THE SAFETY CULTURE MANAGEMENT SYSTEM
Most safety leaders now recognize that a focus on lagging indicators such as OSHA recordables is like driving a car staring in the rear-view mirror. Leading indicators, however, have too often been described as merely behaviors. In fact, a more comprehensive, systemic approach is required that can record, report and reward based on employee proactive involvement in safety, health and other corporate concerns. Over time, this system should encourage and monitor progress towards a top-to-bottom shift in roles: Clock-Punching employees become Systems Thinkers. Supervisors become Coaches. Managers become Leaders. In other words, the culture change occurs first by a fundamental shift of perspective: the company is a world-class team and the employees are world-class athletes competing in the mother of all Olympic Games! This new perspective requires a steering mechanism.
A CULTURE IN BALANCE
Such a mechanism is best implemented as web-based, with access from all quarters. Installed at refineries, construction companies and others, The Safety Culture Management System developed by KL&P Motivation is an example of such a method. Employees are given a Pin# and password, allowing them to sign on to their own account, view a gallery of awards chosen by their safety committee, and redeem points from their balances earned for performing any number of committee-chosen activities.
Points are earned any one of four ways:
- Discretionary Effort, such as performing a JSA, submitting a near-miss report, conducting a tool-box talk, etc.
- On-the-Spot recognition for correct behaviors, such as proper lifting methods, correct use of PPE, etc.
- Education though an integrated online e-learning feature, completing multimedia modules and quizzes. These training modules might include hearing conservation, crane safety awareness, fall protection, etc.
- Management awards in the form of points for crew or company milestones, such as meeting incident-free goals, housekeeping contests and so on.
As we review with our clients the volumes of reports the system puts out each month, we look for a good balance of these four methods of points awards. Management can access the system’s online dashboard to sort through hundreds of leading indicators, helping to create meaningful dialogue among foremen and supervisors.
Just as we look for balance in the ways in which points are being earned, we also look for balance in the elements of the workplace. There are specific elements present in any culture, from gangs to churches, political parties to neighborhoods. Are your sub-cultures spinning in balance? Do you have an honor roll of heroes to which everyone in the company thinks of as role models? Are your rituals and symbols reflective of the company values? Is leadership confused with management? What are the toxins in your culture? Are there background assumptions and norms that conflict with the core values?
There are dozens of markers available to our clients through the management system to watch for progress and continuous improvement of the culture and climate of the workplace.
Finally, a comprehensive system must require minimal administration, and be affordable…KL&P’s system includes all consultation, web development and hosting, promotion, awards and shipping for as low as 4 cents per employee per hour for large organizations.
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