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COSP Safety Accountability
1. AWARE-NS is funded by the Nova Scotia Department of Health & Wellness
Train the Trainer
Safety Accountability
Developed by Heather Matthews OHS Specialist
2. Objectives
1
Content Review
-What is accountability and where does it fit?
-Accountability Vs Responsibility
-What is Effective Accountability
-Elements of Accountability
-Key Performance Indicators
2
Overview Adult Education principles
Train the Trainer
Safety Accountability
4. AWARE-NS is funded by the Nova Scotia Department of Health & Wellness
Safety Accountability
Developed by Heather Matthews OHS Specialist
5. Topic Covered
1
Accountability Vs Responsibility
2
What is accountability and where does it fit?
3
4
5
Elements of Accountability
Key Performance indicators
6. Building Accountability
Objectives:
Understand why accountability is the cornerstone of safety
excellence
To be able to build an evidence-based accountability system(KPIâs)
that effectively rewards workers for the desired outcomes.
KPI(Key Performance Indictor):is a type of performance
measurement. May use KPIs to evaluate its success, or to evaluate
the success of a particular activity in which it is engaged. Sometimes
success is defined in terms of making progress toward strategic
goals.
7. Integrated Safety Management System
A Safety Management system shall clearly
define lines of safety accountability
throughout the organization, including a
direct accountability for Safety on the part of
senior management
9. Whatâs Accountably?
Accountable: held to account; answerable
Accountability: The state of Being
accountable
Could be described as:
Accountability is what gets things done.
Accountability is more than responsibility
How do I do it?
Accountability is not about Blame
and punishment
10. How Accountability Makes a Difference- âSuccess
leaves Cluesâ Stephen Covey
1
What did your subordinates do today to make safety
more likely?
How did you measure how well they did?
How did you reward them for doing it?
2
3
4
What did you do today to make safety
more likely?
11. Responsibility VS Accountability
Responsibility is an obligation to perform duties
â˘It relies on personal integrity
â˘It does not necessarily have associated consequences
Accountability require consequences
â˘Consequence should be balanced
â˘Someone is accountable when his/her performance is measured
â˘When someone is responsible, his/her performance is not
necessarily measured
The Objective is to motivate performance
12. What is Effective Accountability?
The âconditionâ of effective accountability exists when an
employeeâs authorized behavior is objectively evaluated and
results in appropriate consequences
Effective Accountability =
Authorized Behaviors + Objective Evaluation + Appropriate Consequences
13. What is Effective Accountability?
Authority
At least three types of authority are
necessary for a responsible person to
perform assigned safety and health tasks
effectively--these are:
â˘Authority over the work
(employee/supervisor)
â˘Authority over needed resources
(employee/supervisor)
â˘Authority over employees
(supervisor)
14. What is Effective Accountability?
Behavior
â˘Behavior is an observable
action. Itâs something we do.
Evaluation
â˘Evaluation is a judgement
â˘Judge the behavior, not the
person
â˘Judgment should be based on
fact not fiction
Consequence
The result or effect caused by
our behavior.
â˘Positive or negative
â˘Natural consequences â hurt or
health
â˘System consequences- discipline
or positive recognition
15. Accountability
Addressing the Root Cause.
ďź Workers frequently know how to work safely, and at times choose
to not work safety.
ďź Workers often see others work in an unsafe manner and choose to
say nothing.
ďź Managers often fail to explore the reasons workers donât work
safely and thus donât really understand the problem.
16. Accountability
Addressing the Root Cause.
Most organizations spend time,
resources and effort to force
compliance with safety rules,
regulations and behaviors(thinking
this is being accountable) in hopes
of reducing incidents.
17. Elements of Accountability
1. Create a Culture of Accountability
Do people see their supervisors and managers living up to their
own role in safety performance?
Assess strengths and weakness in accountability between
managers and individuals.
Explore such issues as keeping commitments, follow-though,
support, holding others accountable and effective coaching
related to safety and other key areas of performance and
communication.
