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COSP Safety Accountability
- 1. AWARE-NS is funded by the Nova Scotia Department of Health & Wellness Train the Trainer Safety Accountability Developed by Heather Matthews OHS Specialist
- 2. Objectives 1 Content Review -What is accountability and where does it fit? -Accountability Vs Responsibility -What is Effective Accountability -Elements of Accountability -Key Performance Indicators 2 Overview Adult Education principles Train the Trainer Safety Accountability
- 3. Adult Education Principles 1 Say It 2 See it 3 4 Train the Trainer Safety Accountability Write it Remember it!
- 4. AWARE-NS is funded by the Nova Scotia Department of Health & Wellness Safety Accountability Developed by Heather Matthews OHS Specialist
- 5. Topic Covered 1 Accountability Vs Responsibility 2 What is accountability and where does it fit? 3 4 5 Elements of Accountability Key Performance indicators
- 6. Building Accountability Objectives: Understand why accountability is the cornerstone of safety excellence To be able to build an evidence-based accountability system(KPI’s) that effectively rewards workers for the desired outcomes. KPI(Key Performance Indictor):is a type of performance measurement. May use KPIs to evaluate its success, or to evaluate the success of a particular activity in which it is engaged. Sometimes success is defined in terms of making progress toward strategic goals.
- 7. Integrated Safety Management System A Safety Management system shall clearly define lines of safety accountability throughout the organization, including a direct accountability for Safety on the part of senior management
- 8. Integrated Safety Management System Company Culture Mission, Vision & Values, Resources Tools Accountability Activities, Measurements, Progress & Feedback Safe Behaviour Standard, Practices & Procedures Safe Environment Tools, Equipment , Material, Environment
- 9. What’s Accountably? Accountable: held to account; answerable Accountability: The state of Being accountable Could be described as: Accountability is what gets things done. Accountability is more than responsibility How do I do it? Accountability is not about Blame and punishment
- 10. How Accountability Makes a Difference- “Success leaves Clues” Stephen Covey 1 What did your subordinates do today to make safety more likely? How did you measure how well they did? How did you reward them for doing it? 2 3 4 What did you do today to make safety more likely?
- 11. Responsibility VS Accountability Responsibility is an obligation to perform duties •It relies on personal integrity •It does not necessarily have associated consequences Accountability require consequences •Consequence should be balanced •Someone is accountable when his/her performance is measured •When someone is responsible, his/her performance is not necessarily measured The Objective is to motivate performance
- 12. What is Effective Accountability? The “condition” of effective accountability exists when an employee’s authorized behavior is objectively evaluated and results in appropriate consequences Effective Accountability = Authorized Behaviors + Objective Evaluation + Appropriate Consequences
- 13. What is Effective Accountability? Authority At least three types of authority are necessary for a responsible person to perform assigned safety and health tasks effectively--these are: •Authority over the work (employee/supervisor) •Authority over needed resources (employee/supervisor) •Authority over employees (supervisor)
- 14. What is Effective Accountability? Behavior •Behavior is an observable action. It’s something we do. Evaluation •Evaluation is a judgement •Judge the behavior, not the person •Judgment should be based on fact not fiction Consequence The result or effect caused by our behavior. •Positive or negative •Natural consequences — hurt or health •System consequences- discipline or positive recognition
- 15. Accountability Addressing the Root Cause. Workers frequently know how to work safely, and at times choose to not work safety. Workers often see others work in an unsafe manner and choose to say nothing. Managers often fail to explore the reasons workers don’t work safely and thus don’t really understand the problem.
- 16. Accountability Addressing the Root Cause. Most organizations spend time, resources and effort to force compliance with safety rules, regulations and behaviors(thinking this is being accountable) in hopes of reducing incidents.
- 17. Elements of Accountability 1. Create a Culture of Accountability Do people see their supervisors and managers living up to their own role in safety performance? Assess strengths and weakness in accountability between managers and individuals. Explore such issues as keeping commitments, follow-though, support, holding others accountable and effective coaching related to safety and other key areas of performance and communication.
