EHS Today recently blogged about “Six Strategies for Stronger Safety Culture” (click HERE to see original article)
Their points provided good advice for any sort of safety culture:
Setting goals and making them visible shows confidence on the part of management. Most importantly, it shows confidence that their employees will take safety seriously enough that they have minimal injuries. Everyone has something at stake when goals are set and managed. If the goals are a management priority, management must find ways to convey that to the people that work for them.
When you look at companies with low X-mods and a consistent record of minimal injuries, the one trait that seems common to all of them is that the workforce is engaged in the company’s safety program. Employees are involved and participate. They feel like safety is a big part of the job, and there’s no reason to take shortcuts or unnecessary risks. [A strong communication plan would be essential for fleets whose drivers are scattered during a normal workday]
Recognition in front of peers for a job well done is a definite motivator. To achieve a goal is one thing, but the achievement is not as impactful as when that achievement is recognized publicly. This should be one of the goals of a monthly safety meeting.
Part of working hard to accomplish a goal is the payoff that’s expected at the end. When people are motivated to achieve a common goal, positive peer pressure will emerge, and you’ll notice employees encouraging co-workers to wear their PPE, clean a spill or be careful when performing a certain task. Culture tends to move as a group so the positive effects will be felt throughout the workforce and entire organization.
This one is a difference maker. It’s an easy one to overlook, but I can’t stress its importance enough. The No. 1 reason that people leave a job for another job is because they do not feel appreciated.
The final driver on our list is management credibility. We all have seen companies where management wishes there weren’t any injuries, but doesn’t respond immediately to reported hazards. Everything management does in regard to safety is a kind of proof statement. Workers don’t have to consciously know what actions are taken or not taken, but inconsistencies are noticed and a general attitude is established. That attitude typically is a direct reflection of the attitude that workers perceive management has toward safety.
These are only highlights from the report, but there’s a clear underlying message that communication, consistency, and clear goals/expectations are important to the process and the culture. Getting everyone moving in the same direction can be a challenge, but building momentum and keeping focused are also important to getting strong results.