Have a Wonderful and Safe Holiday Season

All of us at AwardSafety wish you and your family a safe Holiday Season and Healthy and Happy New Year.

Thank you for your support and the trust you’ve placed on us to provide you with the best safety award system to achieve your objectives.

When Should You Implement a Safety Incentive Award Program?

Before you determine when you should implement a safety award program, you should first decide if you really have a safety problem that can be addressed by changing the behavior of your workers.  That may sound obvious, but it isn’t always understood. 

Companies often confuse recognition awards for ongoing safety performance with safety incentives to motivate performance. They are both very valid tools to use in growing and maintaining a positive safety culture, but not necessarily interchangeable.  Motivating workers to perform (behave) in a safe manner requires all the pieces of the behavior change equation:  knowing what you want them to do, measuring how they do it, providing a positive consequence when it is completed, and then giving feedback.   If all you want to do is maintain your current positive safety performance, then providing safety recognition in the form of the awards can also be helpful. 

Many of the hundreds of “safety incentive programs” we’ve seen over the years are not safety incentives at all.  They are periodic recognition awards for overall safety performance.  Clients think recognition awards are motivating the safety performance, but they are not.  These programs don’t really effect behavior change.  Unless the behavior is changed and becomes a habit, it won’t produce a long term effect.  In these programs workers were lucky enough to have been given a recognition award for ‘being safe’. This is the simple reason why many safety professionals feel that safety incentives do not produce any long term benefits.  In actuality they weren’t designed to do so; they weren’t safety incentives at all. 

Safety recognition awards can be a valuable and strategic tool in your safety culture.  These are essentially safety communication devices that add to all of your safety programs to keep safety top of mind.  They become the ribbon that you wrap around your safety culture.  When they are used to keep safety at the forefront of your workplace, they can be effective. But they are designed to say thanks for the results, they don’t motivate workers to change behavior.

For more information on AwardSafety products or services or other white papers please contact us at awardsafetyinfo@cox.net

For Better Safety Results Make Organizational Change Personal

In 2018 McKinsey developed a leader’s guide to help companies “Make Work Meaningful.” Its simple premise was that people who find meaning at their work are happier, more productive and more engaged.  Without a rehash of the entire guide, the outline shows four straightforward practices that can help create  an environment where organizational change is personal.  These four practices are:

Reduce Anonymity

Make sure employees know who their customers are (either internally or externally) and encourage them to connect with one.  Build face to face interactions into existing processes encouraging employees to know who is most affected by their work.  Studies show that just this interaction alone can boost customer satisfaction by as much as 14%

Help Employees Understand the Impact of Their Work

Invite customers who have had the best and the worst experiences with your products to talk with employees in person so your team can see how their work affects customers.

Notice, Recognize and Reward Good Work

Create systems where colleagues and customers alike can communicate satisfaction with a task.  Everyone wants to know that their work is noticed and valued. It doesn’t have to be elaborate or expensive, but it does have to happen. “Thank you we appreciate your efforts” are simple words but they can be powerful when spoken with sincerity.

Connect Daily Work to a Higher Goal

Push people to think about their work in a high-level way by asking employees a series of “why” questions about 3 to 5 of their most important daily tasks.

As stated in the Leader’s Guide…

“it’s well understood that people who believe their job has meaning and a broader purpose are more likely to work harder, take on challenging or unpopular tasks, and collaborate effectively. Research repeatedly shows that people deliver their best effort and ideas when they feel they are part of something larger than the pursuit of a paycheck.”

For more information on AwardSafety products or services or other white papers please contact us at awardsafetyinfo@cox.net

Employee Engagement Drives 70% Fewer Safety Incidents

The Gallup’s most recent State of the American Workplace report paints a fairly clear picture or how important employee engagement is to company success. 

When compared to organizations with lower levels of employee engagement, those with higher levels of engagement typically experience these type results:

• 41% lower absenteeism
• 24% lower turnover (high turnover industries)
• 59% lower turnover (low turnover industries)
• 28% less shrinkage
• 70% fewer employee safety incidents
• 58% fewer patient safety incidents
• 40% fewer quality incidents (defects)
• 17% higher productivity
• 20% higher sales
• 21% higher profitability

As the majority of employee engagement is based on employee satisfaction, and employee appreciation and recognition is a key component of satisfied employees, it is also fair to say that employee recognition and awards are key in increasing performance.