- 18. Elements of Accountability 2. Set Expectations(KPI’s) Defining who is accountable for what? Need to set and get agreement on expectations (Measurable/KPI’s) Changing Habits related to thinking, reactions and ultimately behavior is an important key to meaningful, sustainable change to safety
- 19. Accountability Fishbone Diagram What should KPI’s look like Inspections Training Conversation M eetings Initiatives What DO we measure? What CAN we measure ?
- 20. Elements of Accountability 3. Monitor Progress and Provide Feedback Create an Accountable Support System to Sustain results Implement and embed Personal and Shared Accountability Agreements within teams and between manager and individual contributors to support the new habits being deployed
- 21. Elements of Accountability 3. Monitor Progress and Provide Feedback Establish an agreed upon tracking system for staying focused on those new habits( not just the required tracking of incidents, accidents and injuries) Provide supervisor with specific skills in coaching related to safety issues and habit changes Develop Proactive Recovery Plans to get people back on track when they go back to old habits before an incident or injury takes place
- 22. Safety Key Performance Indicators (KPI’s) “Lagging indicators "often are the tracking of injury statistics, exposure incidents, and regulatory fines. “Leading indicators” are more predictive of future performance results. They are viewed as proactive measurements.
- 23. Safety Key Performance Indicators (KPI’s) Suggestions: ◾Number of audits or inspections performed. ◾Number and types of findings and observations. ◾Timeframe required to close action items. ◾Training completed. ◾Near miss incidents. ◾Hazard ID performed ◾Safety committee meetings. In either case, KPIs must be quantifiable and tied to specific targets.
- 24. Safety Key Performance Indicators (KPI’s) Selecting KPIs Which KPIs are best for a particular organization depends on several factors: ◾Where is the organization today with respect to health and safety performance? ◾Where does the organization want to be tomorrow? ◾Who receives the KPI data and what do they do with it? ◾How are KPIs and the conclusions that are drawn from the KPIs communicated to others?
- 25. Safety Key performance Indicators (KPI’s) Selection and Communication of KPI’s Keep the following points in mind when selecting KPIs: ◾Quantity does not equal quality. ◾Measure the most important things, not everything. ◾Ensure field and line management buy-in. ◾Consider piloting metrics before rolling them out company- wide. ◾Don’t let the cost of measuring exceed the value of the results.
- 26. Safety Key performance Indicators (KPI’s) Managing KPIs For KPIs to be successful, there needs to be: a system for tracking, communicating, and improving performance. If data are collected but aren’t communicated to the appropriate audience, efforts will not be successful.
- 27. Safety Key performance Indicators (KPI’s) Managing KPIs In an effort to increase accountability developing a monthly safety dashboard to highlight safety performance for leading and lagging indicators in a simple and highly visible manner. This method has been highly successful for increasing accountability and awareness.
- 28. Safety Key performance Indicators (KPI’s) Finally, KPIs will evolve as the organization changes. Health and safety managers should be prepared to continuously evaluate their progress in tracking health and safety performance and the benefits of the KPIs. When necessary and appropriate, KPIs should be modified to reflect changing circumstances or drive further improvement
- 29. EXERCISE #2 Strengths and Weakness 1 Accountability Vs Responsibility 2 What is accountability and where does it fit? 3 4 5 Elements of Accountability Key Performance indicators
- 30. Objectives Reviewed 1 Accountability Vs Responsibility 2 What is accountability and where does it fit? 3 4 5 Elements of Accountability Key Performance indicators
- 31. Thank You!
Notas del editor
- Do: Introduce yourself. Do: Request class to introduce themselves by providing their name, current role, and why they came today. (Best with 20 or less participants)
- Do: At a high-level, explain the basic purpose of this module on Safety Accountability and that it sets the stage for Health & Safety Management Systems. Do: Briefly overview the intended objectives of this module. Explain that we will revisit this slide at the end of the workshop to determine if we have reached these goals.
