SlideShare ist ein Scribd-Unternehmen logo
Leadership and Worker Invovlement
Facilitator’s Preparation
 See separate guidance
Health and Safety in
Leadership
Facilitated meeting
Name of facilitator
Why Are We Here?
 To think about ways to improve H&S
performance, communication & learning
 To look at our attitudes & beliefs as
leaders to drive forward change
 To secure commitment to long-term
improvement and agree a way forward
What’s the Plan?
 A mixture of presentations, brainstorming
activities and discussion exercises
 [Add in Timings]
 Housekeeping
Ground Rules
 Respect everyone’s contribution
 There are no right or wrong answers
 Everyone’s opinion is of value
 Give everyone a chance to speak
 One conversation at a time and no talking over
each other
 Be open and honest
 Do not discuss what someone has said with others
outside the room
 Everyone should feel free to ask questions of each
other – it’s an open-playing field
Ice-Breaker (exercise 1)
•Insert a project that went well (from a
safety perspective)
•Why did this project go well?
•What factors contributed towards its
success?
•Any challenges? If so, how were these
overcome?
Where do our values lie?
•Exercises to understand our attitudes
& beliefs about health and safety
•What are we good at?
•What do we need to develop?
•Be honest!
Exercise 2
What does health and safety
mean to (add company
name), you and your staff?
Question 1
What value does the
organisation place on
occupational safety and why
do you think that?
Question 1a
What value does the
organisation place on
occupational health and why
do you think that?
Question 2
What value do you place on
safety and why?
Question 2a
What value do you place on
occupational health and why?
Question 3
What do you think that your
staff think of safety and why?
Question 3a
What do you think that your
staff think of occupational
health and why?
Think about….
 Were the comments what you
expected?
 Any surprises?
 Are the comments similar in any way?
 Do any differences stand out?
Positive Health and Safety Values
 Consistently prioritises staff’s welfare over productivity and
profitability concerns.
 Ensures both health and safety are top of the agenda in all
decision making.
 Insists that staff do not feel compelled to progress a job if
they feel it is unsafe to do so.
 Show care and concern for the welfare of all staff
 Trust and respect others
 Be proactive, not just reactive
 Be enthusiastic, open and honest
 Remember everyone is responsible for their own and
others health and safety
Positive Health and Safety Values
 Devote sufficient resource to improving health and safety
 Ensure that people have the right knowledge and skills to
undertake work safely
 Act upon unsafe working practices immediately
 Ensure everyone is fully committed to health and safety
 Value staff involvement and ideas for improving health and
safety
 Inspire and enthuse staff to work safely
 Show recognition for safe working practices
Going for Gold
GOLD
The way we
do things
around here
Sometimes do /
show this
Rarely do /
show this
Can We Prove It?
Value Can we prove
it?
What else can
we do?
Prioritise staff
welfare over
productivity
H&S is top of every
agenda.
Staff don’t rush to
complete their work.
Ensure everyone is
fully committed to
H&S
Everyone using
appropriate PPE,
immediate action is
taken when an unsafe
act is spotted.
Inspire and enthuse
staff to work safely
Toolbox talks and
practical
demonstrations
Be proactive, not
just reactive
Informal feedback on
site (e.g. what staff
think of the toolbox
talks), regular health
checks
The Bigger Picture
 Company policy
 Vision
 Business plan
 Communication
 Visibility
 Induction & training materials
 Performance appraisals
Making Health
and Safety the
Top Priority
Kick into Action
Develop an action plan that is:
Specific (values & behaviours)
Measurable (monitor and review)
Achievable (prioritise!)
Realistic (in terms of e.g. resources)
Time bound (e.g. next 6 months)
Kick into Action
N.B. Interventions are more likely to fail if they are not properly
planned.
Things to add
 Action Plan template
 Video/DVD on good vs. bad leadership
behaviours?
 Make sure this is tailored to single duty
holder set ups
 Could observe each other e.g. giving
toolbox talks
 Make links to toolkit & for ‘Make Health and
Safety the Top Priority’ chart

Weitere ähnliche Inhalte

Was ist angesagt?

New Supervisor Quick Start
New Supervisor Quick StartNew Supervisor Quick Start
New Supervisor Quick Start
Maurizio Morselli
 
Work Environment
Work EnvironmentWork Environment
Work Environment
masterkai22
 
The Linde Engineering Behaviour Based Safety Approach
The Linde Engineering Behaviour Based Safety ApproachThe Linde Engineering Behaviour Based Safety Approach
The Linde Engineering Behaviour Based Safety Approach
The Linde Group
 
Safety Leadership
Safety LeadershipSafety Leadership
Safety Leadership
txheaven
 
Herzberg's hygiene & motivation theory
Herzberg's hygiene & motivation theoryHerzberg's hygiene & motivation theory
Herzberg's hygiene & motivation theory
Prateek Malik
 
Ian Sutcliffe - Worksafe Victoria
Ian Sutcliffe - Worksafe VictoriaIan Sutcliffe - Worksafe Victoria
Ian Sutcliffe - Worksafe Victoria
Australian Institute of Health & Safety
 
SIA Webinar: From Research to Best Practice in Workplace Health and Wellbeing
SIA Webinar: From Research to Best Practice in Workplace Health and WellbeingSIA Webinar: From Research to Best Practice in Workplace Health and Wellbeing
SIA Webinar: From Research to Best Practice in Workplace Health and Wellbeing
Australian Institute of Health & Safety
 
