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Featured Insights

By Propulo Consulting

By Eric Johnson When our organization engages clients, one of the first steps we perform in our assessments centers around establishing a baseline regarding the safety culture climate within the organization at all levels. These questions center around elements such as “What is the overall view of safety within the organization?”; “How do employees react to injuries – both to themselves and to others?”; “How does safety messaging impact employees”. The answers to these questions often depend on both the current safety climate but also historical data. Within the conversational aspect of our assessments, we often come across a common theme

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By Madison Hanscom & Kelly Cave We are living in a turbulent time. Unfortunately, when life becomes hectic, we may unintentionally place our mental health on the backburner. During the current COVID-19 pandemic, many individuals are feeling extreme financial strain and are trying to juggle increasing priorities. Many people who typically work in professional spaces are now working from home with spouses and/or children and are trying to establish new routines. Amidst the painful anticipation of this unfolding situation, and the current stress we are experiencing, it is important to keep mental health in the forefront. Mindfulness is described as a moment

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By Eric Johnson “Why can’t my employees just work safer?” is a question we hear again and again when interacting with senior-level and mid-level leadership. “Management simply doesn’t know what we are dealing with” rebuts front-line employees. And indeed, both are partially correct. It’s this middle ground where an established safety culture can take root. Safety focus is not independent of other aspects of the organization, but can enhance or detract the work experience depending on the engagement of the front-line – an engagement that can be supported by management But to get to this point, management must be fully aware of how

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By Eric Johnson One of the biggest elements of a good safety program is the ability of employees to feel free to both own their safety to protect themselves from hazards and to then report safety incidents, close calls, as they happen within the workplace. Within groups that exhibit private compliance and higher maturities, the workforce feels comfortable and duty-oriented to enforce safety. But as we all know, safety is a journey, not a destination, and elements of a safety culture can quickly erode if not deliberately maintained. The canary in the coal mine for a decline in safety culture is the

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By Eric Johnson Strategy and Planning are the core activities in any organization that provide guidance and link the “whys” to the “hows” that define utilization of resources in producing high quality outputs. These are also core events in the business cycle that should be driven by data behind both external and internal forces to best approach the most advantageous deployment of resources toward customer satisfaction. Whether it's that time of the fiscal year or whether changing conditions necessitate a shift in the business approach, strategic planning is an event that everyone knows needs to happen, but few look forward to. The

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By Josh Williams, Ph.D. Organizational leaders make two common errors when trying to improve safety performance and culture. First, they overemphasize safety statistics to the point that employees believe the safety “numbers” trump genuine caring about their well-being. Second, they stress compliance with rules, to the point that employees may feel like their job is to avoid breaking any rules so they don’t get fired. Clearly, rules compliance and safety statistics are important. However, leaders should spend more time showing genuine caring for employees. This is an investment in your people as well as your culture. Increasing active caring increases the

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