Developing a Roadmap for Culture Change!

Transcription

1 Developing a Roadmap for Culture Change! SF ASSE Professional Development Conference March 4, 2015 Steve Bowers, CSP, CET President 1

2 Today s Journey Why Culture Change? Understanding Culture Identifying Ideal State Assessing Culture Identifying Strategic Objectives Prioritizing and Assigning Initiatives Tracking Progress/Success 2

3 The Good Old Days Industrial Revolution ( ) Thousands died every month across the US Safety was non-existent Post Civil War ( ) - Railroad workers and Miners were most at risk estimated 15,000 died st Mine Safety Regulation: Prevents Children under 12 from working in mines Monongah Mine disaster kills workers 1911* - NY Triangle Shirtwaist Co. Factory Fire deaths * American Society of Safety Engineers (ASSE) started Unions were created to drive Workplace Safety!

4 Mandated Culture Change Limited children to a max of 12 hours/day Children under 9 banned from working in the textiles industry year olds 48 hours/week Max of 12 hours/day for Women Max of 10 hours/day for Women and Children No one allowed to work more than 56.5 hours/week

5 Imagine Your Kids Here! 5

6 Do We Need Change? There are 37,000-61,000 deaths per year in the United States from occupational cancer, noted Dr. Jukka Takala, PhD, BSc, MSc -(Executive Director of the Workplace Safety and Health Institute, Ministry of Manpower Services Centre in Singapore) ~Six times the number of workers die from occupational-related diseases than die from workplace injuries! 6

7 Opportunities for Change Globally, 2.3 million people die each year due to workplace hazards 318,000 of these deaths are due to occupational injuries 2.02 million from work-related illness 55% of all worker deaths are caused by work related cancers or circulatory diseases Workplace injuries account for 18% 7

8 Change Drives Improvements OSHA 8

9 Where are Workplace Fatalities Happening? Cal/OSHA: The Trade, Transportation, and Utilities sector had the highest number of fatalities! This is also know as the Service Industry #2 on the list is: Construction 9

10 Fatality Rates By Country 10

11 Injury Rates Per Worker 11

12 Rate per 100,000 FTEs Fatalities Rates Year Construction Agriculture Mining Manufacturing

13 Rate per 10,000 FTEs DACR Trend 550 Phenomenal Success? OSHA revised requirements Construction Agriculture Mining Manufacturing WE ARE GREAT AT DROPPING DAY AWAY CASE RATES Year 13

14 And RIR is Right Behind US Construction Industry (OSHA), 5.4 WE ARE EVEN BETTER AT PREVENTING INJURIES!

15 Rate per 100,000 FTEs BUT DEATHS PREVENTING DEATHS IS SEEMINGLY BEYOND OUR ABILITIES IF INJURIES & SEVERITY HAVE DROPPED DRAMATICALLY WHY NOT DEATHS! Year Construction Agriculture Mining Manufacturing 15

16 Rate per 100,000 FTEs Rate per 10,000 FTEs OSHA revised Construction Agriculture Mining Year INJURIES DEATHS Year Construction Agriculture Mining Manufacturing

17 The Ultimate Paradox Why have injury rates dropped while death rates remain relatively steady? Is construction just Inherently Dangerous? Are we Focused on the Right Things? Are Unsafe Acts and Behaviors the REAL problem? Could WE Be Part of the Problem? 17

18 How do You Measure Success? The Absence of Injuries & Incidents? Meeting Acceptable Injury Rates and Performance Goals? Maintaining Industry Average Loss Rates/EMR/RIR? Staying off the Regulatory Radar? How many believe you have obtained Success in your organization? 18

19 Typical Success Indicators DAWC RIR TRR Severity EMR WC Costs Days without Lost Work Days Days without Recordable Injuries Leading Indicators LUCK??? 19

20 Does Luck Play a Role in your World? 20

21 When Luck Runs Out! Columbia Disaster Texas City Explosion Horizon Oil Platform 21

22 Prioritizing CHANGE Where should we Focus First? The Workforce Culture? The Management Culture? Changing OUR Culture??? 22

23 Culture, Behavior & Leadership Culture is to a group as personality is to an individual Cultural behaviors are learned from the beliefs, values and shared assumptions of both the workforce and management Cultures, like humans, strive for stability, consistency and meaning Cultures Adapt to Cultural Norms 23

24 Cultural Norms IS THIS ACCEPTABLE BEHAVIOR?

25 Cultural Adaptation Culture Adaptation is an evolutionary process by which humans modify habits and customs to fit in within Existing Norms Your Safety Culture is a subset of your Corporate Culture! Your Safety Culture is what employees do when You re Not Looking!