18. Elements of Accountability
2. Set Expectations(KPIâs)
Defining who is accountable for what?
Need to set and get agreement on expectations
(Measurable/KPIâs)
Changing Habits related to thinking, reactions and ultimately
behavior is an important key to meaningful, sustainable
change to safety
19. Accountability Fishbone Diagram
What should KPIâs look like
Inspections
Training
Conversation
M
eetings
Initiatives
What DO we measure?
What CAN we measure ?
20. Elements of Accountability
3. Monitor Progress and Provide Feedback
Create an Accountable Support System to Sustain results
Implement and embed Personal and Shared Accountability
Agreements within teams and between manager and
individual contributors to support the new habits being
deployed
21. Elements of Accountability
3. Monitor Progress and Provide Feedback
Establish an agreed upon tracking system for staying focused
on those new habits( not just the required tracking of
incidents, accidents and injuries)
Provide supervisor with specific skills in coaching related to
safety issues and habit changes
Develop Proactive Recovery Plans to get people back on track
when they go back to old habits before an incident or injury
takes place
22. Safety Key Performance Indicators (KPIâs)
âLagging indicators
"often are the tracking
of injury statistics,
exposure incidents, and
regulatory fines.
âLeading indicatorsâ are
more predictive of
future performance
results. They are viewed
as proactive
measurements.
23. Safety Key Performance Indicators (KPIâs)
Suggestions:
âžNumber of audits or inspections performed.
âžNumber and types of findings and observations.
âžTimeframe required to close action items.
âžTraining completed.
âžNear miss incidents.
âžHazard ID performed
âžSafety committee meetings.
In either case, KPIs must be quantifiable and tied to specific
targets.
24. Safety Key Performance Indicators (KPIâs)
Selecting KPIs
Which KPIs are best for a particular organization depends on
several factors:
âžWhere is the organization today with respect to health and
safety performance?
âžWhere does the organization want to be tomorrow?
âžWho receives the KPI data and what do they do with it?
âžHow are KPIs and the conclusions that are drawn from the
KPIs communicated to others?
25. Safety Key performance Indicators (KPIâs)
Selection and Communication of KPIâs
Keep the following points in mind when selecting KPIs:
âžQuantity does not equal quality.
âžMeasure the most important things, not everything.
âžEnsure field and line management buy-in.
âžConsider piloting metrics before rolling them out company-
wide.
âžDonât let the cost of
measuring exceed the
value of the results.
26. Safety Key performance Indicators (KPIâs)
Managing KPIs
For KPIs to be successful, there needs to be:
a system for tracking,
communicating,
and improving performance.
If data are collected but arenât communicated to the appropriate
audience, efforts will not be successful.
27. Safety Key performance Indicators (KPIâs)
Managing KPIs
In an effort to increase accountability developing a monthly safety
dashboard to highlight safety performance for leading and lagging
indicators in a simple and highly visible manner.
This method has been highly successful for increasing accountability
and awareness.
28. Safety Key performance Indicators (KPIâs)
Finally, KPIs will evolve as the organization changes.
Health and safety managers should be prepared to
continuously evaluate their progress in tracking health and
safety performance and the benefits of the KPIs.
When necessary and appropriate, KPIs should be modified to
reflect changing circumstances or drive further improvement
29. EXERCISE #2
Strengths and Weakness
1
Accountability Vs Responsibility
2
What is accountability and where does it fit?
3
4
5
Elements of Accountability
Key Performance indicators
30. Objectives Reviewed
1
Accountability Vs Responsibility
2
What is accountability and where does it fit?
3
4
5
Elements of Accountability
Key Performance indicators
Do: Introduce yourself.
Do: Request class to introduce themselves by providing their name, current role, and why they came today. (Best with 20 or less participants)
Do: At a high-level, explain the basic purpose of this module on Safety Accountability and that it sets the stage for Health & Safety Management Systems.
