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Employees use knowledge of their environment to understand what things are putting people in risky situations. Employees need control to make appropriate changes to the system. Finally, workers’ ideas and suggestions need support from management to enable employees to feel they can truly make a difference in the lives of their coworkers.
Chuck Pettinger, Ph.D., Project Director, Safety Performance Solutions, Inc.
so employees can take ownership of the safety process. It’s a mistake to expect employees to take pride and be enthusiastically involved over the long term in order to simply conform to top-down management programs, and/or merely comply with OSHA regulations. The single most powerful source of motivation is employee ownership of the safety process.
Earl Blair, Ed.D., CSP, Associate Professor of Safety Education, Indiana University, and owner, Blair Safety Services.
Identify champions from the management and employee ranks. Involve them in problem-solving, safety observations, workplace inspections, and in training. Communicate the results widely and cultivate a culture that values and rewards these efforts.
Gayla J. McCluskey, CIH, CSP, ROH, QEP, Principal, Global Environmental Health Services.
Actively search for opportunities to involve employees. Listen up. Pay attention to what employees have to say. Respond to and resolve issues brought forth by their involvement.
Skipper Kendrick
All this may be simpler than we think. We train people on specifics — way more than these smart people need to be told. Let’s get out of the way, and begin asking more questions about how they want to create their safety system and account for their results. Let’s do this instead of telling them what to do. Ask more questions about how your people want to manage safety.
Bob Veazie.
Managers often ask people to conduct safety tours or to do behavioral observation counts, but they rarely ask about what people found when they looked. This says safety is not interesting. Make a point to ask for trends, patterns, and overall conclusions such as, “We take care of guards on equipment but we often miss problems related to the condition of the floor.” People like to be reinforced for being perceptive.
Betty Loafmann, President, Advanced Performance Technologies – Safety Systems
Getting involvement in safety is not likely to happen unless there is also a climate of involvement in other objectives of your organization. Trying to manage safety by involvement, and other activities in other ways, is not likely to work, at least not consistently.
Typically, other company interests can benefit from an involvement approach as well. It’s been said that, “If you can manage safety, you can manage anything.” Organizations can learn a lot about what they need to do overall by seriously examining how to effectively manage safety through energizing their people in safety processes. Once managers recognize the benefits and involvement becomes expected, participation in safety is more readily achieved
Dan Markiewicz, MS, CIH, CSP, CHMM, environmental health and safety consultant, Toledo, Ohio.
When asked with sincerity, this question can change management’s perspective of safety. Rather than a staff cost necessity, safety is seen as a business-building asset, a new business partner. To get senior line managers involved, play in their sandbox; don’t expect them to play in yours.
Rick Fulwiler, Sc.D., CIH, President, Technology Leadership Associates
Be recognized as trustworthy and display confidence in the ideas you want promoted. Management and employees will not eagerly support merely an idea or program, but they will support someone they like and trust. It takes a leader, in the true sense of the term, to bring along followers and supporters.
Dan Markiewicz.
This must happen before anything else. People must understand that your core purpose is to assure worker health and safety. It’s not about you, it’s about them. Then you need to get champions from management, unions and employees to believe. You need to keep the urgency so people perceive the importance of your message. Keep them thinking holistically and viewing safety and health as a system.
Hank Lick, CIH, CSP, Ph.D, Director of Industrial Hygiene, Ford Motor Co.
People remember those who helped them out. Any problem left long enough will become a safety problem. Unfortunately, you’ll have plenty of opportunities to solve problems. Being known as a problem-solver is one way to get people on your side.
Roger Simpson, CSP, CHMM, Safety and Environmental Director, Shelby Williams, Morristown, Tenn.
Review the policies , to establish the level of understanding , and shortfalls
Revise the system and involve senior management to assist to drive the change management ,
Involve the safety reps to assist at floor level
Involve the employees ( they will take ownership and drive and assist to achieve results)
Plan and agree a strategy to make the changes
Implement the changes to reduce the risk to employees and company
Manage the system closely until resolved
First of all ,i would identify the problems.Then, i would search for the causes of these problems in order to figure out same adequate solutions.Finally, with the approval of my supervisor i would start working to fix everything that is wrong.
I start with the stage requires management to identify their objectives, understand their current situations, set targets, consider tasks, timing, cost, roles and communicate it with all relevant parties and the impliment all safety policies.
My first action would be to inform the client, the project manager and the supervisors for all the subcontractors that we will be standing down for a safety meeting immediately. In that meeting I would make it clear that the rules of safety and safety processes must be followed with no exceptions. Work would resume only when all levels of management are satisfied that the work site safety rules are understood and a review period shows this reflected in daily work activities.
by checking their Intigtated Management system and policy exist or implimented on ground or not.
First of all check the site activities and what are most dangerous situations in work immediately stop and inform to project manager nad rectify it
after prepare the remedial work plan and after what are the corrective actions required is done
first of all i will review all current and previous HSE docs/policy/reports, then i involve to all stack holders and will take suggestion from every one and then i act on hse policy given in nebosh igc course for construction safety, to keep in mind all stack holders ideas.
Review the current status of the project with senior management and role out a prioritized plan to address any shortcomings through a developed and auditable plan to measure continuous improvement.
Inspect, audit all facets of the project and provide a credible actions plan to maintain company standards.
Schedule a training and lessons learned role out program to bolster areas of concern and continue operating at the highest standards.
Measure performance against best practice.
If there's critical wrong methods, make some corrections to reduce the risks and put in place a corrective action :
1- a diagnostic is importante to know where we have to improve and define the priorities
2- Discuss with management team : strategy, policy, ambitions ...
3- put in place a program of actions depending on the result of the diagnostic and the availability of ressources.
4- for each action or step, define the target to achieve
Of course, the involvement of teh management team is a key, training and sensitizations of collaborators could be a must!.
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