26 Identifying the Ideal State Your Company Name Here 26

27 Assessing Your Culture How Effective is your Safety Program? Is your IIPP Effective? Achievable? Employees Read and Understand the IIPP? Management Read and Understands the IIPP? Are Management and Employees on the same page? What are the Safety Beliefs, Perceptions and Values of: The Workforce? Management? Safety Department/Staff? 27

28 Assessment Tools Ideally- Conducted by a Third Party If done internally, should not be conducted by Safety Staff or Operations! Conducted in 1:1 Confidential Interviews Trust and Respect for the Interviewer is Critical They must be comfortable and feel confidentiality Questions must: Draw out the truth/reality Allow for representative conclusions to be drawn Be re-asked/redirected if necessary for reliability/clarity Be asked consistently across the population 28

29 Cultural Assessment Direct and Confidential Feedback: 360 Safety Evaluation- Cross Representation of all Business Functions/Regions/Divisions: Executives Supervision Field Union Non-Union Office Support 29

30 Critical Focus Areas Are desired Behaviors & Actions Positively Recognized? BEHAVIORS Are People considered to be the Most Valuable Asset of the company? PEOPLE SYSTEMS Do you have World Class Processes & Programs that Enable Success? LEADERSHIP Is Senior Management Committed & Dedicated to Leading the Culture? GSMC

31 Cultural Assessment Direct and Confidential Feedback: Management & Employee Perceptions: Policies Programs Compliance Safety Culture Training Reward/Recognition Audits Incident Investigation Communication Injury and Incident Reporting Trust & Respect Levels Caring 31

32 Cultural Assessment Program Assessment: Safety Program Policies, Procedures, Engagement, Understanding Training Required, Compliant, Effective Communication Methods, Effectiveness Leadership Evaluation Engagement, Participation, Leadership Discipline Used, Fairness, Cowboys??? Reward & Recognition 32

33 Assessing the Data Requires Multi-Disciplinary Expertise Compare/Assess: Safety programs and processes against world class benchmarks Compliance to Corporate and Multi-Agency Regulations Work Processes Best Known Methods Training Programs, Methods and Effectiveness of Learning (training does not equal learning) Communication Methods for Effectiveness, (not just compliance) Evaluate Trust & Respect Levels? Management for Management Field for Management 33

34 Interdependency Employee Perceptions & Engagement World Class Systems & Processes Management Commitment & Leadership 34

35 Now What??? You have all this DATA and now what? Assessing the data and determining next steps is where most cultural self-assessments fail Assessment findings must be presented to management: In a way that they believe the results, and Are willing to support the necessary CHANGES! Does the Emperor Have Any Clothes? This is where 3rd party objectiveness and expertise is invaluable 35

36 Creating Strategic Change Initiatives Management must support and lead improvement strategies Strategic Objectives must be identified for each Change desired Establish Goals/Completion Dates Prioritize initiatives based on their overall impact Assign owners and standing meetings to drive accountability and measure progress 36

37 Communicate Vision of Change Develop Vision for Cultural Change Should be Positive and Focused Broadcast by Leadership Communicate Before, During and After to all Employees What s going on and why Who is affects Status updates Results! 37

38 BEHAVIORS INJURIES & INCIDENTS HIGHLY VISIBLE ACTIONS ATTITUDES POLICIES & PROCEDURES UNSAFE CONDITIONS TRUST BELIEFS VALUES INVISIBLE TRUE CULTURE MOTIVATORS RESPECT PERCEPTIONS ASSUMPTIONS UNREPORTED INJURIES & INCIDENTS NORMS 38 OUR TRUE VALUE TO AN ORGANIZATION LIES BELOW THE WATER LINE

39 In Review Injury Rates are not a true indicator of how safe your Facility, Project or Company is Changing your Culture requires: Detailed Planning Structured Assessment & Analysis Management Support & Commitment Employee Engagement Effective Communication Achievable Goals WE MUST CHALLENGE CURRENT CULTURAL NORMS! Its Time For Change! 39

40 QUESTIONS??? 40