For years, the C-Suite constantly asked for the return on investment of recognition and reward dollars.  Is it not also fair to say that employee rewards systems can drive bottom line results and the increase in profits noted by the stats above?

For more information on AwardSafety products or services or other white papers please contact us at awardsafetyinfo@cox.net

Gift Cards Preferred Gift for Incentive Programs

In 2017, research by InComm, the market leader in new payment technologies and solutions, found that consumers turn to gift cards for many life events not just the holidays

For years the award industry judiciously fought the onslaught of gift cards as a reward in incentive or recognition programs.  They asserted that because they are cash like, they are the same as cash and should not be used for awards for the same reasons you really shouldn’t use cash for awards.  The real reason for that debate was that the traditional incentive award companies had profits exceeding 80% on merchandise awards and 10% or less on gift cards. 

Gift cards succeeded because they have become a way of life in our culture.  They are particularly suited for safety awards in behavior based safety systems, where the lower denominations of $10 or $25 are easy to use to reinforce positive safety behaviors on an ongoing basis.  It’s what many award winners want because they can get the award they really want in the most cost effective way.

Now, according to the research we find that gift cards are being used for 82% of birthdays, 39% for graduations and 52% as a thank you. 

In these instances the 92% of the survey respondents gave two or more gift cards and 54% gave five or more.

In addition, 82% said they would appreciate receiving a gift card for those occasions as well.

Younger consumers are finding even more occasions in which to give a gift card.  Millennia respondents between 25 and 34 noted they often give cards for things such as new babies and new home ownership.

Gift cards are appropriate for any number of occasions, alleviating much of the stress that can come with shopping for “just the right gift.”  This versatility benefits both the giver and the recipient. 

For more information on AwardSafety products or services or other white papers please contact us at awardsafetyinfo@cox.net

The Journey to Zero!

 “Whether you think you can, or you think you can't - you're right.” – Henry Ford

That quote has been referred to so many times, it may have lost some of its power, but it is just as true today as it was when Henry Ford first said it. Our beliefs dictate our effort. When it comes to keeping workers safe, we need a goal of zero accidents.

A good place to start the journey to zero accidents is to uncover those unsafe behaviors that lead to accidents.  This can start with a well-defined communications effort to explain your goal and what you are going to implement to achieve it.  It’s important to set forth the targets of incremental improvement you are seeking and consistently provide feedback of the performance to the workforce.  Tell them what you want and tell them how they are doing, as often as possible.

How many unsafe behaviors are acceptable?  That goal must be zero. When management and the workforce focus on eliminating unsafe behaviors, amazing things can happen.  You create the habit of safety. 

When communicating you goal in this manner you can focus on identifying the leading indicators (unsafe behaviors) that occur in your workplace.  They can include behaviors like:  

• Short Cuts
• Snap Decisions
• Complacency
• Unsafe Behavior
• Unsafe Conditions

 This process is the same used by the Japanese car manufacturers so many years ago to improve productivity.  It was unquestionably the reason that launched them to prominence in the auto industry.  It is called Kaizen (improvement) and refers to activities that continuously improve all functions and involve all employees from the CEO to the assembly line workers.

Henry Ford had it right. It begins with belief that if you think you can achieve zero accidents, or believe you can’t achieve zero accidents - you're right.”

What do you believe?

For more information on AwardSafety products or services or other white papers that can help you build a zero based goal please contact us at awardsafetyinfo@cox.net

Can a $5 Tee Shirt Really Produce Safety Results?

Many safety managers ask a great question …

“Do safety incentives really produce results?”

There are at least two schools of thought voiced by safety managers:

1. Tangibly appreciating and recognizing individual behaviors that improve specific safety performance and outcomes have a measurable and dramatic impact on the overall safety and financial performance of a company.

2. We pay our people to function in a safe manner and get the results the company wants.  They are already paid to work safe.

Before you determine which answer is the right one for your organization, there are certain aspects you need to consider.  These are founded in the answer to the following key questions and the criteria stated below …

Key Questions:

Does your organization actively measure, analyze, and broadcast safety performance and outcomes in terms of …

Ø The related costs of workers compensation claims.

Ø Healthcare costs increases or decreases due to incidents and accidents.

Ø The impact on operating expenses due to lost time and added labor costs.

Ø Is there a well-communicated and understood correlation between safety behaviors, performance, and the overall financial performance of your organization?

Can you relate the personal safety behaviors of your employees on-the-job performance to the above four safety issues?

