Supervisory Safety Leadership Best Safety Practice # 3 Supervisory Leadership, Coaching, Motivating & Intervening

Supervisor Best Safety Practice #12 Human Aspects Know your employees well. Some employees have other issues distracting them from concentrating on safety and environmental excellence. Try to establish: Positive relationships Frequent Interactions Stress improved ‘behavior’ Stress proactive injury prevention Changing the safety culture  Know your employees well. Some employees have other issues distracting them from concentrating on safety and environmental excellence. Try to: Establish a positive relationship with all employees. Interact with them frequently. Stress improved behavior to employees who seem to be rushing or distracted from their work. Stress proactive injury prevention with all employees. Work on changing the safety culture  Read the above slide. These are the primary roles of management in EH&S leadership. We will discuss these roles in detail throughout the next several slides. Review the importance of knowing what is happening in the lives of the people you are working with. If people’s minds are not on the job, they can be at risk for an accident or release. Ask the participants: Are your employees experiencing personal problems such as a divorce, a major illness in the family or drug problems in the family? These kinds of problems can affect employee performance and safety awareness.

Best Practices Supervisory Commitment & Leadership Coaching, Intervening, Motivation: Serving as ‘role model’, coach & intervening Leading & communicating at safety meetings “On the Floor” and “Walks the talk” Enforcing safety rules Focusing on behavioral safety Employee performance includes safe work practice expectations Trained on Safe Leadership Practices Enforces safety rules; “Silence is consent” Serves as safety ‘role models’-wears PPE, observes safe practices Conducts frequent and “interesting” safety meetings Supervisor accountability through performance reviews-It Matters “Walks the talk”, and observes behaviors vs. expectations is “on the floor” inspecting and watching/correcting behavior

Supervisor Safety Leadership Role Model Be a role model. Set the example. Use proper technique. Don’t say one thing and then do another. Be genuinely concerned about the employees’ well being (i.e., care) and safety Listen to your employees. Deliver ‘effective’ safety presentations. Actively participate in safety training. Read the above slide. Review the importance of being a role model. Employees are looking to you to set the example. Ask the participants: Are you setting an example by your behavior? Are your words and instructions consistent with what you actually do on the job? Are you working safely and in an environmentally-friendly manner and using correct work methods?

Supervisor Safety Leadership Coaching Be a coach: Coaching and recognizing employees is an important part of your job. Create the proper respect for work hazards Recognize employees who are doing the job safely Plan and assign work with injury prevention as a high priority Routinely review and correct employee behaviors Read the above slide. Be a coach: Coaching and recognizing employees is an important part of your job. This means: Create the proper respect for hazards & the environment. Recognize the employee who is doing the job safely and/or in an environmentally-friendly way. Plan and assign work with injury prevention and environmental excellence as a high priority. Routinely review employee behaviors. Demonstrate EH&S awareness. Review the importance of coaching employees. Coaching is part of any manager’s job. Ask the participants: Are you demonstrating safe and environmentally-friendly behaviors to your employees and are you recognizing employees when they do the job safely and in an environmentally friendly way? 90% of all accidents/releases are due to unsafe acts. Remember the triangle we looked at earlier. We need you to play a positive role in the reduction of unsafe acts and environmentally-unfriendly acts.

Supervisor Safety Leadership Intervention Intervene: Intervention is a key part of your job; Intervene to change or correct behavior Identify and correct unsafe acts Inform/solicit from employees the safe way to perform the job Check for employee understanding Remember “Silence is Consent” Read the above slide. Intervene: As a supervisor or manager, intervention is a part of your job. You should intervene to change or correct behavior. You should: Identify unsafe and environmentally-unfriendly acts. Inform employees of the best way to do the job safely and in an environmentally responsible manner. Check for employee understanding. “Silence is Consent” Remind participants that as a supervisor or manager, it is their responsibility to intervene, not the responsibility of the EH&S Manager or someone else in the organization. Explain what intervention is and why it is important. If you do not intervene, people will not change their behaviors, accidents/releases can occur and we will never be able to meet our EH&S goals. As a supervisor or manager, you are called upon to intervene when you identify unsafe actions or conditions. You should intervene in order to change or correct behavior. You should: ·  Identify the unsafe and environmentally-unfriendly act. ·  Inform the employee of the best method to do the job safely and environmentally. ·  Check for employee understanding of how to perform the job safely and environmentally. “Silence is Consent”

