1. Workforce Engagement Survey Engaging the workforce in simple and effective action planning

2. The purpose of the survey is to help increase Workforce Engagement – the active participation of everyone in the workforce in the management and improvement of safety Increasing maturity

3. The survey results provide an understanding of the areas of strength and improvement

4. This helps to develop an action plan based on a small number of improvement areas

5. Key principles for good action planning Relate the survey results to everyday work – it is the daily interactions and behaviour which generate engagement. Focus on a few key improvements. Focus on what individuals can control. – What can Senior Managers and Site Leaders do? – What can Direct Supervisors do? – What can Safety Reps and What can Workers do? Ensure personal as well as group commitments.

6. Successful action planning involves: 1. Conducting review meetings with Senior Managers, Site Leaders and Safety Reps 2. Relating the survey results and the Workforce Engagement framework to existing initiatives 3. Holding feedback sessions with workers in each team 4. Finalising a worksite action plan / add actions to existing H&S plans at the worksite or company levels 5. Communicating the agreed action plan

7. 1. Review meetings with key groups Conduct a series of meetings with key groups (such as Senior Managers, Site Leaders and Safety Reps) prior to feeding back the results on site. The purpose of this review is to agree on the feedback and action planning process. The purpose is not to ‘filter’ or ‘frame’ the results in any particular way. The meetings should familiarise key groups with the results to ensure they can help others in the workforce understand them. The outcome of this review is a shared understanding of the way forward.

8. 2. Relating the survey results and the Workforce Engagement framework to existing initiatives Review the worksite and company H&S plans for existing initiatives related to Workforce Engagement. The purpose of this is to link the survey results with efforts already being undertaken to improve Workforce Engagement. The benefit of this is to ensure ‘joined-up thinking’ and ‘joined-up planning’. Being able to communicate and involve people in joined up initiatives leads to deeper and faster increases in Workforce Engagement levels. Note that existing initiatives don’t have to actually feature on formal plans – some of the best are often informal and local to specific teams.

9. 3. Holding feedback sessions with workers It can be helpful to hold initial briefing sessions to feed the results back to as much of the workforce at once as possible. These briefing sessions should be attended / led by Senior Managers / Site Leaders. Enough briefing sessions should be planned to ensure all groups who participated in the survey get the chance to attend. The briefing should clearly communicate how ‘mature’ the results suggest the worksite is on each dimension of the Workforce Engagement maturity framework, as well as key strengths and areas for improvement. 9

10. After any initial briefings, smaller feedback sessions should be held The results should then be presented to all groups at the worksite who participated in the survey in smaller sessions. During these sessions, it is important that the purpose of the survey is not lost in the survey data. To ensure this doesn’t happen, a simple summary of the survey results should be prepared. This summary needs to be in the language and style of the workplace. 10

11. Be aware of common barriers to engaging with the results Sometimes, people won’t engage with survey results as a catalyst for change. This is usually because they believe: The survey process wasn’t confidential, so any request for improvement ideas is designed to identify trouble-makers The survey didn’t measure the right things The survey results are too complicated to understand The survey results are too generic Surveys are generally a waste of time – in their experience, nothing happens after action planning sessions There is a lack of trust between the person presenting the results and the audience

12. When presenting the results Explain the agreed action planning process – what will happen when? What are the immediate next steps after the feedback session? Make sure you explain how to understand the results. Make sure you present all of the data. Make sure you pause after each section of the report to check understanding. Finish the presentation by summarising the results in your own language. What do they mean to you?

13. A critical step: Sense-checking the results The discussion should then focus on the following questions: – What do you think of the results? – What were the key messages you heard? – Do any of them come as a surprise? Which ones? Why do they seem surprising? – What do we think are our strengths? – What are our improvement areas?

14. Discuss how better Workforce Engagement comes from personal as well as group actions SENIOR MANAGEMENT SITE LEADERS SUPERVISORS / FOREMAN SAFETY REPS WORKFORCE

15. Hints for having a good discussion What can help the discussion Be clear on the purpose of the discussion Be clear about the commitment of the senior leadership team to improving Workforce Engagement Establish an open discussion by sharing your personal opinion of the results Invite contributions from everyone – not just those people who have strong views Listen to what people say Clarify ambiguous statements (“could you help me understand”) Thank people for their contributions Check for consensus (“how do the rest of you feel”) What can hinder the discussion Not providing a clear reason for the discussion Talking about action planning as being something management is implementing Behave as if you are “going through the motions” Judge contributions as good or bad without checking with other opinions to these Interrupt contributions Defend a particular company position on topics “Pass over” unclear points without seeking clarification Not actively facilitating a discussion

16. 4. Finalising a worksite action plan 16

17. Level Personal actions (me)Worksite actions (us) Workers Safety Reps Supervisors / Foremen Site Leaders Senior Managers How do we maintain our strengths?

18. Level Personal actions (me)Worksite actions (us) Workers Safety Reps Supervisors / Foremen Site Leaders Senior Managers How do we improve our development areas?

19. 5. Communicate the agreed action plan 19

20. PRESENTATION TEMPLATE Conducting Feedback Sessions 20

21. The purpose of the survey is to help increase Workforce Engagement – the active participation of everyone in the workforce in the management and improvement of safety Increasing maturity

22. We’ve done the Workforce Engagement survey

23. And here are our result (present results here)

24. Now we need to discuss these

25. And develop an action plan

26. Let’s sense-check the results What do you think of the results? What were the key messages you heard? Do any of them come as a surprise? – Which ones? – Why do they seem surprising? What do we think are our strengths? What are our improvement areas?

27. All improvement actions should focus on helping everyone to:

28. We improve engagement with positive behaviours and removing obstacles

29. Everyone on site has a different span of control SENIOR MANAGEMENT SITE LEADERS SUPERVISORS / FOREMAN SAFETY REPS WORKFORCE

30. So we each do to do what we can to improve SENIOR MANAGEMENT SITE LEADERS SUPERVISORS / FOREMAN SAFETY REPS WORKFORCE

31. Better Workforce Engagement comes from personal as well as group actions SENIOR MANAGEMENT SITE LEADERS SUPERVISORS / FOREMAN SAFETY REPS WORKFORCE

32. What about obstacles?

33. Removing obstacles Inadequate processes Negative engagement behaviours Plant & equipment in poor condition

34. Removing obstacles: Negative engagement behaviours Not sharing information Not having an ‘open door’ policy Not making time available for discussions and support Breaking commitments Responding to intervention in negative ways Treating contractors differently to permanent workers Failing to involve safety representatives Acting to undermine change efforts Not always welcoming constructive input and challenge

35. Removing obstacles: Inadequate processes Not consulting safety representatives during implementation and review of processes Not actively seeking input on how and where processes can be improved Failing to review processes to ensure on-going clarity Having poor communication and information sharing processes A lack of coordination in scheduling and shut-down processes

36. Removing obstacles: Plant & equipment in poor condition Pressure in capex, operating and maintenance budgets Poor housekeeping and general condition of plant Ageing equipment

37. Level Personal actions (me)Worksite actions (us) Workers Safety Reps Supervisors / Foremen Site Leaders Senior Managers So, how do we maintain our strengths?

38. Level Personal actions (me)Worksite actions (us) Workers Safety Reps Supervisors / Foremen Site Leaders Senior Managers And how should we improve?