The Components of a Behavior-Based System

Success of any behavior-based safety process relies on trust among the employee (observers), management, and the employees being observed. Observers are trained to ask the employee for permission to make an observation where feedback is immediate. When this occurs, this is a win-win situation for everyone. One key to remember is when providing employees feedback you need to consider how you would like to be approached. The way you say the words and how you act toward the employee are keys to successful two-way communication. Observers need specific training in how to observe and provide feedback in a positive, constructive manner. 

Employees use at-risk behaviors for a number of reasons— for example, because of the way the job is designed, because of a lack of training, or because they are recognized for taking risks based on the safety culture and the management system. The management team members need to ask themselves the following questions  

Safety improvement teams and action planning are required elements of the behavior-based process to continually address at-risk behaviors. Team members should periodically review the percentage of safe versus the percentage of at-risk behaviors and other factors to understand where action planning is needed. In many cases, some of the at-risk behaviors can be shaped into safe behaviors through a process of regular observation and feedback. 

According to Geller, in a total safety culture, everyone feels responsible for safety and pursues it on a daily basis. At work, employees will go beyond the call of duty to identify hazards and at-risk behaviors. Then 

Consequence Factors Timing - Sooner/Later Consistency - CertainAJncertain Significance - Postive/Negative 

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