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By Propulo Consulting

By Madison Hanscom, PhD As we know in safety, formal training is incredibly important for employees to learn the practices, procedures, values, norms, and behaviors surrounding safe work. This provides the foundational knowledge for employees to do their jobs safely. Another important component to learning safety best practice is less official – it’s referred to as informal learning. Informal learning happens outside of official instructional efforts like training. Because we only spend a small amount of time in training compared to normal operations on the job, it makes sense that the majority of workplace learning takes place informally (about 80%)(1). This is

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By Dale Lawrence Often, organizations focus on either culture or customer experience or operational excellence as independent activities without seeing that they all are interrelated. In fact, the customer doesn't really care about the company culture or the operational success but will feel the impacts from both. When it is time for the customer to reflect on their loyalty and determine if they with re-purchase, their decision will be based on the overall historical relationship and interactions. In effect, whether their needs were met with the least customer effort. The company must see the customer journey, the employee engagement and the

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By Madison Hanscom, PhD It is near impossible to change someone’s mind — but this can feel like an important mission for leaders and safety professionals. Some try to convince through arguing, others like to give people options to persuade them, many try appealing to emotions, and others use an ‘information overload’ approach that includes facts and figures. But what really works? How can we convince someone to work safely? How do attitudes really change? To begin, you have to make it about your specific people in their specific situation. (That’s a less direct way of saying “it depends”.) Because there’s not

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By Madison Hanscom, PhD High turnover can be a safety concern. When there is a revolving door of employees coming in and out of the organization, this can create issues when it comes to sustaining a strong safety record. Because new employees come in without deep knowledge of the job, they are more likely to get into accidents. And it is not their fault — new hires are still gaining experience and training. You are only as good as the people on your job site, and if this is constantly changing, this can create safety boundaries. A small degree of turnover

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By Josh Williams, Ph.D. Forward thinking leaders are continually searching for ways to advance safety culture and prevent serious injuries and fatalities (SIFs). Several years ago, I published a book with Government Institutes entitled, “Keeping People Safe: The Human Dynamics of Injury Prevention.” The book was designed to be a user-friendly guide for leaders to improve safety culture and performance. Here are key takeaways from the book that may help your safety improvement efforts. Each of the five sections in Figure 1 will be detailed in this 5-part blog series. The first four focused on ways to improve safety leadership, systems,

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By Madison Hanscom, PhD Many in safety have seen it firsthand - high turnover can be a safety concern. When there is a revolving door of employees coming in and out of the organization, this can create issues when it comes to sustaining a strong safety record. Because new employees come in without deep knowledge of the job, they are more likely to get into accidents. And it is not their fault — new hires are still gaining experience and training. You are only as good as the people on your job site, and if this is constantly changing, this can

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