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Observation process employee involvement

Observation data suggest safety is decreasing (downward trend in percent safe) 1. Ensure effectiveness of problem-solving discussion in area safety meeting 2. Ensure discussion results in commitment to improve specific safety practice or practices 3. Consider changes in observation process to increase effectiveness of observations (i.e., more observations, more employees involved, and other steps)... [Pg.140]

Flanagan (1954) developed the procedure known as the critical incident technique. This relatively simple process involves interviewing job incumbents and asking for descriptions of critical incidents in their job, and also asking what they did in the particular simation. Critical incident information could also be obtained by supervisors keeping a record of simations they have observed, and employees responses to the simation. Thus, a critical incident represents a specific job simation and a particularly effective response to that simation. The critical incident technique can easily be applied to gather safety-specific examples. A sample of employees would be asked to describe a simation which had a safety aspect and then to describe how the safety issue was handled or resolved. Of course it is necessary to ensure that the response to the simation is indeed the correct response in that it is what the organization would want an employee to do when the particular safety simation occurred. Once a number of these critical incidents have been identified, they can be formed into employment interview questions. The job applicant is presented with the question (or scenario) and is assessed on their description of how they would (or have) handle or responded to the simation, and in particular how... [Pg.64]

In the traditional approach to BBS, employees and their behaviors are the primary focus. The goal is to educate employees and institute processes that involve them in behavioral analysis, observation, and correction. Typically, employees develop lists of critical work behaviors, observe peers performing work, report these observations to peers, and help develop appropriate corrective actions. [Pg.120]

The goal is to educate employees and institute processes that involve them in behavioral analysis, observation, and correction. [Pg.197]

If the process is voluntary, the organization has a way of measuring complacency. When employees begin to get complacent about safety, they stop conducting observations. These organizations must then take action to promote safety awareness and get employees involved in safety improvement efforts. When observations are mandatory, the organization will often continue to get observation forms and be unaware of a growing complacency toward safety. [Pg.85]

Once the steering committee has the observation process up and mnning, it wUl usually want to expand employee involvement. The design team will often set a... [Pg.100]

When planned by steering committee a) Plan how you will involve other employees in observation process b) Schedule new observers, then Explain how to complete observation forms and deliver feedback Conductjoint observation, showing observation and feedback process Conductjoint observation observe and coach employee s observations and feedback... [Pg.139]

Multiple levels of the organization were involved in the observation process. The goal was to have hourly employees and general forepersons conduct at least one observation per week and managers and department heads conduct at least three observations per week. Conducting observations and being observed were voluntary. [Pg.220]

Organizations with unique occupations and a culture that lacks employee involvement require clever and creative behavioral interventions in order to succeed. Such was the case with a large power and light company that employs numerous linemen. These employees perform hazardous work on electrical lines, often in remote locations and always in teams of three. The behavioral safety process created for these employees involved a combination of self- and peer-sampled observations. [Pg.227]

The safety process was designed much like the process detailed throughout this book and included peer-to-peer observations. All employees were asked to conduct one observation per month. Managers and supervisors conducted observations twice per month. Data were sent from the field locations to the steering committee for review and problem solving. Summaries and trends were sent back to each location for field crews to discuss and plan their own safety action plans. In addition, locally planned celebrations were conducted based on the number of observations made, percentage of employee participation, and team achievements involving safety (there were no formal incentives based on accident statistics). To aid communication, both a newsletter and an online system were utilized that provided information about safety accomplishments and listed ideas and... [Pg.234]

This edition also includes eight new case studies. The new case studies show the long-term effectiveness of a behavioral approach (Chapter 24), illustrate the effectiveness of a self-observation process (Chapter 25), and document the effectiveness of behavioral safety in smaller organizations (Chapter 26). Finally, an invited chapter from Alicia Alevero and John Austin presents their research that demonstrates the positive impact that conducting observations has on the observer] This research on what they have entitled the observer effect is important because it documents the value of getting employees involved in conducting safety observations. I am excited to be able to include a summary of their research in Chapter 27. [Pg.299]

To develop an accurate flow diagram, the defined work areas is observed for use of the correct work flow and each step and task reviewed as it is actually performed. If employees involved in the project are new to the area they are going to evaluate a number of observations of activities is necessary before a fully understanding of the process. [Pg.391]

Supervisor-employee. This process allows the supervisor to observe and discuss the job being performed at the work site with the employee. The employee should be skilled at the job so that he/she can give insight to all of its details. Much can be gained by asking the employee questions about actual job details and hazards. After all, who knows more about how the job gets done Of the three methods listed, this one is the most effective for information gathering, employee involvement, and efficiency. [Pg.282]

Required before operating a process except for grandfathering those already involved in operating a process Mix of classroom and field observation Training Department (Documentation requires employee ID, date, and means used to verify understanding.) Training Department... [Pg.694]

The only empirical approach to improving safety that has proven to be effective is a behavioral safety process. Behavioral safety is the only approach that has routinely produced significant reductions in incidents in well-designed research studies. The approach involves employees using a systematically developed checklist as the basis for feedback on critical safety practices observed in work areas (1998, p. 49). [Pg.278]

At this point in the analysis, you need to do two things first, observe the job actually being performed (if possible by more than one person) and second, involve at least one employee who does the job regularly in the analysis. The employee(s) selected to assist in the analysis should be briefed on the purpose of JSA/JHA and the mechanics of how a JSA/JHA is developed. There are several ways to get the JSA/JHA process started with an employee. Have him or her review a list of basic job steps that have developed from observations, or have the employee explain what the job steps are. The important thing is that the JSA/JHA creator and the employee or supervisor mutually agree that the JSA/JHA accurately reflects the steps involved in the job. [Pg.176]

A traditional chain of command with evolving involvement in safety or quality team process, but low trust Employees should conduct observations without involvement of management in the behavioral process Managers and supervisors should continue to perform routine audits and observations but outside of the formal behavioral process Not ideal as it tends to support an us vs. them mentality Typically should be a step toward full involvement... [Pg.84]

A few employees are negative about the behavioral safety process 1. Ensure that the negative employees have participated in orientation and training 2. Involve those employees in observations and in steering committee... [Pg.140]

A critical factor in the success of the QSE process was the strong support and involvement of the district manager and the development of trast between hourly workers and management. Given the nature of their jobs, people often relied on each other and therefore were completely open with each other about safety matters. As a result, aU employees embraced the QSE process and were truly proud of their safety performance, as evidenced by the fact that, although this was a voluntary system, everyone conducted observations. Because of their success, the QSE methodology was also adopted at another pipeline district working with one of our competitors. [Pg.235]


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See also in sourсe #XX -- [ Pg.100 ]




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