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