DISCIPLINE AND SAFETY 6 BEST PRACTICES TO GUIDE YOU & COMMON MYTHS BUSTED

Transcription

1 DISCIPLINE AND SAFETY 6 BEST PRACTICES TO GUIDE YOU & COMMON MYTHS BUSTED SAFETY IN ACTION 2018 SESSION# M596 Session Slide 1 # 2018 DEKRA North America, Inc. All rights reserved. M_596 (1703)

2 Safety Brief In case of emergency: Contact the security dispatcher at extension / or Guest Request Operator, Extension will also work, but dial the number so the hotel can direct responders to your location. Alarms: A fire, tornado, or emergency siren will be followed by an announcement over the speaker. In the event of an Evacuation, guests are instructed to go to the nearest stairwell and exit the building. Do not use elevators. If Tornado, proceed to the ground floor ballrooms Plaza, Orlando, Regency, or Windermere whichever is closest. AEDs: The Hyatt Regency Orlando hotel security officers are trained in CPR, basic first aid, and AED operation. AEDs are located throughout the complex Slide 2

3 Objectives Bust Myths Around the Use of Discipline Explore Safety Discipline Best Practices Your Objectives? Slide 3

4 Discipline System From the Merriam-Webster dictionary dis ci pline noun \ˈdi-sə-plən\ 1: punishment 2: training that corrects, molds, or perfects the mental faculties or moral character Commonly thought of as: A mechanism for providing consequences to discourage specific actions that are inconsistent with organizational goals and/or values. The last line of defense. Slide 4

5 The Myths of Discipline Just using discipline will eliminate injuries Discipline shouldn t be used for safety related matters Discipline shouldn t be used if you use BBS It s a deterrent to others Slide 5

6 Discussion Your Examples Please: Describe a situation when Safety Discipline was used effectively Your Examples Please: Describe a situation when Safety Discipline was used ineffectively Slide 6

7 Discussion Employee Cut Hand with a Box Knife Policy was written and briefed to all employees: Box Cutter knives will not be used. Injured employee had been using a box cutter knife to strip electrical cable. Employee was disciplined with notice that he would be terminated for a second infraction. Many employees were still using Box Cutter knives after the policy was put into effect. Most perceived it was the best tool for the job. Slide 7

8 Discussion Scenario Confined Space Entry Crew knew the Safety Manager was on the way with the Gas Check equipment but chose to enter before the Gas check was completed. The Permit and procedure was at the worksite. The Plant Manager awarded three days without pay to all members of the team even if they observed team mates enter the space, but did not go in the Confined Space themselves. Slide 8

9 Punishment A consequence focused on reducing unwanted behavior Slide 9

10 What Are We Trying to Accomplish? Conformance to rules and procedures What safety objectives are we trying to achieve with rules and procedures exposure reduction hazard recognition hazard mitigation ownership at individual level Slide 10

11 You don t always get what you want Resentment Anger Low morale Game playing (e.g., malicious compliance) Slide 11

12 Five Common Pitfalls Inconsistency Mixed Messages Attribution Bias Unrealistic Objectives Limited Focus Slide 12

13 Poll Question In your organization, what percentage of safety discipline cases occur following an injury? Almost all Most About half Roughly 25% Very few Slide 13

14 Inconsistency Slide 14

15 Mixed Messages Slide 15

16 Poll Question Which of these is closer to your first reaction: That s a reckless driver I hope they are stopped by a police officer I wonder what emergency is causing that person to have to get somewhere so quickly? Slide 16

17 Attribution Bias Slide 17

18 Poll Question In the last 12 months: I have not seen anyone receive a speeding ticket I have seen someone else receive a speeding ticket, and at a later time I drove above the speed limit at least once I have seen someone else receive a speeding ticket, and never again did I drive above the speed limit Slide 18

19 Unrealistic Objectives Slide 19

20 The Role of Experience Slide 20

21 Limited Focus Slide 21

22 Design Principles It s important to have consequences. Behavior is driven by consequences. Consequences must be clear and consistent. There are often natural consequences that undermine rules. Peer pressure and cultural conformity are best consequences to encourage safe behavior. Punishment should be consequence of last resort. Slide 22

23 From Compliance to Commitment Compliance Rules-based. Do things to get something or to avoid punishment. Break the rules when I think I can get away with it. Safety is a priority only if nothing else is important at the time. Commitment Risk-based. Do safe behaviors because I recognize risk and because I am committed to safety. Do safe behaviors even when no one is watching. Safety is a core value. Slide 23

24 6 Discipline Best Practices Slide 24

25 6 Discipline Best Practices 1 Focus on safety critical rules Select Communicate Explain Get agreement Slide 25

26 6 Discipline Best Practices 2 Assure expectations are within employees control Systematically examine scenarios 3 Provide mechanism for action if they are not Safety issue reporting Stop work authority/expectation Slide 26

27 6 Discipline Best Practices 4 Be sure consequences for non-conformance are understood 5 Be consistent in providing consequences Slide 27

28 6 Discipline Best Practices 6 Build and reinforce supervisors and managers skills to do this: Communication and interaction Expectation-setting Feedback (giving and receiving) Slide 28

29 An Example of a Discipline Model Slide 29

30 In Summary Discipline has a legitimate role Many organizations do it the wrong way at the wrong time Doing it wrong undermines safety and culture; doing it right contributes to high performance Doing it right requires a systematic approach to developing, communicating, and equipping supervisors to implement discipline Slide 30

31 Thank You SAFETY IN ACTION DEKRA North America, Inc. All rights reserved. Slide 31