7 Keys for Creating A Safety Culture

7 Keys for Creating A Safety Culture

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  7 Keys forCreating a Safety Culture By Judy Agnew Senior Vice President, Safety Solutions
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  © 2013 2 Inthe Field • The topic of creating or supporting a safety culture comes up without fail • Most often, there is a varied understanding of what leaders and employees need to do to ingrain a safety culture into the fabric of their organization
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  © 2013 3 Whatis Safety Culture? Safety Culture: • A set of core values and behaviors that emphasize safety as an overriding priority • Expressed through what is said and done— through behavior • Unique to an organization but include one or more of the seven keys to an effective safety culture
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  Key #1: HazardIdentification and Remediation The entire workforce relentlessly pursues the identification and remediation of hazards. Correcting hazards as quickly as possible and maintaining good communications around hazards will not only create a safer workplace, it will improve your employees’ engagement. Frontline employees who believe management takes care of hazards are more willing to participate fully in safety initiatives. 4ADI Aubrey Daniels International
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  Employees at alllevels are equally comfortable stopping each other when at-risk behavior is observed and reinforcing each other when safe behavior is observed. While good constructive feedback is important for improvement, positive reinforcement for safe behavior is essential for building safe habits. The more actively involved all levels of the organization are in delivering positive reinforcement for behaviors consistent with the desired culture, the stronger the culture will be. Key #2: Recognize Safe Behavior 5ADI Aubrey Daniels International
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  No one isblamed for near misses or incidents. Instead, systemic causes are pursued. Often when people engage in at-risk behaviors that lead to incidents, there are organizational systems and practices that inadvertently encourage those at-risk practices. It is important to uncover those and establish accountability for making the changes to the systems and practices that encourage safe behavior. Key #3: Avoid the Blame Game 6ADI Aubrey Daniels International
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  The fear ofdiscipline which drives under-reporting and stifles involvement must be driven out of the culture. Discipline has a place, but most safety issues can be effectively dealt with without discipline, which has side effects that work against building a culture of safety. When discipline is used disproportionately in relation to positive consequences it leads to lower morale, reduced trust, lower productivity, less teamwork and lack of engagement. Equally disturbing is that it suppresses reporting incidents which cripples the organizations ability to learn from mistakes and become more proactive. 7 Key #4: Use Positive Consequences ADI Aubrey Daniels International
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  The workforce ischaracterized by good relationships at all levels. Trust is an essential component for an effective safety culture. As noted above, mistakes and errors, while unfortunate, provide invaluable learning. Employees who have good working relationships with management are more likely to speak openly and honestly about what is working, what is not and what still needs to change. They are also more engaged in other aspects of safety. Key #5: Build Trust and Relationships 8ADI Aubrey Daniels International
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  Safety is partof how work is done. It is not treated as something separate to be discussed during a weekly safety meeting or only at shift change. Safety should be part of every conversation and considered in every decision. 9ADI Aubrey Daniels International Key #6: Build Safety into Daily Processes
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  Successes are celebratedalong the way. Pride shouldn’t be focused solely on a company’s safety record, but also in what is being done every day, all day to achieve that record. 10ADI Aubrey Daniels International Key #7: Celebrate Success Often
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  The Power ofPositive Reinforcement Understand and use the science of behavior analysis and these 7 keys to creating a safety culture. Using targeted positive reinforcement of desired behaviors leads to rapid change and the effects multiply quickly as all employees begin to not only display desired cultural behaviors, but to reinforce those behaviors in others. Visit AubreyDaniels.com for more on safety leadership, behavior-based safety and related workplace topics. 11© 2013
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  Judy Agnew, Ph.D. SeniorVice President, Safety Solutions Judy Agnew is a recognized thought leader in the field of behavior-based safety, safety leadership, and performance management. As an expert consultant, Judy partners with clients to create behavior-based interventions that use positive, practical approaches grounded in the science of behavior and engineered to ensure long-term sustainability. She has presented at major safety conferences, including the American Society of Safety Engineers, National Safety Council and Behavioral Safety Now. Judy is the author of two highly regarded safety books, Removing Obstacles to Safety (with Gail Snyder) and Safe by Accident? Take the Luck out of Safety: Leadership Practices that Build a Sustainable Safety Culture (with Aubrey Daniels). © 2013 12
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  3344 Peachtree RdNE, Suite 1050 Atlanta, Georgia 30326 www.aubreydaniels.com