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Table of Contents
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Why Measure Performance? Types of Measures Accountability Step 1:Define Expectations Step 2: Provide Tools & Skills Step 3: Measure Performance Step 4: Provide Feedback Case Studies Follow-up Activities
> Improvement project evaluation > Input into bonus and incentive systems > A marketing tool > Benchmarking > Increased motivation
Viewpoints of Measurement
> Organizational > Personal
A macro view how overall results are measured to determine whether safety efforts are paying off.
Types of measures
> Results Measures > Activity Measures
Results Measures
DIRECT COST
VS
INDIRECT COST
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They are broken down by unit They give insight into the nature and causes of the accidents They are expressed eventually in terms of dollars per unit They conform to any legal and insurance requirements
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Sometimes they measure only luck. They do not discriminate between poor and good performers. They do not diagnose problems. They can be unfair if used to judge individual performance
Results measures do not tell you why an accident occurred or how to improve future performance.
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Activity Measures
Behaviors/performance linked to accident prevention. These measures assess results of supervisor or workgroup, or organizational action taken before accidents occur.
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Discussion >What activities could prevent injuries from occurring at your company?
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Fatality
Lost Time
Safety Model
Recordable
First-Aid Case Near Miss
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Organizational vision, Goals, Strategic Plans Perception surveys Structured Interviews Safety Audits/Inspections Accident Analysis Accident Trends Behavior Observation Data
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> Vision Serves Three Purposes Clarifies Direction Motivates People Aligns Individuals
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Characteristics of an Effective Vision > Imaginable > Desirable > Feasible > Focused > Flexible > Communicable
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Quiet
Transparent
Integrated
Valued
Equal
WORLD CLASS
Progressive
Safety Responsibility: Management Driven/Employee Owned Perception: Good Business Investment
Management Characteristics
Accidents: intolerable, no excuses Safety a measure of management effectiveness Decisions: time consuming and difficult Planning: long-term; 3-5 years Responsibilities/Expectations: clearly defined No glitz or hype
The NORM
Significant Financial Crisis
High Excessive Insurance Losses Costs Adversarial Employee Relations Litigation Statutory Ignorance
Naturally Occurring Reactive Management
Traditional
Management Characteristics
Incidents: excused Compliance is the goal Likes cookbook approaches Little accountability lack of employee involvement High visibility and glitz
Employee involvement: win/win Communications: informal, open, encouraged Accountability established, measured, recognized
SWAMP
Safety Without Any Management Process
Hansen/Ingalls 1994
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PART 2
Y N 1. Do you feel you received adequate job training? Y N 2. Do supervisors discuss accidents and injuries with employees involved? 5. Do you perceive the major cause of accidents to be unsafe conditions? 8. Are supervisors more concerned about their safety record than about accident prevention? 11. Is high hazard equipment inspected more thoroughly than other equipment? Y N 3. Is discipline usually assessed when operating procedures are violated?
Y N
4. Would a safety incentive program cause you to work more safely? 7. Is safety considered important by management?
Y N
Y N
6. Does your company actively encourage employees to work safely? 9. Do you think penalties should be assessed for safety and health violations?
Y N
Y N
Y N
Y N
10. Have you used the safety involvement teams to get action on a complaint or hazard which concerned you? 13. Have you been asked to perform any operations which you felt were unsafe? 16. Are employees provided information on such things as cost, frequency, type and cause of accidents? 19. Is off-the-job safety a part of your companys safety program?
Y N
Y N
Y N
Y N
Y N
Y N
Y N
17. Does your company deal effectively with problems caused by alcohol or drug abuse? 20. Does management insist upon proper medical attention for injured employees? 23. Does your company hire employees who do not have the physical ability to safely perform assigned duties? 26. Is safe work behavior recognized by supervisors?
Y N
Y N
Y N
Y N
Y N
22. Are you interested in how your companys safety record compares with other companies in your industry?
Y N
Y N
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Y N
Y N
Y N
Goals for Safety Performance Hazard Correction Inspections Involvement of Employees Awareness Programs Recognition for Performance Discipline Safety Concerns Operating Procedures Supervisor Training Support for Safety Employee Training Safety Climate Management Credibility Stress
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% Positive Responses
100 120 20 40 60 80 0 Manager
Accident Investigation Quality of Supervision Alcohol/Drug Abuse Attitude Toward Safety Communication New Employees
Employee Supervisor
Survey Results
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Accountability
The Key to Managing Safety
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>Accountability
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President
Vice President Plant Manager Supervisors Employees
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Exercise
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Steps to Accountability
1. Define expectations and explain rationale. 2. Provide the tools and skills. 3. Measure performance. 4. Provide feedback.
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Performance Formula
Motivation x Ability x Job Clarity >
PERFORMANCE =
Obstacles
Performance = safe job execution
Motivation = desire
Turn & Talk >How do your employees know what is expected of them?
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1. 2. 3. 4.
> > > > >
Define Expectations Provide Tools & Skills Measure Performance Provide Feedback
Policies Safe Work Practices Job Safety Analysis Performance Goals Job Descriptions
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> Leaders must communicate the need for all employees to understand the safety-related processes and procedures, and to actively participate in the organizations safety programs.
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> Reasonable and specific > Enforceable > Easily understood > Positive > Regularly reviewed and updated
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C. Safe work procedures 1. Explains how to do the job safely and efficiently, step by step. 2. Involves developing solutions to the potential hazards identified.
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Performance Goals
Step 4 Performance Appraisals
Job Descriptions
1. 2. 3. 4.
Define Expectations Provide Tools & Skills Measure Performance Provide Feedback
Ohio BWC
Topics:
How injuries affect profitability Accident Causation Injuries equal Management error Motivation Measurement and Accountability Contemporary vs. Traditional Safety Programs
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The benefits of teams Phases of team development How to deal with team conflict Communication skills Team tools
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Facilitator Training
Topics:
Roles and responsibilities of the facilitator Team problem solving and decision making Running effective safety meetings Conflict resolution
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Behavior-Based Safety
Topics:
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Why behavior-based safety works What to observe At-risk behaviors Feedback Positive reinforcement Coaching Managing behavior data
1. 2. 3. 4.
Define Expectations Provide Tools & Skills Measure Performance Provide Feedback
Criteria:
> Measure the performance of a task (rather than an outcome). > Constructed to affect rewards. > Specific and Measurable > Within the persons span of control > Measure the presence of a safety activity (not its absence).
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> SCRAPE > SBO > Menu (DSH Model) > Balanced Scorecard
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> Supervisors
> Safety Director
100% Activities
100% Activities
> Employees
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100% Activities
1. 2. 3. 4.
Define Expectations Provide Tools & Skills Measure Performance Provide Feedback
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What Who When Why How Systems Support Personal Impact Organizational Impact
Roles Numerical Rating Flexibility EE Involvement Central Coordination Addressing EE Weaknesses > Additional Items > System Evaluation
Positive Reinforcement
> Find someone doing something right, and reward them. > Construct consequences to increase the probability that the behavior that precedes the consequence will occur more often in the future.
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Case Studies
Review
> Steps to Accountability
1. Define Expectations 2. Provide Tools and Skills 3. Measure Performance 4. Provide Feedback
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Next Steps
1. Review current measurement systems. 2. Get management support/commitment. 3. Develop a vision. 4. Develop performance measures and activities for all levels of the organization.
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Next Steps
5. Conduct a Needs Assessment for tools and training required. 6. Determine how activities will be measured and reported. 7. How will performance be recognized and rewarded? 8. Re-evaluate the process.
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