- Do: discuss Accountability in general terms For the facilitator: this is a good opportunity to introduce KPI as a general concept and discuss if you currently are measuring any. You maybe measuring but using a different terminology.
- Say: There are a number of reasons that an organization should be concerned about effectively managing occupational health and safety. They include, but are not limited to, human costs such as physical injury and fatalities. Discuss: Safety culture as it relates to ownership of safety with in the organization Example:” Not my Job” or walking by a hazard Highlight: importance of defining the line of safety Accountability Say: Are these lines clearly defined in your organization Example: “Who do you go to” and/or “What is the chain of command in your organization”8
- Review the Integrated Safety Management System We will be focusing on the accountability and measurement. Who is responsible How you measure and monitor the system How do we evaluate the program
- Do: Describe the different definitions for accountability
- “ How accountability makes a difference” POSSIPLE EXERCISE Do: Review question and ask if anyone would like to share what they might do as it relates to these questions
- : Review to difference between Responsibility and Accountability You can ask for them to share example in their organization Do: Discuss the element of consequences being the key to accountability Stress the objective: to motivate performance( what we all want)
- Do: Stress that everyone is responsible for safety but how are they accountable within the organization Review the elements of Effective accountability.
- Do: Review each of the three type of relationships
- Do: discuss Behavior discuss Evaluation – stress judging the behavior not the person Discuss Consequences-stress the positive-results in positive change Ask: What are we currently doing as part of the evaluation.
- Do: explore the following three statement and check with the group to see how true they are in their organization Ask: how do the answers to these questions shape the safety culture in your organization
- Do: What is the safety culture in your organization? Is it focused on just enforcement or a blended approach
- Do: Discuss each of these three statements Does the supervisor set a good example for both safety and non safety actions Example : not following safety procedures , not wearing PPE Discuss with the group point three
- Say: “ In your organization do your staff know who is accountable for safety at each level of the organization” Do: Do all staff at each level: employees, supervisors/managers and executive understand what they are accountable for many time they will confuse responsibility and accountably This is where the development of KPI’s is importance – It is important to set the expectation with consultation with others and them communicate them How do the KPI fit in to your performance management program
- Do: When looking at what to measure you can use the fishbone diagram as example of items to measure: Training. Inspections, Meeting (JOHSC), Conversation (toolbox or safety talks) Imitative (that have their own internal measurement) Encourage the participants to think “outside of the box” about unique situations that could apply to their company.
- This is about the communication piece. Creating the understanding between the manager and the staff on what is expected and how they will achieve there out comes
- Say: Tracking and monitoring the KPI and other elements of the safety program is a key factor to the success of any program.
- Say: When deciding what you are going to select as your KPI’s you must consider if the KPI is a leading or lagging indicator. Do Discuss the difference between lagging and leading indicators Example of lagging indicators: incident reports, lost time injuries Example of Leading indicators: toolbox talks near
- Say: Here is a suggested list of KPI’s. These KPI’s are all good examples of leading KPI’s Group Exercise: On a chart have the group make list od Leading and lagging indicators
- Consider: The following questions on this slide when selecting the KPI’s What are the gaps How will you measure =need to be able to measure it if is going to be a KPI
- Do: Here are some other point to keep in mind when selecting your KPI’s Discuss: how many KPI’s should you have and when do you add new one and get rid of the old.
- Do: Review what it take to be successful in tracking and communication KPI’s
- Do: Review what it take to be successful in tracking and communication KPI’s
- Say: “KPI’s will evolve as the organization changes so an annual review of KPI’s is important. But remember when you stop measuring something it does not have the same focus therefore it may slide back therefore some kind of monitoring needs to be in place
- This exercise is just for the train the trainer
- Do: Do: Poll the group to determine if objectives were met.