If the answer to the above is YES! You are in a great position to measurably and expediently improve your safety behaviors, performance, and related outcomes by implementing a behavior based awards program using positive reinforcement to change behavior. 

For more information on AwardSafety products or services or other white papers please contact us at awardsafetyinfo@cox.net

The Baby and the Bathwater

Traditionally cash was used more often than any other award to promote safe work performance.  It was almost always given to workers for not having an accident while on the job.  It was given monthly or quarterly and often at year end as a bonus. It was and is most likely the key reason why the non-reporting of incidents exists within the subject of safety incentives.

Today whenever we consult with a client who uses cash as a safety award we always ask the same question:  “If you had to do it over again would you still use cash?  The answer almost always is “no.” 

Simply put, when safety management requested budgets or when executive management, because of high safety costs, wanted to use an “incentive” for workers to reduce incidents, they didn’t want to spend the money without a return.  Logically, the programs were structured from the back end….no incidents = cash bonus. And when the bonus was high enough, it was only human nature for some to hide injuries because they didn’t want to lose the money.  It was a vicious circle…and was the reason negative feelings about safety incentives still persists.

But don't stop using awards because of the negative feelings toward cash award programs or programs that were poorly designed.  Using non cash positive consequences to reinforce behavior change is a proven valid performance strategy.  It is especially valid in rewarding safe behaviors.  It would be silly to think about a safety supervisor walking around a plant or job site with a pocket full of dollars to recognize safe behaviors.  But there are many ways to use small awards to reinforce behaviors. From our experience, we’ve also learned that it doesn’t have to be much.  An array of company branded merchandise items (caps and tees) or gift cards as low as $5 or $10 are prevalent.  And often, the recognition can be just a simple “Thank You.”

In fact research from the Incentive Federation has uncover exactly that:

A small, positive, immediate consequence has more impact on behavior than a large, future and uncertain one.

By consistently and continuously reinforcing behavior change with small amounts of awards, you will change behavior.

For more information on AwardSafety products or services or other white papers please contact us at awardsafetyinfo@cox.net

Use Group Psychology for Safety Training

While safety training is most often conducted by professional trainers, as a safety professional you are called upon to do some safety training.  Good group training is a skill developed over years and by giving hours and hours of training classes.  There are some terrific trainers in the industry that your employees enjoy and they can learn a great deal.  Unfortunately there are also some poor ones, and you can’t do much to avoid them, except not use them again. 

Great safety managers have learned the art of using group psychology when they need to do the group training.  There are some basics tactics they have used for years to make them the best they can be.  Here are a few of them that might help you when you have to do your own training:

Be the First in the Room

This may sound obvious, but many don’t do it.  Arrive early to your training and have everything completely set up and ready to go before anyone arrives.  As the famous Civil War general Stonewall Jackson used to say, “Get there the fastest with the moistest!”

Be Social

Establish a dialogue and engage with those who show up before everybody else. Make them an ally, build a rapport with them.  There’s always a time when a bunch of employees show up at once and you won’t be able to effectively engage all of them in the same way.

Leverage that Rapport

Psychologically these allies will be more likely to promptly and positively respond to your training than those whom you’ve not engaged previously.

Show You Value Participation

Getting employees involved is best if you do it early on in the session.  That’s why establishing a dialogue with a few early arrivals is so beneficial.  Participation can help with training by breaking the natural barriers that exist in any formal setting.  And make sure that you don’t go to any one person more than once.  Try to get as many involved as possible.

Motivate

Never make training a punitive affair.  Convince your audience that no one will fail, and that there is no bad answer or bad question.  Keep using positive comments.  Make sure you recognize the skills and experience that exists in the room. We’ve all seen these tactics used in various teaching situations…because they work. 

Provide Positive Feedback

As with so many things in life, providing positive feedback will elicit more meaningful and positive responses.  You might also want to encourage learners to assist in resolving other’s questions or concerns. 

Keep Your Meeting Moving

Keep the content and ongoing discussion focused on what learners need to know and avoid material that is merely nice to know.  We all know of trainers who like to hear themselves talk and get off on tandems or topics that aren’t really pertinent to the session.  Telling anecdotal stories is fun every once in a while, and surely can be enjoyable, but stay on point.  If you keep them in a meeting for a couple of hours, make sure they get what they need to know, but don’t dwell on something just because you’re looking fill up your time.

