MANAGEMENT COMMITMENT

Transcription

1 Wellness Health Promotion Network 5 September 2013 MANAGEMENT COMMITMENT Jo Kitney Kitney Occupational Health and Safety

2 Management Commitment Often said, but do we understand it?

3 Management Commitment What is it? Why is it so important? Who has it? What causes low commitment? How can commitment be gained? Demonstrating commitment Outcomes of good commitment More to it than meets the eye?

4 What is Management Commitment? Often referred to: Doing all they can to... (Queensland Health/WHSQ) Demonstrate own commitment through own actions and consistent application of policies and procedures (MLA) Creating a positive [health and safety] culture by making it a high priority in the business (NSW WorkCover Authority) Provide a safe workplace, safe systems of work, reporting of incidents, valuing staff contributions, safe tools (WHSQ) Manage [health and safety] with same expertise and to same standards as other core business activities (HSE, UK)

5 What is Management Commitment? In practice: Establishes expectations, goals and targets Visibly demonstrates involvement and commitment Provides and sustains funding and resources Establishes infrastructure to enable programs, motivate and prepare individuals to participate Creates and communicates recognition and rewards Provides continuous monitoring Enforces requirements Management commitment the most occurring success factor and the difference between something happening... and not.

6 Times have changed for WHS... New York, 1932 London, 2011

7 ... and health (& wellness) at work Bernadino Ramazzini Italy, 1700 Phillipa Flowerday, Colmans Mustard 1867 Healthy Workers Initiative, Qld 2013

8 Decision Makers Executives Board Managers CEO Supervisors Department Department Department Workers Operations Operations Operations Operations Kitney Pty Ltd 2012

9 Who has Management Commitment? High Commitment Low Commitment WHS Performance Time in Role

10 Commitment v Competence Low Competence High Competence Low Commitment Unlikely (Poor Role Model) Incidental Success High Commitment The Learning Curve Mastery (Good Role Model) Need to also consider organisational capability

11 De-motivators for Commitment Business Poor return on investment Parallel activities Wrong motivation Misunderstood/unrealistic expectations Low ownership/involvement Deadlines/parallel activities Low resources/infrastructure Personal Differences in values, personality type, style Low satisfaction/moral Previous experiences Lack of attention to others needs Responsibilities unconnected to career/life goals Lack of awareness

12 Factors Influencing Education Personal traits Influences Commitment High Commitment Life experience Prior to Employment Low Commitment Induction Experience Behaviour During Employment Outcome

13 Management Program Policy Responsibilities Resource Climate Requirements Management Commitment Values Leadership Culture Actions Outcomes Capability Accountability Behaviour Outcomes Culture Behaviour

14 Gaining Commitment Business Commitment Align to strategy and goals Costs and return on investment Align to values Outcomes a value add Union / Rep involvement Examples of success Needs assessment/survey Management Commitment Recruitment / appointment Job responsibilities & KPIs Defined goals and milestones Resource and capability Coaching and mentoring Reasons for getting involved Consequences that elicit action

15 Demonstrating Commitment Board Approve strategy/plans Monitor performance CEO/MD Approve policies Plans, goals, targets Resourcing/capability Presence & involvement Managers Fulfil responsibilities Be involved Have good relationships Show interest Supervisors Meet responsibilities Encourage involvement Respect contributions Workers Be involved Support change Visible presence Promote culture Approve documents Set expectations & KPIs Monitor progress Enforce accountabilities Uphold values Encourage contributions Respect workers Find solutions Problem solve Visible presence Be involved Support management Contribute to solutions Kitney Pty Ltd 2012

16 Outcomes of Commitment Business benefits Strategic advantage Financial returns Connections between business & workforce Workforce capability and performance Workforce relationships Worker benefits Improved health (and wellbeing) Reduced risks ill health / injury Increased performance / attendance Work/lifestyle balance Job security Kitney Pty Ltd 2012

17 Management Commitment A pre-requisite for success, but definitely more to it than meets the eye...

18 About Kitney OHS Kitney OHS works with businesses of all shapes, sizes and industry types to ensure that businesses are equipped with knowledge, capabilities, resources and skills for managing health and safety at work Kitney OHS s services include consultancy, coaching, work shops, training and resources. We are particularly interested in due diligence, compliance and management system audits, developing strategies, goals, targets and action plans, management systems and programs. For more information visit our website () or call us on 1300 KITNEY. The information provided in this seminar presentation is provided as is without any expressed or implied warranty. While all information is believed to be correct at the time of writing, the presentation is provided for information purposes only and does not purport to provide specific, formal or technical advice. The provision of this seminar presentation does not amount to a contractual relationship between Kitney OHS and the user in the absence of a formal engagement. All models, methodologies and guidelines are undergoing continuous improvement and modification.