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Employee Engagement

By Eduardo Lan Organizations and their leaders often work on improving safety culture and safety performance by means of tightening up safety systems and providing both technical and non-technical training. They also engage in safety coaching focused on observing and correcting unsafe behavior and conditions. Although all of this is necessary and important, it is insufficient to generate a safe workplace. Ultimately, it is people who choose to follow rules and procedures and engage in safe work. Thus, no amount of safety training, system improvements and/or behavior management will be sufficient if people don’t want to work safely. Making a Safety Connection:

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By Josh Williams, Ph. D. Is your BBS process stale? Do these symptoms of a flailing program sound familiar? Overemphasis on quotasPencil whipped formsFocus on quantity but NOT qualityOverly long checklistsNo open-ended questions on card; few meaningful comments providedNo conversations following observationsObservations only being done by a select groupWeak analyses of observation data and commentsCards going into a “black hole” with little feedback share back to employeesFew improvements based on observation feedbackLow interest from employees and supervisors If this sounds like your program, it’s time to level up with BBS 2.0. BBS 2.0 focuses on the quality of conversations with observations and making tangible

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By Eduardo Lan Leaders play a crucial role in the success of an organization. It is they who set the standard for what is acceptable and desirable within the group and the criteria by which you can get promoted or fired. As such, team members look to their leaders to gauge expected behavior. As the saying goes, “that which my boss finds interesting, I find fascinating.” Unfortunately, these expectations are not always clear, leaving team members confused and guessing. According to a Gallup study, 50% of managers don’t set clear expectations, which ultimately has a negative impact on productivity and results (Holland,

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By Eduardo Lan Many organizations seek world-class safety performance, which is the result of robust safety systems, effective safety leadership, and a safety culture that elevates individual safety awareness, accountability, and ownership. An important part of this, particularly as it pertains to safety leadership, has to do with both psychological safety and straight talk. Defined by Simon Sinek, “as an environment created by leaders in which people feel safe enough to speak up without any fear of humiliation or retribution (Sinek, 2021),” psychological safety is brought about through caring leadership. Psychological Safety Unleashes Discretionary Effort When we feel safe with others, particularly our leaders, we let our guard

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By Eric Michrowski The true implication for an organization that isn’t seeking every opportunity to learn is to accept to operate with a certain level of ignorance. Such comfort with organizational ignorance is one of the biggest barriers to success for businesses and is particularly dangerous when it comes to organizational safety. Companies need to, without compromise, learn from small events, near misses and injuries in order to systematically remove potential risks and reduce SIF potential. This is why leading organizations work to create an environment where workers are comfortable reporting close calls and incidents.  By focusing on using near misses and even

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By Josh Williams, Ph.D. Leaders need to get more input from employees about safety. Better decisions are made and practical improvements are made when employee input is solicited and used. Participation rates are also higher. Years ago, a behavioural safety process was implemented in a manufacturing firm as part of a NIOSH grant. Half of the group designed their own card and rules for use (“participation group”). The other half were given a card with instructions to follow (“compliance group”). The participation group that designed their own process completed 7 times as many observations as the passive compliance group. And employees

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