Quick tips for busy managers - Reducing employee absence
Quick tips for busy managers - Reducing employee absenceQuick tips for busy managers - Reducing employee absence
Quick tips for busy managers - Reducing employee absence
The Occupational Health Business Ltd www.theohbusiness.co.uk
 
Engagement & Performance: How we have got it all wrong
Engagement & Performance: How we have got it all wrongEngagement & Performance: How we have got it all wrong
Engagement & Performance: How we have got it all wrong
WINNERS-at-WORK Pty Ltd
 
Reducing employee absence.....5 Quick Wins
Reducing employee absence.....5 Quick WinsReducing employee absence.....5 Quick Wins
Reducing employee absence.....5 Quick Wins
The Occupational Health Business Ltd www.theohbusiness.co.uk
 
Supervision
SupervisionSupervision
Business studies project and case studies
Business studies project and case studiesBusiness studies project and case studies
Business studies project and case studies
NiteshArora19
 
Train your Managers to use a simple stress risk assessment approach.
Train your Managers to use a simple stress risk assessment approach.Train your Managers to use a simple stress risk assessment approach.
Train your Managers to use a simple stress risk assessment approach.
The Occupational Health Business Ltd www.theohbusiness.co.uk
 
Leadership Formula For Change
Leadership Formula For ChangeLeadership Formula For Change
Leadership Formula For Change
Bruce Lambert
 
leading
leadingleading
leading
kalyan nanda
 
Browne Jacobson HR for Education 2017 - Workshop 1A - Sickness absence
Browne Jacobson HR for Education 2017 - Workshop 1A - Sickness absenceBrowne Jacobson HR for Education 2017 - Workshop 1A - Sickness absence
Browne Jacobson HR for Education 2017 - Workshop 1A - Sickness absence
Browne Jacobson LLP
 
Life Coaching PowerPoint Presentation Slides
Life Coaching PowerPoint Presentation SlidesLife Coaching PowerPoint Presentation Slides
Life Coaching PowerPoint Presentation Slides
SlideTeam
 
Change Management
Change ManagementChange Management
Change Management
Julie Lee
 
Browne Jacobson HR for Education 2017 - Workshop 2A - Restructures masterclass
Browne Jacobson HR for Education 2017 - Workshop 2A - Restructures masterclassBrowne Jacobson HR for Education 2017 - Workshop 2A - Restructures masterclass
Browne Jacobson HR for Education 2017 - Workshop 2A - Restructures masterclass
Browne Jacobson LLP
 
Releasing Individual Potential through Employee Wellbeing
Releasing Individual Potential through Employee WellbeingReleasing Individual Potential through Employee Wellbeing
Releasing Individual Potential through Employee Wellbeing
OPRA Psychology Group
 

Was ist angesagt? (20)

New Supervisor Quick Start
New Supervisor Quick StartNew Supervisor Quick Start
New Supervisor Quick Start
 
Work Environment
Work EnvironmentWork Environment
Work Environment
 
The Linde Engineering Behaviour Based Safety Approach
The Linde Engineering Behaviour Based Safety ApproachThe Linde Engineering Behaviour Based Safety Approach
The Linde Engineering Behaviour Based Safety Approach
 
Safety Leadership
Safety LeadershipSafety Leadership
Safety Leadership
 
Herzberg's hygiene & motivation theory
Herzberg's hygiene & motivation theoryHerzberg's hygiene & motivation theory
Herzberg's hygiene & motivation theory
 
Ian Sutcliffe - Worksafe Victoria
Ian Sutcliffe - Worksafe VictoriaIan Sutcliffe - Worksafe Victoria
Ian Sutcliffe - Worksafe Victoria
 
SIA Webinar: From Research to Best Practice in Workplace Health and Wellbeing
SIA Webinar: From Research to Best Practice in Workplace Health and WellbeingSIA Webinar: From Research to Best Practice in Workplace Health and Wellbeing
SIA Webinar: From Research to Best Practice in Workplace Health and Wellbeing
 
Quick tips for busy managers - Reducing employee absence
Quick tips for busy managers - Reducing employee absenceQuick tips for busy managers - Reducing employee absence
Quick tips for busy managers - Reducing employee absence
 
Engagement & Performance: How we have got it all wrong
Engagement & Performance: How we have got it all wrongEngagement & Performance: How we have got it all wrong
Engagement & Performance: How we have got it all wrong
 
Reducing employee absence.....5 Quick Wins
Reducing employee absence.....5 Quick WinsReducing employee absence.....5 Quick Wins
Reducing employee absence.....5 Quick Wins
 
Supervision
SupervisionSupervision
Supervision
 
Business studies project and case studies
Business studies project and case studiesBusiness studies project and case studies
Business studies project and case studies
 
Train your Managers to use a simple stress risk assessment approach.
Train your Managers to use a simple stress risk assessment approach.Train your Managers to use a simple stress risk assessment approach.
Train your Managers to use a simple stress risk assessment approach.
 
