Complacency in Workforce. Hunter Clymore

Transcription

1 Complacency in Workforce Hunter Clymore

2 Complacency and the adverse effects within the workforce Hunter Clymore CSP, OHST, MS

3 Background Hunter Clymore Bachelor Biological Sciences SOSU Bachelor Occ. Health & Safety - SOSU Masters Occ. Health & Safety SOSU Occupational Health and Safety Technician (OHST) Certified Safety Professional (CSP) MD Environmental Safety Consultant (BP Oil Spill) Crosstex Energy Safety Compliance Specialist Summit Midstream Regional HSE Manager December 2-3, 2014

4 Complacency Some people have their head in the sand and ignore what is happening around them, what s changed, what NEW hazards are there

5 What is Complacency? Complacency - means a feeling of contentment or self-satisfaction, often combined with a lack of awareness of pending trouble or controversy. Being complacent within the workforce plays out as a set of defined behaviors that provide a structured guide enabling the identification, evaluation and development of the behaviors in individual employees.

6 Misunderstanding Complacency is the bane of physical security and personal safety. No matter how vigilant we are, as time goes by with no problems occurring, we become complacent and let our guard down.

7 Competence Matrix

8 How do we measure complacency? Complacency is a natural function of the brain. The brain is designed to automate repetitive behavior. Complacency is not the result of apathy, carelessness, or a flaw in your personality; it is the way the brain functions. Most of our day-to-day behavior is automated; it happens without conscious or deliberate thought.

9 Complacency Have you ever been driving and thinking about the solution to a problem and suddenly find yourself at your destination with no recollection of how you got there?

10 Complacency The brain constantly and unconsciously scans the environment for signs of danger. We notice and respond to what is unique, unusual, or threatening. However, repeated exposure to situations, even if they are potentially dangerous, dulls our defense mechanism and our awareness.

11 Complacency People who are repeatedly exposed to dangerous or violent situations, such as police officers, fire fighters, operators and mechanics, become less concerned and cautious about them. We become complacent about our personal safety from repeated exposure to threatening situations that do not actually occur.

12 Combating Complacency The brain can handle routine actions without conscious guidance. Repetitive tasks become automated to free up our attention for things that are new, unusual, or threatening. If it were not that way, we would be overwhelmed by the simplest of tasks.

13 "Aoccdrnig to a rscheearch at Cmabrigde Uinervtisy, it deosn't mttaer in waht oredr the ltteers in a wrod are, the olny iprmoatnt tihng is taht the frist and lsat ltteers be at the rghit pclae. The rset can be a toatl mses and you can sitll raed it wouthit porbelm. Tihs is bcuseae the huamn mnid deos not raed ervey lteter by istlef, but the wrod as a wlohe."

14 Complacency Distractions Identifying employee issues that affect daily performance and troubleshooting solutions. Understanding the Human Factor We deal with computers and programs everyday, but human factors are not programmed. Humans are not emotionless robots. We identify these issues by observing the 5 trigger states that overall increase risk

15 Trigger States Trigger States set-up injuries and incidents. Frustration Trigger states are often predictable. Be aware of Trigger States on every job. Distraction Check your state throughout the day; it may change. Rushing Complacency

16 Identifying Complacency Disengagement No initiative Don t believe in themselves Taking shortcuts Lost drive or passion

17 What do we do to combat complacency? Evaluate watch, study, record deficiencies or set backs Train on deficiencies, better techniques, proper practices Encourage participation develop recognition for HazID s or near miss reporting, utilize employees to spot and observe potential issues Re-evaluate compare and contrast employee work ethics, prior and post training Facilitate growth Evolve employee, promotes employee engagement and security

18 How do we build? Positive & Negative Feedback Relationship Based Safety Operators more likely to come to safety with safety issues rather than their own leadership.. Why? Safety being an advocate for Operations Accountability give ownership Help someone else achieve Embrace Creativity

19 How we involve competent Employees with complacent employees Developing an employee development and mentoring program. One of the critical elements of performance management is coaching people to develop the skills that may be holding them back from realizing success and eventually moving up the corporate ladder.

20 Leadership Realizing the full potential of employees during their time and rewarding non-performance achievements No absence Training new employees Taking on task specific jobs and completing

21 Reward Value and Leadership Promote growth within Advocate personal drive Encourage training Reward hard work and dedication

22 Avoid Methods That Don t Work If you chose a program and it does not produce results, then move on towards a more effective program that fits your work and culture. Misuse of Discipline Some managers use discipline as part of the corrective action Try progressive discipline. Verbal, Written, ect.

23 Summary Understand Complacency Know Complacent distractions and how to counter Acknowledge leadership and grow on that Reward extra efforts and leadership Avoid programs that do not work Safety Professionals can make a difference in the critical human dynamics of work cultures, but there are no quick fixes for short term goals.