Reward Their Performance

Training is an important first step in changing behavior.  It is the A, or antecedents, in the ABC model of behavioral based safety.  It sets the stage for all the work related safety behaviors that follow.  During your session and especially at the conclusion, make sure you make you final engagement with them the C, or consequence, part of the model.  Providing positive consequences reinforces the learning and closes the loop that you are looking for in behavior change.

For more information on AwardSafety products or services or other white papers please contact us at awardsafetyinfo@cox.net

An Ounce of Prevention

In my opinion, safety professionals have one of the most difficult yet satisfying careers there is.  They spend their time working with employees to help them get through the day and back to their loved ones unharmed.  They are some the hardest working people I know.  When incidents occur, their hours can be 24/7, and they constantly live with the always present chance of have to deal with serious injury or even death.  They balance executive demands with the reality of corporate budgets.  They need to be tough on workers yet show them the respect and kindness they deserve.  The great safety leaders spend most of their time thinking about and trying to prevent injuries. 

If you ask any safety professional, they will all tell you that preventing accidents is far less costly than fixing them.  Just as productivity experts have been saying for years, that improving productivity depends on predicting and preventing process failures rather than spending the bulk of your resources after failures have occurred.  So to, companies need to predict and eliminate hazards that can result in injuries.

Safety incentive systems should focus on rewarding the prediction and prevention of incidents.  By reinforcing prevention in a positive manner on an ongoing basis, you can change behavior and decrease accidents.  Prevention is far less costly than correction. 

All injuries may or may not be preventable.  But all bad safety habits can be changed by using the proven tenets of behavior based safety and then rewarding the change with positive reinforcement.  In the case of safety, the old adage holds true.  

 An ounce of prevention can save a pound of cure.

For more information on AwardSafety products or services or other white papers please contact us at awardsafetyinfo@cox.net.

An Exercise on the Various Myths About Safety Programs

Why do you believe what you do about Safety? Do you question accepted norms without evidence based on your own safety culture?  Do you use critical thinking to help you in your quest to help your employees to work safely?

Following are five topics or accepted “truths” within the safety world that seem to be proven facts and are rarely questioned.  They are dogma to most, but are they really? Whether you agree or disagree with them, the real positive in this exercise is to take an honest appraisal of what you think of them with regard to your own safety culture. 

1) Safety is #1

Is it really?  You see it all the time in website copy, on company brochures, on the backs of work shirts, on vehicles, posters, on just about anything.  You see various iterations of it. It is often adopted by the company as the ultimate statement of commitment to creating safety on the job.  But the truth is that companies are not created to be safe, they are created to make a profit for the owners and/or shareholders. Corporate decisions are made every day.  Is safety considered 100% of the time before making those decisions?  If not, Safety is Not #1.

2) Counting Injuries is the best Measurement of Safety

Reducing the number of accidents and injuries is almost always the number one goad of any safety incentive program we’ve analyzed, but is it the right goal?  Wouldn’t reducing unsafe behaviors be a better one? Safe/unsafe and injury/uninjured are not linked to safety.  Workers do unsafe things all the time and avoid injuries.  No injury was the outcome, but how it was achieved was not by being safe.

3) Zero Accidents/Injuries should be a Commitment

No injuries can and does in many cases mean you were lucky. These types of goals can also motivate some very wrong behaviors like hiding injuries through reclassification and accommodation.

4) Passing a Safety Audit Means You’ll Be Safe

Standards and audit systems are ubiquitous in the safety industry. Many have impressive names and have been created with “world-wide” input making them sound even more impressive. In reality, these are almost all “opinion based” with little or no scientific evidence to support them. Passing an audit doesn’t guarantee anything, just that you “passed the audit.”  You may want to read the results of your audit with a view toward what it may not be telling you. 

5) All Incidents Are Preventable

The use of the word “all” makes this statement wrong.  To make it right means you would have absolute power over all things and absolute power doesn’t exist in humans.  A better way of looking at prevention is to consider that all unsafe behaviors can be changed.  And when you change unsafe behaviors reducing accidents follows. 

For more information on AwardSafety products or services or other white papers please contact us at awardsafetyinfo@cox.net

Are All Accidents Preventable?

If there’s one discussion I’ve had with safety professionals over the years it has been the question…”Are all accidents preventable? If you limit yourself to one word with one syllable answers…without clarification, semantic interpretation or other definition in my opinion the answer has to be a resounding NO!  When you start to broaden the question, is when you can come to a place where a good answer might be yes or yes with a qualifying couple of over words…yes in theory, yes in hindsight.  But because we are human, we will all have accidents.

