2. HOUSEKEEPING
• Slide deck will be posted on hni.com
• Q&A at the end, but feel free to ask questions throughout
• Tweet @HNIRisk or using the
hashtag #hniu to win some HNI swag!
3. KYLE MEINERT
Risk Advisor, HNI
kmeinert@hni.com
262.641.5814
WHO’S ON THE LINE…
ANDREA TARRELL
Marketing Director, HNI
atarrell@hni.com
262.641.5813
4. BEHAVIORAL BASED SAFETY?
• Proactive safety program based on:
– Motivating
– Educating
– Reinforcing
– Improving
• A systematic approach to identify
root causes and controlling them
• A continues effort in search of
positive results
• Focusing on leading behaviors
rather than if we had any losses
5. BEHAVIOR SAFETY: ABC’S
A
Antecedent
Event or stimulus that
came before
something else and
may have influenced
or caused it
Goals, policies,
training
B
Behavior
Any act that is
performed by an
individual that can be
observed
Not wearing eye pro,
wearing proper fall
protection
C
Consequences
The aftermath of the
behavior. Has the
potential to reward or
discipline
Zero injuries,
catastrophic injuries,
suspension, pizza party
6. STEPS IN CREATING A BBS SYSTEM
1. Get Employee Support
2. Get CEO
3. Create a team
4. Identify and isolate key
behaviors
5. Develop a metrics system
6. Observe behaviors
7. Deliver Feedback with behavior
makers
8. Produce and publish data
9. Set next stage goals
Decisions lead to consequences
7. IMPLEMENTING WITHOUT THE HITCH: TIPS
• Always involve your
employees in the early in the
process
• Consider a small test cell
prior to full out roll out
• Lets not try to leap the moon
here; set SMART Goals
• Ditch the contributing factors
and focus on root causation
• When all else fails… ASK!
pecific
easurable
chievable
ealistic
imed
15. HOW DO WE BUILD A
BEHAVIOR BASED SAFETY
SYSTEM?
16. BUILDING A BEHAVIOR BASED SYSTEM: KEY POINTS
• Establish TSC baseline
• We must address
– Decision making
– Observations
– Feedback
• Continuous improvement
19. CONDUCTING OBSERVATIONS
• Has this been trained on yet?
• Consistency
• Don’t become the safety cop
• Transparency
FOLLOW UP!
20. CONSEQUENCES AND FEEDBACK
• Consistency
• Does the time fit the crime?
• Reinforcement
– Positive
– Negative
• Establish a paper trail!
• Explain the results, both good
and bad
22. LETS RE-HASH…
• There must be active engagement from
all levels
• SMART Goals
• Put the observations where the money is
• ALWAYS follow up with feedback
• If your not moving forward your heading
back
24. • Group incentives can fail due to:
– One persons incident can wipe
out the group
– Animosity can be created
– Sense of entitlement takes over
– Delayed reporting = worsened
condition
– Boredom
• Group “peer pressure” incentives can
work at times.
– They can cost less
– They can cause people to watch
out for each other
– They can’t address multiple
specific loss/waste issues
simultaneously
WHY INCENTIVE PROGRAMS FAIL
25. BEHAVIOR BANK ACCOUNT SUMMARY
Changes the game away from a group incentive
• No longer can 1 bad actor cause everyone
else to lose out
• Responsibility is placed on the end user
How does it work?
• Each year a certain dollar amount is
credited to your BBA
• Pro-rated based off hire date, meaning that
year 2 you are entitled to the full amount
• Each “Risk/Loss” event has an assigned value that is deductive from your BBA
Benefits
• More $$$
• End users ultimately dictate how much they will be paid out
• Helps to develop trends
26. Manufacturer- $70,000 (damages) in annual uninsured loss recovered.
$15,000 INVESTED
Trucking/Warehousing – 60% reduction in tracked Errors
$25,000 INVESTED, $500K ESTIMATED SAVINGS
Contractor went from 30% compliance to 100%
INVESTMENT $10,000, SAVINGS = hundreds of hours
Manufacturer – Customer returns down by 50%
INVETMENT - $35,000, savings $200,000
Construction – 100% Reduction in DUI’s, multiple tickets annually to 0, paperwork issues to 0
Investment $25000, Savings- Drastic reduction in loss potential
REAL WORLD EXAMPLES
