“Safety is in crisis” was the opening line at an Acre event I recently attended, where John Green and thought leader Sidney Dekker gave an outline on Safety Differently.
The basics of safety like PPE, JSA, OSHA, etc. are good fundamentals. However, achieving true safety excellence must include both the basics and go beyond them.
A CEO asked me what the "secret" was to get employee engagement and form the kind of safety culture his organization desired. The answer is quite simple:
Define the vision, values, beliefs and behaviors you want a member of your safety culture to possess;
Easy to say, often hard to do.
It is even difficult to know what “the truth” is in some cases.
Most of us mean to tell the truth but we may not always accomplish this.
The stigma around mental illness is very real and, despite the progress made in recent years, it remains a significant issue for British businesses.
(ISHN Editor’s note: The mental health stigma remains a significant issue for U.S. businesses as well.)
How often do you or the leadership of your company share safety statistics with your employees? As a safety speaker have you ever wondered how effective it is to do so? At a recent presentation, the corporate safety leader took a moment to talk with the employees. Earlier in the meeting, it was shared with the employees that the previous year they had a 1.2 OSHA recordable rate.
I recently heard a saying that I really like, “the dog with the bone is always in danger.” Most all of us have a “golden dog-bone” within our organizations – whether it be sales numbers, market share, profit numbers, new product alignment, employee turnover rates, quality, productivity, and yes, safety performance indicators.
When it comes to art, I have a big advantage. My wife of 53 years is an artist, retired art gallery owner and art critic. The other day, she sent me a link to an article in the Guardian titled Art works: how art in the office boosts staff productivity with a subtitle of A bright creative workspace can make employees more productive, lower stress and increase wellbeing.
Since the advent of the safety function, it’s been borrowing tools from other disciplines and building practices based on data gleaned from the earliest research in industrial psychology.
Safety Incentives are increasingly eyed with suspicion by regulators who worry inappropriate incentives might lead to under reporting of injuries. Unfortunately, many organizations have legacy systems that provide financial rewards for injury-free time periods.
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