Leadership Formula For Change
Leadership Formula For ChangeLeadership Formula For Change
Leadership Formula For Change
 
leading
leadingleading
leading
 
Browne Jacobson HR for Education 2017 - Workshop 1A - Sickness absence
Browne Jacobson HR for Education 2017 - Workshop 1A - Sickness absenceBrowne Jacobson HR for Education 2017 - Workshop 1A - Sickness absence
Browne Jacobson HR for Education 2017 - Workshop 1A - Sickness absence
 
Life Coaching PowerPoint Presentation Slides
Life Coaching PowerPoint Presentation SlidesLife Coaching PowerPoint Presentation Slides
Life Coaching PowerPoint Presentation Slides
 
Change Management
Change ManagementChange Management
Change Management
 
Browne Jacobson HR for Education 2017 - Workshop 2A - Restructures masterclass
Browne Jacobson HR for Education 2017 - Workshop 2A - Restructures masterclassBrowne Jacobson HR for Education 2017 - Workshop 2A - Restructures masterclass
Browne Jacobson HR for Education 2017 - Workshop 2A - Restructures masterclass
 
Releasing Individual Potential through Employee Wellbeing
Releasing Individual Potential through Employee WellbeingReleasing Individual Potential through Employee Wellbeing
Releasing Individual Potential through Employee Wellbeing
 

Ähnlich wie Leadership and Worker Invovlement

training-pack1.ppt
training-pack1.ppttraining-pack1.ppt
training-pack1.ppt
gambhirkhaddar1
 
Safety Culture For Supervisors
Safety Culture For SupervisorsSafety Culture For Supervisors
Safety Culture For Supervisors
NikkiBrown
 
Practical aspects of health &safety by Jayadeva de Silva
Practical aspects of health &safety by Jayadeva de SilvaPractical aspects of health &safety by Jayadeva de Silva
Practical aspects of health &safety by Jayadeva de Silva
Self-employed
 
Organizational
OrganizationalOrganizational
Organizational
Muddsar Siddiqui
 
Orbitz Change Ppt
Orbitz Change PptOrbitz Change Ppt
Orbitz Change Ppt
Dan Wiseman
 
ROLE OF SUPERVISORS ,RAKESH KUMAR.ppt
ROLE OF SUPERVISORS ,RAKESH KUMAR.pptROLE OF SUPERVISORS ,RAKESH KUMAR.ppt
ROLE OF SUPERVISORS ,RAKESH KUMAR.ppt
Riham Soliman , MBA
 
H&S Leadership Line Management
H&S Leadership Line ManagementH&S Leadership Line Management
H&S Leadership Line Management
Boyd Propst
 
New supervisor skills for success
New supervisor skills for successNew supervisor skills for success
New supervisor skills for success
sabita patra
 
New Supervisor Skills for Success by Kelley School of Business
New Supervisor Skills for Success by Kelley School of BusinessNew Supervisor Skills for Success by Kelley School of Business
New Supervisor Skills for Success by Kelley School of Business
Atlantic Training, LLC.
 
2015 Oct 29 [ab] - Work Ethics - MCR HRD - [Please download and view to app...
2015 Oct 29   [ab] - Work Ethics - MCR HRD - [Please download and view to app...2015 Oct 29   [ab] - Work Ethics - MCR HRD - [Please download and view to app...
2015 Oct 29 [ab] - Work Ethics - MCR HRD - [Please download and view to app...
viswanadham vangapally
 
Delivering Reviews - ICA
Delivering Reviews - ICADelivering Reviews - ICA
Delivering Reviews - ICA
JoAnn Corley
 
Ekonomiks (question int)
Ekonomiks (question int)Ekonomiks (question int)
Ekonomiks (question int)
Eemlliuq Agalalan
 
Safety Culture : An Overview
Safety Culture : An OverviewSafety Culture : An Overview
Safety Culture : An Overview
Handito aji Saroso
 
10 Productive Ways To Boost Employee Morale
10 Productive Ways To Boost Employee Morale10 Productive Ways To Boost Employee Morale
10 Productive Ways To Boost Employee Morale
Emily Smul
 
Charlotte Hall - PReCePT Celebration event
Charlotte Hall - PReCePT Celebration eventCharlotte Hall - PReCePT Celebration event
Charlotte Hall - PReCePT Celebration event
Innovation Agency
 
TLP | Value Based Recruitment of Gen2015
TLP | Value Based Recruitment of Gen2015 TLP | Value Based Recruitment of Gen2015
TLP | Value Based Recruitment of Gen2015
AIESEC
 
Instructor guide دليل المحاضر
Instructor guide دليل المحاضر Instructor guide دليل المحاضر
Instructor guide دليل المحاضر
دكتور تامر عبدالله شراكى
 
The Playbook to Scale High-Performance Teams with Gusto COO Lexi Reese
The Playbook to Scale High-Performance Teams with Gusto COO Lexi ReeseThe Playbook to Scale High-Performance Teams with Gusto COO Lexi Reese
The Playbook to Scale High-Performance Teams with Gusto COO Lexi Reese
saastr
 
SLC_Presentation_D.Stauffer_SBM
SLC_Presentation_D.Stauffer_SBMSLC_Presentation_D.Stauffer_SBM
SLC_Presentation_D.Stauffer_SBM
Dave Stauffer, CSP, ARM
 
Advanced management in practice
Advanced management in practiceAdvanced management in practice
Advanced management in practice
JOSEPH WANDERA
 

