Ohio BWC Division of Safety Hygiene Measuring Safety

Ohio BWC Division of Safety & Hygiene Measuring Safety Performance

Table of Contents > 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 2

You will learn: > A sound foundation for developing or improving safety performance measuring systems; > Strategies and techniques for measuring safety performance, emphasizing process measures, accountability, systematic monitoring, and goal setting; > An understanding of how you can proactively use measurement systems to guide future performance; > Key elements of contemporary safety measurement tools 3

Turn & Talk > Why measure performance? 4

Reasons for Measuring Performance > A navigational tool > An early warning sign > Alter behavior > To implement strategies and policies > Trend Monitoring > Improvement prioritization 5 > Improvement project evaluation > Input into bonus and incentive systems > A marketing tool > Benchmarking > Increased motivation

Viewpoints of Measurement > Organizational A macro view – how overall results are measured to determine whether safety efforts are paying off. 6 > Personal A micro view – do measures insure individual performance or foster nonperformance.

Turn & Talk > How does your company currently measure safety performance? 7

Types of measures > Results Measures 8 Trailing Downstream End of Pipeline Results Achievement > Activity Measures Leading Upstream Performance Predictors

Results Measures > Lost-Time Injury Rate > Incidence Rate > Severity Rate > Accident Costs 9

DIRECT COST VS INDIRECT COST 10 INDIRECT COST IS 4 TIMES THE DIRECT COST

Results-measures are good when. . 11

Limitations of Results Measures… q q 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”. 12

Activity Measures ❒ 13 Behaviors/performance linked to accident prevention. These measures assess results of supervisor or workgroup, or organizational action taken before accidents occur.

Discussion >What activities could prevent injuries from occurring at your company? 14

A graphic has been removed from this slide to comply with our copyright agreement which allows distribution of only a paper copy of the graphic during an instructor-led class. Property Damage Behaviors 15

How Do You Decide Which Activities to Measure? > It depends on your goals and what you want to accomplish 16

Some Things To Look At: • • 17 Organizational vision, Goals, Strategic Plans Perception surveys Structured Interviews Safety Audits/Inspections Accident Analysis Accident Trends Behavior Observation Data

What is Your Vision For The Future? > Vision Serves Three Purposes • Clarifies Direction • Motivates People • Aligns Individuals 18

Characteristics of an Effective Vision > Imaginable > Desirable > Feasible > Focused > Flexible > Communicable 19

A graphic has been removed from this slide to comply with our copyright agreement which allows distribution of only a paper copy of the graphic during an instructor-led class. 20

Safety Culture Assessment

The Perception Survey 100 questions Safety Categories Perceptions of all Employees 22

23

Survey Results 24

The Structured Interview 25% of Employees Facilitation of Discussion More detailed comments 25

Accountability The Key to Managing Safety

Rank the following: Quality Cost Containment Safety Customer Satisfaction Production Employee Morale 27

Video “Safety Accountability” > Safety must be managed the same as productivity and quality 28

The Key to Managing Safety >Accountability 29

What gets measured…. gets done 30

Who Is Responsible for Safety? 31

Line Management & Staff CEO President 32 Safety Vice President Human Resources Plant Manager Purchasing Supervisors Accounting Employees Quality

Exercise 33

Steps to Accountability 1. Define expectations and explain rationale. 2. Provide the tools and skills. 3. Measure performance. 4. Provide feedback. 34

Performance Formula Motivation x Ability x Job Clarity > PERFORMANCE = Obstacles • Performance = safe job execution • Motivation = desire • Ability = mental/physical ability • Job Clarity = knows expectations 35 • Obstacles = The things that get in the way of great performance

Turn & Talk >How do your employees know what is expected of them? 36

1. 2. 3. 4. Define Expectations Provide Tools & Skills Measure Performance Provide Feedback > Policies > Safe Work Practices > Job Safety Analysis > Performance Goals > Job Descriptions 37

Safety policy criteria > Express long-range purpose. > Commit management at all levels to reaffirm and reinforce this purpose in daily decisions. > Indicate the role lower-level management will have in the system. 38

The Policy should Include: > > > > 39 Management’s intent Scope of activity covered Responsibilities Accountability Safety staff assistance Safety committees Standards

Safe Work Practices > Leaders must communicate the need for all employees to understand the safety-related processes and procedures, and to actively participate in the organization’s safety programs. 40

Criteria for Safe Work Practices > Reasonable and specific > Enforceable > Easily understood > Positive > Regularly reviewed and updated 41

Job Safety Analysis A. Break the job down into component steps. 1. Select a worker to observe. 2. Observe the worker performing the job. 3. Describe each step and number sequentially. 4. Observe the worker several times to make sure all steps were noted. 5. Check the listed steps with the worker for agreement. 42

Job Safety Analysis 43 B. Identify the potential hazards. 1. types of hazards a. Contact b. Caught c. Falls d. Overexertion e. Exposure f. Repetitive motion

Job Safety Analysis 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. 44

Performance Goals Step 4 Performance Appraisals

Job Descriptions

1. 2. 3. 4. Define Expectations Provide Tools & Skills Measure Performance Provide Feedback >Needs assessment Measured Activity Training Tools Resources 47

Ohio BWC Division of Safety & Hygiene Classes / Workshops

Leading the Change Topics: • How injuries affect profitability • Accident Causation • Injuries equal Management error • Motivation • Measurement and Accountability • Contemporary vs. Traditional Safety Programs 49

Safety Involvement Teams Topics: • The benefits of teams • Phases of team development • How to deal with team conflict • Communication skills • Team tools 50

Facilitator Training Topics: • Roles and responsibilities of the facilitator • Team problem solving and decision making • Running effective safety meetings • Conflict resolution 51

Behavior-Based Safety Topics: 52 • 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 person’s span of control > Measure the presence of a safety activity (not its absence). 53

Criteria for Performance Measures continued… > Provide a means for swift and continuing feedback. > Be flexible and allow for individual styles and strategies. > Be simple and administratively feasible. > Be self monitoring. 54

Safety Performance Measurement Systems > SCRAPE > SBO > Menu (DSH Model) > Balanced Scorecard 55

What Measures are Appropriate? > Upper Management > Middle Management 56 100% Results 50% Activities > Supervisors 100% Activities > Safety Director 100% Activities > Employees 100% Activities

1. 2. 3. 4. Define Expectations Provide Tools & Skills Measure Performance Provide Feedback >List types of feedback & recognition 57

Criteria for Performance Evaluations > > > > 58 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. 59

Case Studies

Review > Steps to Accountability 1. Define Expectations 2. Provide Tools and Skills 3. Measure Performance 4. Provide Feedback 61

Next Steps 62 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.

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. 63

How Do You Know when You Get There? >You never get there. 64

There is Always Room For Improvement