Every one of us knows of workplaces that have in fact been “accident free” for a time.  Non-reporting notwithstanding, it can be done.  But it can’t and won’t be sustained.  There will be an accident; it’s just a matter of when.  After a century of more or less serious safety management, we are still seeing thousands of accidents in the workplace.  So what do we do with the goal of “Zero Accidents?”  From the standpoint of accident prevention, that goal is just fine.  It is what all of us should shoot for, under the premise that it’s like “reaching for the stars.”  Even if we miss we landed on the moon.

As all accidents are based on human behavior, wouldn’t a better goal be Zero Accident Behaviors? If we eliminate unsafe behavior will we achieve zero accidents?  Still, many may argue that some things simple cannot be prevented.  So where does that leave us? We cannot prevent everything, but that doesn’t take away the responsibility for us to try as hard as we can within reasonable boundaries. And a great place to start is to eliminate those behaviors that cause the accidents in the first place.  Creating a habit of safe behavior is something that can be learned.

For more information on AwardSafety products or services or other white papers please that will drive behavior change, contact us at awardsafetyinfo@cox.net

Instructor-led or Online Safety Training?

Many safety managers are proponents of eLearning safety training because it makes safety training accessible for users around the world. It guarantees a consistent training message and can easily manage who gets trained and when.  It can also include scheduling for continuous upgrades and retraining on an as needed basis.  It definitely can save money when companies who have a wide ranging diversified global workforce that requires training content anywhere at any time.

Knowing  some main differences between instructor-led training (ILT) and eLearning  training will make it easier to decide which one or combination should you use: 

·       While ILT is the one we are most familiar with it can have a high cost of implementation, both in terms of time and money.

·       ILT can have inconsistent messaging due to teaching styles and instructor knowledge or experience. 

·       With ILT time is taken away from work and training interrupts an employee's daily tasks

·       eLearning can save companies money, in terms of development hours, travel costs and employee time away from work

·       eLearning takes less time away from an employee's work day, as eLearning takes up 40-60% less time than classroom instruction

·       eLearning will allow employees more flexibility to access training when and where they have the time to do so

·       eLearning can be particularly suited for employees who are remote, travel or have a high turnover

·       eLearning can easily create personalized custom solutions for your training needs

·       eLearning has the reputation of being more convenient and cost-effective than classroom training.

·       e-learning can be particularly effective for retention because learners can revisit the courses as much as they want at any time for refresher purposes.

·      
Testing, feedback and reward are easily built into e-Learning making it an ideal method to reinforce behavior change.

For more information on AwardSafety products or services or other white papers please contact us at awardsafetyinfo@cox.net

Why BBS Became Unpopular

When BBS first became popular, consultants, training, operating systems and other processes to affect it abounded.  Everyone wanted in on the new phase of making employees work safer and thought they had the right method to make it work and make it effective. 

The problem was that some (if not many) of the programs implemented were clearly subpar.  They didn’t work, they were costly, and frankly they caused frustration and resentment among management and the workforce.  Many of these programs were not based on the science of behavior and became negative when a “blame the worker” mentality developed. This was completely opposite of what the true meaning and direction of what BBS should have been using positive consequences to motivate and reward behavior change. 

The entire “positive consequences” piece of BBS may have also worked to help derail it.  Not having a definitive idea of what “positive consequences” really means, it was left up to the designing companies to determine what “positive consequence” to use.  This has been a problem in the safety industry for years.  Should you use an award for improved safety performance?  How often, how costly?  What award to use??  Sometimes just a sincere “thank you” for an improved safety behavior is enough to sustain the behavior.  It doesn’t always have to be a physical award.  The further stigma of traditional safety incentives and erroneous press from OSHA added to the frustration. 

The combination of those not fluent in the science of behavior with others of varying knowledge of award systems made for designing programs that failed from the start.  These failed programs also included flaws focusing on at-risk behavior and corrective feedback rather than a focus on strengthening safe behavior through positive strategies. And of course those who said they “tried BBS and it didn’t work” were justified to never do one again.  It resulted in the rise of anti-BBS sentiment in some organizations.

This is very unfortunate as BBS can be a very rewarding business strategy that produces excellent results.  To reject it because it was designed poorly is like rejecting a doctor’s prescription because you didn’t take if correctly.  Both are scientific and BBS has been proven effective but it won’t work well if it is not implemented properly.