Ähnlich wie Leadership and Worker Invovlement (20)

training-pack1.ppt
training-pack1.ppttraining-pack1.ppt
training-pack1.ppt
 
Safety Culture For Supervisors
Safety Culture For SupervisorsSafety Culture For Supervisors
Safety Culture For Supervisors
 
Practical aspects of health &safety by Jayadeva de Silva
Practical aspects of health &safety by Jayadeva de SilvaPractical aspects of health &safety by Jayadeva de Silva
Practical aspects of health &safety by Jayadeva de Silva
 
Organizational
OrganizationalOrganizational
Organizational
 
Orbitz Change Ppt
Orbitz Change PptOrbitz Change Ppt
Orbitz Change Ppt
 
ROLE OF SUPERVISORS ,RAKESH KUMAR.ppt
ROLE OF SUPERVISORS ,RAKESH KUMAR.pptROLE OF SUPERVISORS ,RAKESH KUMAR.ppt
ROLE OF SUPERVISORS ,RAKESH KUMAR.ppt
 
H&S Leadership Line Management
H&S Leadership Line ManagementH&S Leadership Line Management
H&S Leadership Line Management
 
New supervisor skills for success
New supervisor skills for successNew supervisor skills for success
New supervisor skills for success
 
New Supervisor Skills for Success by Kelley School of Business
New Supervisor Skills for Success by Kelley School of BusinessNew Supervisor Skills for Success by Kelley School of Business
New Supervisor Skills for Success by Kelley School of Business
 
2015 Oct 29 [ab] - Work Ethics - MCR HRD - [Please download and view to app...
2015 Oct 29   [ab] - Work Ethics - MCR HRD - [Please download and view to app...2015 Oct 29   [ab] - Work Ethics - MCR HRD - [Please download and view to app...
2015 Oct 29 [ab] - Work Ethics - MCR HRD - [Please download and view to app...
 
Delivering Reviews - ICA
Delivering Reviews - ICADelivering Reviews - ICA
Delivering Reviews - ICA
 
Ekonomiks (question int)
Ekonomiks (question int)Ekonomiks (question int)
Ekonomiks (question int)
 
Safety Culture : An Overview
Safety Culture : An OverviewSafety Culture : An Overview
Safety Culture : An Overview
 
10 Productive Ways To Boost Employee Morale
10 Productive Ways To Boost Employee Morale10 Productive Ways To Boost Employee Morale
10 Productive Ways To Boost Employee Morale
 
Charlotte Hall - PReCePT Celebration event
Charlotte Hall - PReCePT Celebration eventCharlotte Hall - PReCePT Celebration event
Charlotte Hall - PReCePT Celebration event
 
TLP | Value Based Recruitment of Gen2015
TLP | Value Based Recruitment of Gen2015 TLP | Value Based Recruitment of Gen2015
TLP | Value Based Recruitment of Gen2015
 
Instructor guide دليل المحاضر
Instructor guide دليل المحاضر Instructor guide دليل المحاضر
Instructor guide دليل المحاضر
 
The Playbook to Scale High-Performance Teams with Gusto COO Lexi Reese
The Playbook to Scale High-Performance Teams with Gusto COO Lexi ReeseThe Playbook to Scale High-Performance Teams with Gusto COO Lexi Reese
The Playbook to Scale High-Performance Teams with Gusto COO Lexi Reese
 
SLC_Presentation_D.Stauffer_SBM
SLC_Presentation_D.Stauffer_SBMSLC_Presentation_D.Stauffer_SBM
SLC_Presentation_D.Stauffer_SBM
 
Advanced management in practice
Advanced management in practiceAdvanced management in practice
Advanced management in practice
 

Kürzlich hochgeladen

Portfolio - Muhammad Ikmal Fahmi Bin Che Mohamood (Ikmal Fahmi)
Portfolio - Muhammad Ikmal Fahmi Bin Che Mohamood (Ikmal Fahmi)Portfolio - Muhammad Ikmal Fahmi Bin Che Mohamood (Ikmal Fahmi)
Portfolio - Muhammad Ikmal Fahmi Bin Che Mohamood (Ikmal Fahmi)
FahmiMohamood
 
Pune Girls Call Pune 0X0000000X Unlimited Short Providing Girls Service Avail...
Pune Girls Call Pune 0X0000000X Unlimited Short Providing Girls Service Avail...Pune Girls Call Pune 0X0000000X Unlimited Short Providing Girls Service Avail...
Pune Girls Call Pune 0X0000000X Unlimited Short Providing Girls Service Avail...
sabanihahanshni
 
Southern Illinois UniversityCarbondale degree Cert diploma offer
Southern Illinois UniversityCarbondale degree Cert diploma offerSouthern Illinois UniversityCarbondale degree Cert diploma offer
Southern Illinois UniversityCarbondale degree Cert diploma offer
bpezeqe
 
University of California, San Francisco degree Cert diploma offer
University of California, San Francisco degree Cert diploma offerUniversity of California, San Francisco degree Cert diploma offer
University of California, San Francisco degree Cert diploma offer
bpezeqe
 
Ludhiana Girls Call Ludhiana 0X0000000X Unlimited Short Providing Girls Servi...
Ludhiana Girls Call Ludhiana 0X0000000X Unlimited Short Providing Girls Servi...Ludhiana Girls Call Ludhiana 0X0000000X Unlimited Short Providing Girls Servi...
Ludhiana Girls Call Ludhiana 0X0000000X Unlimited Short Providing Girls Servi...
sabiyatanaparveenmum
 
