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Safety

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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By Josh Williams, Ph.D. There is a large body of evidence showing the benefits of safety culture advancement including improved: safety motivation and participation (Neal & Griffin, 2006), employee commitment (Clarke, 2006), perceptions of leadership buy-in (Brown & Holmes, 1986), and other organizational factors like job satisfaction, likelihood of staying with the job, and decreased stress (Morrow & Crum, 1988). I would like to share a few examples of client case studies showing why safety culture improvement matters. Improving safety culture is also associated with fewer workplace injuries (Barling et al., 2002; Clarke, 2006; Gillen et al., 2002; Zohar, 2000, 2002).

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By Josh Williams, Ph.D. We have worked with numerous organizations over the years to re-create or re-energize their behavior-based safety (BBS) programs. Several years ago, a leading manufacturing company asked us to revamp their program. Despite early success, their process had devolved into a “pencil whipping” exercise with an overly long checklist that people didn’t want to fill out. There was also an absence of effective safety feedback following observations and insufficient follow-up with identified concerns (“black hole”). This is typical of most clients reaching out to us to improve their BBS program. We started fresh by discarding the lengthy behavioral

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By Josh Williams, Ph.D. Several years ago, we were asked to work with a leading manufacturing company to assess their human performance (HP) and safety culture practices. Although they had high executive safety commitment and numerous progressive HP programs, they wanted to level up their performance. We partnered with them to identify strengths to reinforce and gaps to address to help optimize their safety processes and culture. The first step in these improvement efforts involved the creation of a highly customized survey to assess specific safety culture and process safety efforts. Tailored interview and focus group questions were also created to get

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By Josh Williams, Ph.D. Create a poster campaign with small rewards to raise safety awareness in a fun, fresh way.  Safety initiatives that include employee participation help develop a stronger safety culture and increase operational performance. Strive for more than just compliance – make safety personal, so that people are using their better judgement to make safe decisions instead of just following orders. How do you make safety personal? One simple way is to use employees’ own words and images. Make posters! Giving employees the opportunity to create their own safety posters makes them more likely to care about the posters and the messages

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By Josh Williams, Ph.D. Increasing leadership ownership and engagement is critical for safety performance and safety culture improvement. EHS groups should support and partner with operational leaders but should NOT be the sole owners of safety. Here are a few guidelines for improving operational leadership support of safety. Minimize Blame Safety-related shortcuts or risky actions are involved in most incidents. However, these actions are almost always influenced by system factors like excessive production pressure, unavailable tools/equipment, insufficient manpower, ineffective training, confusing/incomplete procedures etc. Leaders need to maintain accountability but also improve system factors when gaps are identified. The first question when someone

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