No one really argues that sustained safety improvement requires changing behavior of your workers.  But it also requires changing the behavior of executives, managers, supervisors and front line employees alike. Behavior is how we accomplish all of the things we need to accomplish in safety. BBS is based on the proven science of behavior—the science that provides the strategies to motivate all the behaviors we need to create and sustain a safe workplace. Human error is inevitable and looking to systems like BBS can minimize the error.  Applying negative consequences will only serve to reduce the behavior you are seeking in the first place. 

For more information on AwardSafety products or services or other white papers please contact us at awardsafetyinfo@cox.net

Face to Face Safety

When you want to influence someone the best way to do it is face-to-face. When you want to build trust and loyalty with your workers, make time to talk with them.  Face-to- Face is the right way to build a safety culture. 

Behavior based safety is arguably one of the best ways to change poor safety habits into good ones.  It has been successful because it is done face to face.  Cultures with exceptional safety cultures have management that often visits with their employees about safety.  Great leaders want employees to know safety is important to management. They want to make it clear to them that they never want to put safety at risk in some attempt to drive performance.  If good performance is to be sustainable it must be done with an eye on zero accidents.

When management doesn’t want to engage their employees face-to-face about safety they send the message that “Safety Isn’t Important.”  Great safety cultures begin when you give a consistent and continuous message about the importance of safety.  Do it early and often.

Here are some examples of how to reinforce your safety message:

·       Begin new hire orientation with your explanation of your safety culture. 

·       All meetings began with safety as the first item on the agenda.

·       Regardless of the department, start every meeting with a review of safety efforts and progress. 

·       Start all training, employee appraisals and introduction of projects with a talk on safety.

·       Schedule time for supervisors, managers, etc. to be in the field or on the job and perform face-to-face safety talks

The Gallup organization and other poll groups have questioned employees about how they want to receive information at work and what their preference is for communication.

Face-to-face is always the number one answer.

Employees know management only invests time on what’s important. If their immediate boss doesn't regularly set aside time to talk safety, it's hard not to get the impression that safety doesn't matter to them.

For more information on AwardSafety products or services or other white papers please contact us at awardsafetyinfo@cox.net

Enterprise Safety Engagement

Nearly 5,000 workers die each year in the U.S., of over 3 per 100,000.  This has remained relative consistent over the years regardless of how many changes there have been in OSHA regulations,  There are close to 4 million work-related injuries and illnesses reported.  However, many believe that under-reporting is widespread.
 

Experts agree that while worker deaths and accidents can never be eliminated, there remain opportunities for improvement by addressing the long-overlooked human factor. Many feel that OSHA regulations could do a better job of addressing all the ways organizations can engage employees and other stakeholders in safety and well-being by connecting the dots between all stakeholders and engagement factors involved.
 

The Bureau of Labor Statistics has stated that:

“Employers that invest in workplace safety and health can expect to reduce fatalities, injuries, and illnesses. This will result in cost savings in a variety of areas, such as lowering workers' compensation costs and medical expenses, avoiding OSHA penalties, and reducing costs to train replacement employees and conduct accident investigations. In addition, employers often find that changes made to improve workplace safety and health can result in significant improvements to their organization's productivity and financial performance.”

Despite the compelling economics, management often overlooks the return on investment of minimizing accidents, not only in concrete costs but in overall stakeholder engagement. By addressing safety as part of an enterprise approach to engagement, safety can be baked into the culture and all the ways organizations actualize it with all stakeholders to achieve sustainable results.
 

A new chapter in Enterprise Engagement: The Roadmap 5th edition “utilizes ISO Quality Management standards to map out how organizations can make enterprise safety engagement a part of their culture, engagement processes, and human capital scorecard.”

The map as explained to the safety audience contains much the same categories as the Employee Engagement model of only a few short years ago.  They include:

• ·       Creating a culture of safety values with clear objectives
• ·       Prepare and coach leadership and assess current levels 
• ·       Communications
• ·       Job Design
• ·       Training
• ·       Innovation
• ·       Community
• ·       Rewards and Recognition
• ·       Measurement and Analytics

Unlike traditional approaches to safety programs, ISO 10018 seeks integration and alignment of all stakeholders: customers, distribution partners, employees and communities.

For more information on AwardSafety products or services or other white papers please contact us at awardsafetyinfo@cox.net.