Comparison Between Kingfisher and Indigo Airlines
Comparison Between Kingfisher and Indigo AirlinesComparison Between Kingfisher and Indigo Airlines
Comparison Between Kingfisher and Indigo Airlines
ayushsahoo220044
 
Agile Methodology In-Brief : Created byMohamed Shebl
Agile Methodology In-Brief : Created byMohamed SheblAgile Methodology In-Brief : Created byMohamed Shebl
Agile Methodology In-Brief : Created byMohamed Shebl
Mohamed Shebl, MBA,PRINCE2 ®,ITIL®,PMP
 
Leadership development for Bachelor students FEPSAC 2024
Leadership development for Bachelor students FEPSAC 2024Leadership development for Bachelor students FEPSAC 2024
Leadership development for Bachelor students FEPSAC 2024
jdenoord
 
VIP Kochi Girls Call Kochi 0X0000000X Doorstep High-Profile Girl Service Call...
VIP Kochi Girls Call Kochi 0X0000000X Doorstep High-Profile Girl Service Call...VIP Kochi Girls Call Kochi 0X0000000X Doorstep High-Profile Girl Service Call...
VIP Kochi Girls Call Kochi 0X0000000X Doorstep High-Profile Girl Service Call...
satpalsheravatmumbai
 
VIP Dehradun Girls Call Dehradun 0X0000000X Doorstep High-Profile Girl Servic...
VIP Dehradun Girls Call Dehradun 0X0000000X Doorstep High-Profile Girl Servic...VIP Dehradun Girls Call Dehradun 0X0000000X Doorstep High-Profile Girl Servic...
VIP Dehradun Girls Call Dehradun 0X0000000X Doorstep High-Profile Girl Servic...
shalvikaprincessparv
 
ANIn Pune July 2024 | Mastering the Data Paradox by Ashish Agrawal
ANIn Pune July 2024 | Mastering the Data Paradox by Ashish AgrawalANIn Pune July 2024 | Mastering the Data Paradox by Ashish Agrawal
ANIn Pune July 2024 | Mastering the Data Paradox by Ashish Agrawal
AgileNetwork
 
University of Birmingham diploma
University of Birmingham diplomaUniversity of Birmingham diploma
University of Birmingham diploma
uoxhom
 
The University of Buckingham diploma
The University of Buckingham diplomaThe University of Buckingham diploma
The University of Buckingham diploma
uoxhom
 
Tool Kit For Ethical campaign celebration
Tool Kit For Ethical campaign celebrationTool Kit For Ethical campaign celebration
Tool Kit For Ethical campaign celebration
uttammishra37
 
Embracing Diversity Unlocking the Potential of Individuality at Work.pptx
Embracing Diversity Unlocking the Potential of Individuality at Work.pptxEmbracing Diversity Unlocking the Potential of Individuality at Work.pptx
Embracing Diversity Unlocking the Potential of Individuality at Work.pptx
Kate Chen
 
VIP Chennai Girls Call Chennai 0X0000000X Doorstep High-Profile Girl Service ...
VIP Chennai Girls Call Chennai 0X0000000X Doorstep High-Profile Girl Service ...VIP Chennai Girls Call Chennai 0X0000000X Doorstep High-Profile Girl Service ...
VIP Chennai Girls Call Chennai 0X0000000X Doorstep High-Profile Girl Service ...
saroohilakhatariroy
 
The University of Nebraska degree Cert diploma offer
The University of Nebraska degree Cert diploma offerThe University of Nebraska degree Cert diploma offer
The University of Nebraska degree Cert diploma offer
bpezeqe
 
PPTS for Directing Fourth Managerial Function
PPTS for Directing  Fourth Managerial FunctionPPTS for Directing  Fourth Managerial Function
PPTS for Directing Fourth Managerial Function
Sarika Malhotra
 

Kürzlich hochgeladen (18)

Portfolio - Muhammad Ikmal Fahmi Bin Che Mohamood (Ikmal Fahmi)
Portfolio - Muhammad Ikmal Fahmi Bin Che Mohamood (Ikmal Fahmi)Portfolio - Muhammad Ikmal Fahmi Bin Che Mohamood (Ikmal Fahmi)
Portfolio - Muhammad Ikmal Fahmi Bin Che Mohamood (Ikmal Fahmi)
 
Pune Girls Call Pune 0X0000000X Unlimited Short Providing Girls Service Avail...
Pune Girls Call Pune 0X0000000X Unlimited Short Providing Girls Service Avail...Pune Girls Call Pune 0X0000000X Unlimited Short Providing Girls Service Avail...
Pune Girls Call Pune 0X0000000X Unlimited Short Providing Girls Service Avail...
 
Southern Illinois UniversityCarbondale degree Cert diploma offer
Southern Illinois UniversityCarbondale degree Cert diploma offerSouthern Illinois UniversityCarbondale degree Cert diploma offer
Southern Illinois UniversityCarbondale degree Cert diploma offer
 
University of California, San Francisco degree Cert diploma offer
University of California, San Francisco degree Cert diploma offerUniversity of California, San Francisco degree Cert diploma offer
University of California, San Francisco degree Cert diploma offer
 
Ludhiana Girls Call Ludhiana 0X0000000X Unlimited Short Providing Girls Servi...
Ludhiana Girls Call Ludhiana 0X0000000X Unlimited Short Providing Girls Servi...Ludhiana Girls Call Ludhiana 0X0000000X Unlimited Short Providing Girls Servi...
Ludhiana Girls Call Ludhiana 0X0000000X Unlimited Short Providing Girls Servi...
 
