent, fair, equitable

Today’s Topics • The Importance of Observations • Conducting Observations • Changing Behaviors • 5 Tips to Increase Impact • Getting Started!

The e Impor portan tance ce of Observ ervati ations ons • Focusing on behaviors

Ob Obser serva vation tions s Focu cus s on on Be Behav aviors iors Controlling Preparation Need for behaviors feedback Safety Tell or not to tell Process Feedback Observation Base foundation BIT of Performing of Triangle information observations

Ob Obser serva vation tions s Focu cus s on on Be Behav aviors iors Controlling Preparation Need for behaviors feedback Safety Tell or not to tell Process Feedback Observation Base foundation BIT of Performing of Triangle information observations

Ob Obser serva vation tions s Focu cus s on on Foundat dation ion Fatal 10 Time CHASING SAFETY Loss Claim 100 Medical Visits RESPONSIVE 1000 Near Miss Accidents PREVENTIVE 10,000 Unsafe Acts and Conditions

Co Conduct ucting ing Observat ervation ions • Step-by-Step Guidelines for Observing Workers

Ob Obser serva vation tions s Focu cus s on on Be Behav aviors iors Controlling Preparation Need for behaviors feedback Safety Tell or not to tell Process Feedback Observation Base foundation BIT of Performing of Triangle information observations

PLAN AN fo for r Ob Obser servat vation ions P • Prepare: for observing Prepare • Learn: what’s needed P.L.A.N. and train supervisor N L For Safety Observations • Act: complete Note Learn the observation • Note: success and A identify what needs Act correction

PLAN AN fo for r Ob Obser servat vation ions Prepare: • WHO to observe • WHAT to look for • WHEN in schedule • TELL or NOT TO TELL

To Tell ell or Not? t? • Tell: – Evaluating they know how • Don’t Tell: – Completing informed safety observation – Evaluating performance In all cases, always provide feedback!

Incident cidental al Ob Obser serva vation tions • Part of other work activities • Short observations & feedback sessions WHO? WHAT? WHEN? All Workers All Workers All Workers All Workers High Hazard Point A to B Life Changes Recent Accidents Morning/Late Shift Motivation Defects After Breaks

De Deli liberate berate Observa rvati tions ons • More planning & foresight • Separate time set aside WHO? WHAT? WHEN? All Workers All Workers All Workers Accident Repeaters New Tasks Unexpected Work Stoppage New Hires High Defect Rate Task Being Performed Job Changes Interruptions First Week

Ob Obser serva vation tion Tim iming ing Determining Frequency • New hires - 3 in first month • Existing employees - 1 per month • New process Timing is everything!

Ch Changi nging ng Be Behav aviors iors • Providing Feedback after Observations

Ob Obser serva vation tions s Focu cus s on on Be Behav aviors iors Controlling Preparation Need for behaviors feedback Safety Tell or not to tell Process Feedback Observation Base foundation BIT of Performing of Triangle information observations

Fee eedback dback He Help lps s Enga gage gement ment 65% 51% 33% Not Engaged Engaged Percent of workers wanting more feedback 16% Actively Disengaged Source: 2017 Office Vibe Source: Gallup: 2017 State of American Workplace

Enga gage ged d Employees loyees Incur cur Les ess s Co Cost sts Companies with highly engaged workforce have… 50% 41% fewer fewer quality accidents defects Source: Gallup: 2017 State of American Workplace

BI BIT T of In f Info forma rmation tion – 3 St 3 Step eps s to Fee eedback dback Tell employee you completed safety observation! B All Workers I All Workers T All Workers Behavior Impact Tomorrow Make sure employee Link impact to personal What actions do you expect understands the positive or level, unit level, plant level employee to complete negative behavior observed and corporate level tomorrow and on Focus on behavior – Define Impact – Reinforce for tomorrow

Co Corr rrecting ecting Un Unsa safe fe Be Behavior avior When unsafe behaviors are observed, employees must be coached in the correct method • Tell them how to do the job • Show them how to do the job • Have them demonstrate correct way • Make corrections or reinforce with a compliment

Gi Give ve Posi sitive ive Fee eedb dback ack Reinforcement Effect – Behavior positively reinforced tends to increase or continue Extinction Effect – Behavior not positively reinforced tends to decrease over time Punishment Effect – Behavior “de - motivated” by negative reinforcement tends to decrease

5 T 5 Tip ips to Increas crease e Impact act • And Make your Observations More Powerful

01 Pre re-Pl Plan an • Decide who, what and when you’ll observe • Type of observation (incidental or deliberate) • If you’ll announce • What you’ll look for

02 Wa Watch tch • Observe to discover, “can they do their job safely ” • Identify anything that concerns you • Decide if new habits are needed

03 Ask Ask • Determine why a safety precaution wasn’t taken • Gain insights into the type of behavior change • Identify employee motivation needed

04 Enga ngage ge An And Re Rein inforc force • It’s about keeping employees safe • Place emphasis on what they’re doing right • Focus change on the critical behavior to keep them safer

05 Show ow Co Concern cern • How you phrase feedback is critical • Express concern about their well-being • The possible consequences of unsafe behavior

Get etting ing Star arted ted • Taking the Next Steps

Where to Begin… Train Select Identify Observe Feedback Supervisors Employees Tasks

Sel ell l the e Be Benefits! efits! Understand Staff Correct Cause of Training Communicate Defects Effectiveness Commitment Employee Engagement Identify Quality Acknowledge Demonstrate Safety Problems Performance Priorities

? Ques estion tions 1. What’s the difference between observations and inspections? 2. Why would you tell someone before an observation? 3. Why would you NOT tell someone prior to an observation? 4. What does a B.I.T. of information stand for?

Yo Your r Safety ety Re Resources urces • icwgroup.com /safety

ICW CW Gr Grou oup p Poli licyhol cyholder der We Websit site! e! icwgroup.com /safety • Safety and Risk Management area! • Safety Webinars Think Before You Climb: Helping Employees Use Ladders Safely Thursday, 11:00 AM PT • Observation materials

ICW CW Gr Grou oup p Poli licyhol cyholder der We Websit site! e! icwgroup.com /safety Think Before You Climb: Helping Employees Use Ladders Safely Thursday, 11:00 AM PT

QU QUES ESTIONS TIONS? CONTACT US: riskmanagement@icwgroup.com

Th Than ank k yo you! u! riskmanagement@icwgroup.com