Behavior-Based Safety (BBS) is the process that creates a safety partnership between management and workers, focuses on people’s behaviour related to how they work, and encourages all workers to be safe and to work safely all time. To know more visit site.

1. Behaviour-Based Safety
Behavior-Based Safety (BBS) is the process that creates a safety partnership between management and workers,
focuses on people’s behaviour related to how they work, and encourages all workers to be safe and to work safely
all times. Behaviour-based safety (BBS) has become increasingly popular since Frederick Taylor first pioneered
scientific production management in the early 20th century. Today, his basic principles of standardized procedure
and interdepartmental cooperation still steer the processes behind increased efficiency and systemized safety for
many corporations.
BBS is based on the principle that unsafe work behaviours are responsible for the majority of workplace incidents
and reduced productivity. By identifying, measuring, and correcting critical behaviours, management is able to
produce the desired safety and production statistics. One key way that we can reverse unsafe behaviour patterns is
by developing a system of positive acknowledgment and reward that motivates employees to engage in safe
practices.
This process begins with the scientific study of behaviour through identification and analysis, followed by continuous
observation to determine the potential causes of unsafe work. Then, by applying what we know about the science of
Behaviour-Based Safety
The science behind human behaviour
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2. individual and group motivation, we can predict how potential methods of intervention and incentives might change
real-world behaviours.
Managers have been trying to manipulate employee motivation for decades with compensation-based safety
programs, but these programs often create short-term gains and long-term losses as the system unravels due to the
natural human desire to gain as much reward from as little work as possible. To accomplish behaviour modification,
managers must first recognize that work is a social activity, meaning simple reward dynamics, when properly
applied, can have drastic effects on the way people accomplish tasks. They respond to incentives, but in many
cases, incentives are misplaced and don’t end up prioritizing the work behaviours they were created to modify.
In systems where employees are rewarded for meeting production goals, they will often cut corners and ignore
safety procedure to accomplish tasks more quickly. This is because behaviour stems directly from the
consequences of our action. In respect to safety, this means that if employees can expect increased rewards for
meeting production goals by skipping safety procedures and experience infrequent incidents, most people will
continue to cut corners. In drastic cases, workers may even avoid reporting incidents that have occurred if they
believe reporting the incident will take away their reward.
So how do we remedy this misplaced motivation? Many managers may ask why they can’t just further incentivize
safety goals with larger compensations. This bandage may temporarily bolster statistics, but incidents will likely soon
bounce back as workers adapt to the new standard and once again find ways to further ‘optimize’ work efficiency by
cutting corners, which destroys safety programs and productivity internally.
So how can management effectively engage in BBS? The simplest way to shift behaviour is to apply incentives to
desired behaviours as opposed to results. This requires us to use the scientific process to dissect work habits to
expose employee motivation and naturally realign incentives.
The Scientific Process
BBS starts with training staff (both management and frontline workers) to identify and observe critical
safety behaviours. For example, maybe employees are ignoring a safety system already in place. Perhaps
unclean workstations present a safety hazard or a lack of organization is increasing the amount of time it
takes to find tools—these can be areas not necessarily bound by compliance or current work procedures.
During this step, it’s crucial that everyone is open and honest with themselves and others about the
reasons procedures are ignored or why tasks may have been completed inefficiently. Once employees are
able to recognize, collectively, the work habits that cause injury or incidents, they can agree on ways to
prevent those behaviours from occurring. An employee may not be happy to admit that he doesn’t wear
safety glasses to save time, but his attitude will quickly change if he finds out he will soon receive tangible
rewards for taking the time to do something as simple as wear the proper protective equipment. As the
group analyzes behaviour and production methods, standardization of work procedures can begin.
Step 1: Pinpoint BehaviourStep 1: Pinpoint Behaviour
Step 2: Measure and Collect DataStep 2: Measure and Collect Data
Step 3: Create Feedback and Observation LoopsStep 3: Create Feedback and Observation Loops

3. Keep organizational focus on safety culture and improvement will take root top-down, bottom-up, and throughout.
These improvements in safety will help avoid the huge direct and indirect costs of incidents, and these increased
behavioural efficiencies tend to also have a positive effect on production statistics and overall worker satisfaction.
Coming Soon!
The new online Behaviour-Based Safety course is being developed in partnership with CLAC (Christian Labour
Association of Canada), AMHSA (Alberta Municipal Health and Safety Association), Leavitt Machinery, and SET
(Specialized Emergency Training).
This comprehensive online training program will explore the ABCs of human behaviour, influence factors, self-
awareness, and habit formation as they relate to safety in the workplace.
June 8, 2015 / Blog / Tags: Behaviour Based Safety, behaviour based safety training, online safety training,
safety courses, safety training
Online Behaviour-Based SafetyTraining
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