The Person-In-Charge; Accountability -vs- Responsibility in the Politically Correct world. Jeff Van Pelt

Transcription

1 8 The Person-In-Charge; Accountability -vs- Responsibility in the Politically Correct world Jeff Van Pelt 1

2 Gone to a jobsite to find an inexperienced, short term employee as the Person-in-Charge? Found the Person-in Charge smiling happily in the midst of a chaotic train wreck in the making? Found your Person-in-Charge wrangling tools and performing the work while the rest of the job site remains out of control? Found work stopped because your Person-in-Charge has no idea of what to do? Found your person-in-charge terrified of performing the role of fear that he will miss something and something could go wrong? Found your Person-in-Charge devastated because there was an accident and he understands that he was the Person-in-Charge? 2

3 Let s understand the generations we will discuss in this session, and a few of their characteristics. Baby Boomers : ~ Mid s to Early 1960 s - Post WWII high birth rate years - Grew up with social changes (Integration, equal rights, women s rights) - According to the American Medical Association the population of individuals over the age of 65 will increase by 73 percent between 2010 and 2030, meaning one in five Americans will be a senior citizen. Generation X : ~ Mid-1960 s to Early 1980 s - Mother s returning to the work force = less supervision (in some cases) - Divorce rate began to climb - Early 1960 s development of birth led to a declining birth rate - Workforce more concerned with career path and compensation Millennial Generation: ~ Early 1980 s to the Mid 2000 s - Grew up with technology and media - Higher student load debt and unemployment - Grew up more sheltered and team oriented - Workforce seeks more meaning in their work and, career paths are more dynamic 3

4 Our Goal: We want to understand how the culture of political correctness in the Millennial Generation is affecting the performance of those individuals we assign as Persons - in - Charge (PIC) with regard to Accountability and Responsibility And What strategies can we employ to move the needle to where we believe it should reside. 4

5 Person in Charge ( PIC ) At times referred to as a Competent Person When an OSHA inspector visits a site, one of his first questions is, Who s in charge? Inspectors may or may not use the term competent person, but the term competent person is used in many OSHA standards and documents. Usually this person is the supervisor or superintendent, but it also might be the foreman or another employee who is actually participation in the work. Anthony Tur Who s in Charge OSHA s Requirements for the Competent Person OSHA defines a Competent Person as someone who is: 1. Capable of identifying existing and potential hazards in their surroundings, or 2. Capable of identifying working conditions that are unsanitary, hazardous, or dangerous to employees, and 3. Has authorization to take prompt corrective measures to eliminate them. 5

6 Let s break it down to the most simple terms Person-In-Charge : - Leader - Chief - Director - Head - Supervisor - Slave driver - Foreman - President - Big Kahuna As safety leaders, our definition of Person-In-Charge would include: - Reliable - Safety Conscious - Trustworthy - Capable Multi-Tasker What other characteristics would we want in a Person-In-Charge? 6

7 Your P-I-C His Skills, Knowledge, & Attributes Skills: Knowledge: Attributes: Skills reflect capabilities or proficiencies developed through training or actual experience. Has the ability to perform the work Focuses on the actual understanding of particular job skills. It does not mean that he can adequately perform the work himself Has the ability to direct the work, but not actually perform it An attribute is a quality or characteristic of a person, place or thing. Personal attributes are character traits or personality traits Has the qualities needed to coordinate multiple activities without creating chaos F. John Reh the Balance Updated September 10,

8 Skills Required: Technical training Hands-on experience Tool usage training P & ID reading skills Ergonomics training Communications Hazard recognition Permitting procedures Time management Stop Work Authority rules Safety Rules Knowledge required: Our new Person-in-Charge JSA Preparation and use Safety procedures and requirements Basic QA/QC (Know what good looks like Risk management Stop work rules and its application Understands responsibility and Accountability Attributes required: Leader / Mentor Communicator Goal Oriented Credible Sensitive Problem Solver Planner & Completer Conflict resolver Can work under stress Ethical & Respected 8

9 Defining the difference: Responsibility vs - Accountability The main difference is that responsibility can be shared while accountability cannot. Being accountable not only means being responsible for something, but also ultimately being answerable for your actions. Further, accountability is something you hold a person to only after a task is done or not done. Responsibility can be before and/or after a task. Diffen.com 9