Supervisor Best Safety Practice Intervention When you intervene, it is important to emphasize: The importance to the employee’s safety. The importance for the employee to perform tasks in a safe manner How valuable the employee is We all need to take the time to work safe Read the above slide. Explain what intervention is and why it is important. If you do not intervene, people will not change their behaviors, accidents can occur, and we will never be able to meet our safety goals. Describe what to emphasize when intervening. Remind participants that as line managers, it is their responsibility to intervene, not the responsibility of the EH&S Manager or someone else in the organization. When you intervene to improve safety, it is important to emphasize the positive aspects of the intervention. Those include emphasizing the importance of employee safety, how valuable the employee is to the company and that you do not want the employee to get hurt.  

Supervisor Safety Leadership Unsafe Conditions If an employee feels there is an unsafe or working condition, you should: Determine what the employee feels is unsafe or and how to make the job safe. Identify a solution acceptable to both. Ask the employee to complete the task after identifying an acceptable solution and, if necessary, schedule a review of the job later. Read the above slide. Explain that it is important for line managers to know what steps they can take when faced with a safety conflict situation.

Supervisor Safety Leadership Motivation Be a motivator Positively reinforce employees to encourage safe behavior Consider using a reward system Doesn’t need to be costly at all

Employee Motivational Techniquesa Reported by Employees Study of 65 workplace motivators ranked in importance by employees: #1 Personal Thanks #2 Written Thanks #3 Promotion for Performance #4 Public Praise #5 Morale building meetings Note: Employees said they only got Personal Thanks 58% of the time. aSource: Dr. Gerald Graham, Wichita State University Read the above slide. The conclusions that can be drawn are that the most effective recognition is manager/supervisor initiated and based on performance. Unfortunately for most people this does not occur. During this survey, people indicated that they only received personal thanks 58% of the time. The conclusions that can be drawn are that the most effective recognition is manager/supervisor initiated and it is based on performance.   “It appears that the techniques that have the greatest motivational impact are practiced the least even though they are easier and less expensive to use. . . Recognition is so easy to do and so inexpensive that there is simply no excuse for not doing it.” Rosabeth Moss Kanter Management Consultant

Managers and Employees Survey Rankings Motivation Employees Managers Full Appreciation for Job well done 1 8 Feeling “In” on things 2 10 Help on personal problems 3 9 Job security 4 Good wages 5 Interesting work 6 Promotion/Growth 7 Loyalty to workers Good working conditions Tactful disciplining Research has shown recognition is among the most desired aspects when workers are asked what they want from their jobs. Surveys have shown the following results, with the most important aspect of a job rated as "1" and the least important rated as "10". Point out the number 1 thing employees want is “Appreciation for work done” but this is number 8 on the manager’s list. The number 2 thing employees want is “Feeling in on things” while this is number 10 on the managers list. There is a huge difference between what employees want and what managers think employees want. We as managers need to be aware of this gap, and work hard to meet their needs. It doesn’t cost anything to say “Thanks for a job well done.”

Supervisor Safety Leadership Putting Recognition into Practice In practice, this means saying: “I saw what you did.” “I appreciate it.” “It’s important.” “It makes me feel . . .” Read the above slide. Explain that praise for safe and environmentally-friendly work habits and behaviors reinforces those behaviors which over the long run, will reduce accidents/releases. Does anyone have a real life example of putting recognition into practice?