Comparison Between Kingfisher and Indigo Airlines
Comparison Between Kingfisher and Indigo AirlinesComparison Between Kingfisher and Indigo Airlines
Comparison Between Kingfisher and Indigo Airlines
 
Agile Methodology In-Brief : Created byMohamed Shebl
Agile Methodology In-Brief : Created byMohamed SheblAgile Methodology In-Brief : Created byMohamed Shebl
Agile Methodology In-Brief : Created byMohamed Shebl
 
Leadership development for Bachelor students FEPSAC 2024
Leadership development for Bachelor students FEPSAC 2024Leadership development for Bachelor students FEPSAC 2024
Leadership development for Bachelor students FEPSAC 2024
 
VIP Kochi Girls Call Kochi 0X0000000X Doorstep High-Profile Girl Service Call...
VIP Kochi Girls Call Kochi 0X0000000X Doorstep High-Profile Girl Service Call...VIP Kochi Girls Call Kochi 0X0000000X Doorstep High-Profile Girl Service Call...
VIP Kochi Girls Call Kochi 0X0000000X Doorstep High-Profile Girl Service Call...
 
VIP Dehradun Girls Call Dehradun 0X0000000X Doorstep High-Profile Girl Servic...
VIP Dehradun Girls Call Dehradun 0X0000000X Doorstep High-Profile Girl Servic...VIP Dehradun Girls Call Dehradun 0X0000000X Doorstep High-Profile Girl Servic...
VIP Dehradun Girls Call Dehradun 0X0000000X Doorstep High-Profile Girl Servic...
 
ANIn Pune July 2024 | Mastering the Data Paradox by Ashish Agrawal
ANIn Pune July 2024 | Mastering the Data Paradox by Ashish AgrawalANIn Pune July 2024 | Mastering the Data Paradox by Ashish Agrawal
ANIn Pune July 2024 | Mastering the Data Paradox by Ashish Agrawal
 
University of Birmingham diploma
University of Birmingham diplomaUniversity of Birmingham diploma
University of Birmingham diploma
 
The University of Buckingham diploma
The University of Buckingham diplomaThe University of Buckingham diploma
The University of Buckingham diploma
 
Tool Kit For Ethical campaign celebration
Tool Kit For Ethical campaign celebrationTool Kit For Ethical campaign celebration
Tool Kit For Ethical campaign celebration
 
Embracing Diversity Unlocking the Potential of Individuality at Work.pptx
Embracing Diversity Unlocking the Potential of Individuality at Work.pptxEmbracing Diversity Unlocking the Potential of Individuality at Work.pptx
Embracing Diversity Unlocking the Potential of Individuality at Work.pptx
 
VIP Chennai Girls Call Chennai 0X0000000X Doorstep High-Profile Girl Service ...
VIP Chennai Girls Call Chennai 0X0000000X Doorstep High-Profile Girl Service ...VIP Chennai Girls Call Chennai 0X0000000X Doorstep High-Profile Girl Service ...
VIP Chennai Girls Call Chennai 0X0000000X Doorstep High-Profile Girl Service ...
 
The University of Nebraska degree Cert diploma offer
The University of Nebraska degree Cert diploma offerThe University of Nebraska degree Cert diploma offer
The University of Nebraska degree Cert diploma offer
 
PPTS for Directing Fourth Managerial Function
PPTS for Directing  Fourth Managerial FunctionPPTS for Directing  Fourth Managerial Function
PPTS for Directing Fourth Managerial Function
 