10 Airline Captain Project Manager Plant Manager Ship s captain Co-Pilot I & E Supervisor Shift Foreman First Mate 10

11 / Mi leneal / ( Millennial ) Reached adulthood around the year 2000 Also known as Generation Y Born in early 1980 s through the early 2000 s Make up ~ 25 % of the US Population 91% of Millennials expect to stay in their current job for 3 years or less with 45% of companies reporting higher turnover rates among this group vs. other generations. They have no problem leaving a job for one that will be more accommodating to their personal values and ambitions, holding these at a premium over career advancement in their current company. While Millennials are ambitious to move up in their careers, loyalty to the organization is not a particularly strong value. It is critical to understand that Millennials behave solutions to stay engaged at work. differently, and need different types of 11

12 Irrespective of the long-term aims and ambitions of an individual company, the ability to attract and retain millennial talent will be a vital step to achieving it PwC s 14 th annual Global CEO survey 1. Millennials are motivated by having meaning in their jobs 2. They challenge Hierarchical structures not afraid to share their opinions 3. Millennials want a relationship with their boss establish frequent communications 4. They are tech savvy, - and that is an understatement 5. Millennials are open to change they do not agree with doing things a certain way 6. They are task oriented, not time oriented measure productivity by work done, not time spent at the office 7. Millennials are hungry to learn and consider intellectual stimulation as a top factor in workplace motivation 8. They crave constant feedback they do not want to wait until a mid-year review, they want feedback day to day 9. Millennials want recognition not for self-centered purposes, they crave indications that the boss likes their work. 10. They want to have fun they seek a less formal, more task oriented approach to work. They want to be able to have light moments at work. Shankar Ganapathy Director of marketing MindTickle is the most comprehensive, data-driven sales readiness platform on the market. We offer a modern, engaging experience for onboarding, microlearning, skills development, and coaching a purpose-built platform that companies stuck with legacy LMS tools have been waiting for. 12

13 Merriam- Webster Urban Dictionary Cambridge Dictionary POLITICALLY CORRECT Conforming to a belief that language and practices which could offend political sensibilities (as in matters of sex or race) should be eliminated Politically Correct: A method of controlling and dictating public speech and thought Politically Correct: Disapproving, avoiding language or behavior that any particular group of people might feel is unkind or offensive 13

14 /pəˈlɪt ɪ kli kəˈrekt/ Politically Correct What is it? What do we need to know? Be More understanding Focus on kindness (not being correct) Be conscious of your own prejudices Respect people of other races Avoid exclusionary, gender specific language Avoid using explicitly religious terms in mixed religious company Avoid expressions that devalue people with mental and physical disabilities Be accepting of people of different sizes Avoid language that groups people into one category Avoid segregating language Respect differing opinions Educate instead of criticizing when correcting someone else. 14

15 How do we develop a strategy that delivers what we need from our Persons-in-Charge in this Millennial Era? 15

16 How do we assist our selected Millennial Person-in- Charge to be successful in performing the role? old way Put the procedure in their hands with 15 minutes of training and send them off to perform their new role training module: Roles and responsibilities of the P-I-C When a P-I-C is required Hands on - Hands off P-I-C limitations and requirements Transfers of authority Re-training requirements What else? 16

17 To be effective today we must do a better job in preparing a prospective Person in Charge for the role they will play in everyone s safety successes How are we going to do that? (re-visit slide # 7 ) We must do a better job of explaining why the job is important Outline the expected results, and the risk potential if not done well Help the person see that this task is valuable and has a beginning and an end Seek their input on ways to make the position more effective Ensure the person s good performance is noted and often recognized Share stories of how successful P-I-C s have moved on to new responsibilities Offer assurances that the job of the P-I-C can be fun, and, yes it can be! Provide good definitions of the behaviors we seek. Provide lots of positive feedback 17

18 The P-I-C Critical Behaviors list: BST : GUIDELINES FOR SELECTING THE FACILITATOR, STEERING COMMITTEE AND MANAGEMENT SPONSOR FOR YOUR BAPP IMPLEMENTATION Appendix A Facilitator Performance Dimensions This document offers an outstanding list of characteristics, abilities, and knowledge that will provide some valuable information and/or guidance that adapts well to the selection of a Person-in-Charge 18