Do: Briefly overview the intended objectives of this module. Explain that we will revisit this slide at the end of the workshop to determine if we have reached these goals.
Do: discuss Accountability in general terms
For the facilitator: this is a good opportunity to introduce KPI as a general concept and discuss if you currently are measuring any. You maybe measuring but using a different terminology.
Say: There are a number of reasons that an organization should be concerned about effectively managing occupational health and safety. They include, but are not limited to, human costs such as physical injury and fatalities.
Discuss: Safety culture as it relates to ownership of safety with in the organization
Example:â Not my Jobâ or walking by a hazard
Highlight: importance of defining the line of safety Accountability
Say: Are these lines clearly defined in your organization
Example: âWho do you go toâ and/or âWhat is the chain of command in your organizationâ8
Review the Integrated Safety Management System
We will be focusing on the accountability and measurement.
Who is responsible
How you measure and monitor the system
How do we evaluate the program
Do: Describe the different definitions for accountability
â How accountability makes a differenceâ POSSIPLE EXERCISE
Do: Review question and ask if anyone would like to share what they might do as it relates to these questions
: Review to difference between Responsibility and Accountability
You can ask for them to share example in their organization
Do: Discuss the element of consequences being the key to accountability
Stress the objective: to motivate performance( what we all want)
Do: Stress that everyone is responsible for safety but how are they accountable within the organization
Review the elements of Effective accountability.
Do: Review each of the three type of relationships
Do: discuss Behavior
discuss Evaluation â stress judging the behavior not the person
Discuss Consequences-stress the positive-results in positive change
Ask: What are we currently doing as part of the evaluation.
Do: explore the following three statement and check with the group to see how true they are in their organization
Ask: how do the answers to these questions shape the safety culture in your organization
Do: What is the safety culture in your organization?
Is it focused on just enforcement or a blended approach
Do: Discuss each of these three statements
Does the supervisor set a good example for both safety and non safety actions
Example : not following safety procedures , not wearing PPE
Discuss with the group point three
Say: â In your organization do your staff know who is accountable for safety at each level of the organizationâ
Do: Do all staff at each level: employees, supervisors/managers and executive understand what they are accountable for many time they will confuse responsibility and accountably
This is where the development of KPIâs is importance â It is important to set the expectation with consultation with others and them communicate them
How do the KPI fit in to your performance management program
Do: When looking at what to measure you can use the fishbone diagram as example of items to measure: Training. Inspections, Meeting (JOHSC), Conversation (toolbox or safety talks) Imitative (that have their own internal measurement) Encourage the participants to think âoutside of the boxâ about unique situations that could apply to their company.
This is about the communication piece. Creating the understanding between the manager and the staff on what is expected and how they will achieve there out comes
Say: Tracking and monitoring the KPI and other elements of the safety program is a key factor to the success of any program.
Say: When deciding what you are going to select as your KPIâs you must consider if the KPI is a leading or lagging indicator.
Do Discuss the difference between lagging and leading indicators
Example of lagging indicators: incident reports, lost time injuries
Example of Leading indicators: toolbox talks near
Say: Here is a suggested list of KPIâs. These KPIâs are all good examples of leading KPIâs
Group Exercise: On a chart have the group make list od Leading and lagging indicators
Consider: The following questions on this slide when selecting the KPIâs
What are the gaps
How will you measure =need to be able to measure it if is going to be a KPI
Do: Here are some other point to keep in mind when selecting your KPIâs
Discuss: how many KPIâs should you have and when do you add new one and get rid of the old.
Do: Review what it take to be successful in tracking and communication KPIâs
Do: Review what it take to be successful in tracking and communication KPIâs
Say: âKPIâs will evolve as the organization changes so an annual review of KPIâs is important. But remember when you stop measuring something it does not have the same focus therefore it may slide back therefore some kind of monitoring needs to be in place
This exercise is just for the train the trainer
Do: Do: Poll the group to determine if objectives were met.