Leadership and Worker Invovlement

  • 3. Health and Safety in Leadership Facilitated meeting Name of facilitator
  • 4. Why Are We Here?  To think about ways to improve H&S performance, communication & learning  To look at our attitudes & beliefs as leaders to drive forward change  To secure commitment to long-term improvement and agree a way forward
  • 5. What’s the Plan?  A mixture of presentations, brainstorming activities and discussion exercises  [Add in Timings]  Housekeeping
  • 6. Ground Rules  Respect everyone’s contribution  There are no right or wrong answers  Everyone’s opinion is of value  Give everyone a chance to speak  One conversation at a time and no talking over each other  Be open and honest  Do not discuss what someone has said with others outside the room  Everyone should feel free to ask questions of each other – it’s an open-playing field
  • 7. Ice-Breaker (exercise 1) •Insert a project that went well (from a safety perspective) •Why did this project go well? •What factors contributed towards its success? •Any challenges? If so, how were these overcome?
  • 8. Where do our values lie? •Exercises to understand our attitudes & beliefs about health and safety •What are we good at? •What do we need to develop? •Be honest!
  • 9. Exercise 2 What does health and safety mean to (add company name), you and your staff?
  • 10. Question 1 What value does the organisation place on occupational safety and why do you think that?
  • 11. Question 1a What value does the organisation place on occupational health and why do you think that?
  • 12. Question 2 What value do you place on safety and why?
  • 13. Question 2a What value do you place on occupational health and why?
  • 14. Question 3 What do you think that your staff think of safety and why?
  • 15. Question 3a What do you think that your staff think of occupational health and why?
  • 16. Think about….  Were the comments what you expected?  Any surprises?  Are the comments similar in any way?  Do any differences stand out?
  • 17. Positive Health and Safety Values  Consistently prioritises staff’s welfare over productivity and profitability concerns.  Ensures both health and safety are top of the agenda in all decision making.  Insists that staff do not feel compelled to progress a job if they feel it is unsafe to do so.  Show care and concern for the welfare of all staff  Trust and respect others  Be proactive, not just reactive  Be enthusiastic, open and honest  Remember everyone is responsible for their own and others health and safety
  • 18. Positive Health and Safety Values  Devote sufficient resource to improving health and safety  Ensure that people have the right knowledge and skills to undertake work safely  Act upon unsafe working practices immediately  Ensure everyone is fully committed to health and safety  Value staff involvement and ideas for improving health and safety  Inspire and enthuse staff to work safely  Show recognition for safe working practices
  • 19. Going for Gold GOLD The way we do things around here Sometimes do / show this Rarely do / show this
  • 20. Can We Prove It? Value Can we prove it? What else can we do? Prioritise staff welfare over productivity H&S is top of every agenda. Staff don’t rush to complete their work. Ensure everyone is fully committed to H&S Everyone using appropriate PPE, immediate action is taken when an unsafe act is spotted. Inspire and enthuse staff to work safely Toolbox talks and practical demonstrations Be proactive, not just reactive Informal feedback on site (e.g. what staff think of the toolbox talks), regular health checks
  • 21. The Bigger Picture  Company policy  Vision  Business plan  Communication  Visibility  Induction & training materials  Performance appraisals
  • 22. Making Health and Safety the Top Priority
  • 23. Kick into Action Develop an action plan that is: Specific (values & behaviours) Measurable (monitor and review) Achievable (prioritise!) Realistic (in terms of e.g. resources) Time bound (e.g. next 6 months)
  • 24. Kick into Action N.B. Interventions are more likely to fail if they are not properly planned.
  • 25. Things to add  Action Plan template  Video/DVD on good vs. bad leadership behaviours?  Make sure this is tailored to single duty holder set ups  Could observe each other e.g. giving toolbox talks  Make links to toolkit & for ‘Make Health and Safety the Top Priority’ chart

