Conall

Culture Change

By Josh Williams, Ph.D. In late 2021, we began working with a leading chemical manufacturing company to revamp their behavior-based safety (BBS) program. This organization has a strong safety culture and emphasizes safety as a core value. However, their BBS program had grown stale. This was due to an overly long checklist and overemphasis on quotas which led to “pencil whipping” cards and very negative perceptions of the program. Recognizing these limitations, we worked with EHS leaders to create an entirely new BeHOP® process which combined the best elements of both Behavior-Based Safety and Human and Organizational Performance. One of the

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By Josh Williams, Ph.D. For more than 25 years, I’ve heard senior leaders speak passionately about having zero incidents. This is often done with heartfelt messages and personal commitments to make it happen. This is a good thing in many ways: It’s aspirational to strive for zero incidents. This fosters a mindset of internal control and taking charge of your own destiny, which should be reinforced by leadership. This often leads to the development of leading indicators like leader time in the field and action items completed (from worker feedback) to prevent incidents. Incidents typically drop if proper actions are taken on the front end. However,

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By Josh Williams, Ph.D. Over the last few years, we’ve been hearing over and over how hard it is to find high-quality employees for physically taxing jobs. In some cases, it’s difficult for employers to substantially raise wages and stay competitive. This leaves them in a position where candidate pools have shrunk and, in many cases, people applying for jobs have little hands-on experience. “We’re hiring people who don’t know how to use a shovel.” This creates insufficient personnel and the people that you do have are often stretched thin, which leads to a host of complications that compromise safety like

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By Eric Michrowski A leader once told me their safety strategy focused on driving actively caring within their organization. In his words, “If we care for our people, safety will take care of itself.” While actively caring is integral to building a robust safety culture, I would caution that it’s insufficient on its own. Actively caring means showing personal concern and appreciation for employees individually. When relationships with team members are firmly established, and employees feel appreciated, understood, and respected, they are more likely to demonstrate discretionary effort and go above and beyond to keep themselves and their coworkers safe. Actively caring

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By Julia Beckel Due to the dispersed nature of their work, lone workers are largely responsible for their own health and safety, and often are needed to assess and identify a variety of occupational hazards such as heat exhaustion, fatigue, and environmental distractions. While modern research has shown a number of mechanisms for supporting the health and safety of traditional workforces, organizations are increasingly tasked with understanding how to translate these support systems for their dispersed workforce.   A particularly relevant challenge is how to extend and promote a strong safety culture among workers who are not co-located – keeping mobile

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By Josh Williams, Ph.D. One of the most important aspects of safety leadership is optimizing safety systems to prevent risky actions and incidents. Employees are more likely to be injured when leaders fail to address system gaps like inadequate personnel, unreasonable production pressure, excessive overtime, faulty equipment, insufficient safety training, unclear safety policies, non-existent safety meetings, poor safety communication, and blame-oriented discipline procedures. Leaders improve safety culture by optimizing these key safety management systems: ·      Close Call Reporting: Near-miss reporting should be encouraged from a learning culture perspective. Close calls help people learn from each other to prevent serious injuries and

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