Recognition for doing things correctly seems to be a lost art.  Over the years, I have assessed perception surveys for hundreds of organizations and tens of thousands of employees.  As I tally the results, recognition for performance of doing things right is the lowest scoring safety management process. Interestingly, discipline (i.e., correcting people when they do something wrong) scores as the sixth lowest of the 21 safety management processes measured by the Caterpillar Safety Services statistically validated survey. 

Employee training doesn’t work on employees who aren’t motivated, according to a new study by a business thought leadership organization, The Forum: Business Results Through People.

Unlike most other business measures—think earnings growth or debt load—the traditional measures of safety performance tell us little about where existing functioning actually is, and where it is headed. The deficiency of safety measurement in describing actual performance is so common as to be a cliché. The reality is that there are many variables that determine the quality of safety functioning, variables that could be detected with the right set of metrics, processes, and analysis.

This Technical Service Bulletin is intended to assist our strategic partners who manufacture FR fabrics, our customers who construct FR protective garments, and, most importantly, the consumers who buy and use these high performance FR protective garments.

Love it or hate it, behavior-based safety (BBS) has become an entrenched part of the EHS landscape since it first emerged in the 1980s. Still, many safety professionals rightly point out that what many people think of as behavior-based safety doesn’t work.

The U.S. Chemical Safety Board (CSB) has formally voted to classify the American Petroleum Institute’s (API) response to the Board’s recommendation to develop an effective system of performance safety indicators as “Open- Acceptable Action.”

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When you describe somebody as having a “Zen” quality, you think of a person who’s tranquil, wise and enlightened.

Whether you are a safety manager negotiating with your boss, or a salesperson dealing with a client, Paul Cherry offered tips at the IGA meeting taken from his book, “Questions that Get Results.”