Hinweis der Redaktion

  1.  The very first activity before introducing the Facilitated Meeting (FM) is to get all meeting members to watch an evocative personal testimony (Deelee DVD or something similar – Provided in the toolkit). Do not say anything to members, simply put on the DVD for all to watch (approximately 20 minute). The idea is to get members thinking about the importance of health and safety at work (using the ‘shock factor’). Showing a true account of an accident that demonstrates how the health and safety of themselves, their family, colleagues can be compromised with severe consequences will more likely have success in getting this message across. At the end of the video you can hold a short discussion with members about their thoughts surrounding the clip. This is a good opportunity for you to put a clear message across to members about your commitment to health and safety e.g. you want to prevent this type of event happening and make sure that all your staff go home to their families safely every day!  
  2. What is the purpose of this session? We want to improve H&S performance and communication in the long run and continually learn from each other’s experiences, so we need to think about how we can achieve these things and I (as the director) value your input and ideas. Could supplement this with examples from your own company of good and poor health and safety behaviours (e.g. business statistics, anecdotal examples without attributing blame). In order to achieve these things we need to look at our attitudes and behaviours as managers/leaders and what value we place on H&S. We need to send out a consistent message to staff if we want to change the way things are done around here. Emphasise that everyone in the room is responsible for their own and their colleagues health and safety. And it’s important that we are all open and honest with each other, being realistic about where we are now in terms of our attitudes towards health and safety. If we don’t become more safety conscious and ‘walk the talk’, nothing will change. Hopefully, by the end of this session we will all be committed to improving health and safety performance and have agreed on a way forward. Make it clear that at will take time to change and for improvements to show and that this is not going to happen over night!
  3. Schedule Go over the schedule for the session Outline to members that it will consist of a combination of presentations, brainstorming activities and discussion exercises. Expected duration of the session? Cover housekeeping (e.g. refreshments – locations and timings, smoking destination, toilets, health and safety)
  4. Ground Rules Go over the ground rules of the day and convey the importance of each. For the last two points: ‘Don’t discuss what someone has said with others outside the room’ – covering confidentiality is important and members need to feel safe in expressing their true opinion without worrying about others not involved in the meeting hearing about it. ‘Everyone feels free to ask questions of each other – it’s an open-playing field’ – This is keeping your role as a facilitator, not chair of the meeting. People need to know that they do not need to go through you when asking questions or making comments.
  5. Facilitator selects a good project where safety has gone well and insert the name of this into the PowerPoint presentation Ask members to consider the questions on the slide (you could allow them a couple of minutes thinking time and reflection first) Then using a flip chart, elicit thoughts for each question – As the facilitator note down what factors contributed towards the success of the project (focus on values, behaviours & health and safety) Set the tone that this is what we need to aim for in all our projects! Now we need to think about how to get there….
  6. Where do our values lie? We are now going to look at our own attitudes and beliefs about health and safety (i.e. our VALUES) and decide together where we want to be. We’ll complete some exercises around this. We can think about both the good and the bad, so what we are good at and what we need to develop. We need to be brutally honest and open about where we are now – so if no one cares about safety, I need to know about it. [Make sure they are comfortable with voicing their true opinion in front of you! ]
  7. This next exercise is to find out your opinion on what health and safety means to [add company name], you and your staff. Process: Hand out a post it note to all members Bring up the next SLIDE for Question 1 - What value does the organisation place on safety and why do you think that?. You may need to elaborate e.g. How do you think the organisation views/thinks about health and safety?) Explain to members that they are to write their answer on the post-it. Encourage people to write a ‘because’ statement (‘why they think this’) Once completed, instruct members to stick them on the appropriate poster/flip chart. Repeat the above process for Question 1a and then Question 2 (SLIDE) ‘What value do you place on occupational health and why?’. Encourage staff to think about themselves as an individual employee and also in their role as a manager/supervisor (they may choose to write a few answers on the post-it). Repeat the above process for Question 2a and then Question 3 (SLIDE) ‘What do you think that your staff think of safety and why?’ You may need to supply prompts e.g. do they comply/follow H&S, do they understand the importance of working safely?, etc. Repeat the above process for Question 3a.
  8.  
  9. Once all members have written answers for each question on the three post-it notes and stuck these on the appropriate poster, allow them a 5-10 minutes to wonder around the room and digest the materials, thinking about the questions on the SLIDE. Discussion Round up the group and start an open-table discussion about the questions / their thoughts. Making clear what the underlying values are As the facilitator note down (complete one list spanning the 3 areas): [Refer to ‘Make Health and Safety the Top Priority’ guidance for a guide] What are the key values that people think are really good and want to maintain? Which values are important to have and need developing? It is important at this stage to turn any behaviours mentioned by members into values, ideally elicit this from them – ‘What is the underlying attitude or belief?’ For example, if ‘staff will cut corners where possible’ emerges, elicit what the underlying attitude/belief e.g. ‘staff do not understand the importance of following H&S procedures’. If this statement is negative, turn it into a positive statement (important for developing a positive safety culture). This statement could become e.g.‘Everyone understands the importance of H&S’.
  10. Facilitator: Go through the typical values that characterise a positive safety culture (signifies best practice). Make clear to members that this is a guide and not an exhaustive list. It is up to you all to decide which values will be taken forward and are realistic and achievable in your company. Discussion Initiate a general discussion about how the previous list generated on the flipchart as important to maintain/develop compares with this best practice values list. As a group, generate a final list of values and give an appropriate to these safety values and standards (e.g. ‘going for gold’) – this needs to be agreed by all as what the company is going to aim for.
  11. Pyramid Exercise On a flip chart draw the outline of a pyramid (as per SLIDE). Together decide where to place each value (from your final list) on the pyramid in terms of how much they reflect ‘the way things are done around here’ (how embedded these values are). The values placed towards the top will signal those which need to be maintained. The ones near the bottom will signal those which need to be developed. To help you as a group decide where each value should be placed/written on the pyramid, refer to the ‘Can We Prove It?’ guidance (in the Toolkit and see the example on the next SLIDE). As a team, complete the first two columns only at this stage. The amount of evidence will help to determine how embedded the value is (if much evidence is presented and people feel the value is fully embedded place the value Bear in mind that all values are of equal importance and are essential for developing a positive safety culture. near the top and vice versa). Then transfer/write the values onto the appropriate place on the pyramid.
  12. It is important to bring to everyone's attention that these values need to be incorporated into all areas of the business, including your company’s policy statement, business plan and vision. You might find it useful at this stage to discuss ideas on how this can be achieved using the prompts on the slide and others that you come with together. The values need to be communicated to all staff and displayed throughout the organisation (e.g. ‘going for gold’ posters of key health and safety behaviours) Incorporating the values in induction materials for new staff and training materials for current staff as well as appraisals (e.g. an objective for all staff, including yourselves, around meeting the values) will also help to turn them into ‘the way we do things around here’.
  13. Refer to the ‘Making health and safety the top priority chart’ (in the toolkit) and provide everyone with a copy. Identify which values you want to improve from the pyramid exercise and look across at the leadership behaviours needed. Bear in mind this is not an exhaustive list. Efforts should be made to consider other relevant behaviours. Following discussion, refer back to the ‘Can we prove it?’ chart and complete as a group the ‘What else can we do?’ column. This refers to behaviours and actions that you are not already doing but are essential to develop the values you wish to aspire to as an organisation.
  14. Develop an action plan (see Template in Toolkit) with SMART targets – think about what is achievable in e.g. the next 6 months and who is responsible for each action. This will include the new behaviours/actions that you have identified in the previous exercise and may also include behaviours that you are already doing as leaders and need to continue or build on. Remember it is a working document and should be referred to on a regular basis Think about what measures you can use to determine if values have been embedded in the organisation (e.g. observation checklist, staff survey and/or discussion with a representative group of staff). Link to Evaluation Assessment Tools in Toolkit.   It is your judgement as to which values and behaviours can be achieved in the short-medium term and which ones will take longer. Given that you are ultimately changing the underlying culture, it is likely that most actions will take time to achieve. It is therefore useful to include some quick wins to sustain motivation e.g. start issuing safety awards, providing other necessary safety equipment ASAP.