Behavior Based Observation
Looking for some general feedback...I'm not really an enormous fan of bbs because it can seek out human error which makes some folks uncomfortable, but some of our management wanted to roll out a program and they did.
Overall, the front-line staff is generally not for it so far, they are concerned that they weren't involved in the creation/rollout and that it could be used as punishment for unsafe behavior, even though it's been communicated that's not the case.
Due to the lackluster engagement, now management wants to add "coaching" for those who aren't doing their assigned observations. Now the union is getting involved...let's just say, it's not going great.
One management person suggested awarding points to those that participate, then allowing them to use the points for parties etc. to "incentivize" people to participate. thoughts?
I know the staff I've talked to that already don't want to participate could care less about points, so this effort won't win them over.
I think this thing was less than pristine at the outset so it might go through its natural life cycle and fall away, time will tell.
If anyone cares to share thoughts around this and/or their own experience with a similar program rollout initiative it'd be much appreciated.
Comments (8)
The first book I was handed in Management/Supervisory Training on my FIRST Day in a large Auto Foundry was a DuPont STOP Workbook! That was August 15 ,1976! So BBS is NOT new! When I was assigned to Shakeout on second shift 2 months later I was required to do 5 STOP cards a week on my crew (one per standard time shift, preferred). A lot easier task then I ever thought.
As someone that had used BBS and especially DuPont's program several times over 45 years I would say this:
+s
#1 If you have a steep increase in injuries this can help "stop the bleeding!" Pun intended. It can at least get some control of things. It is a "tool" in my toolbox. In later years I have used the concept, but not STOP.
#2 The concept is certainly true as Human Behavior, at first, seems to be the cause of most accidents.
#3 I certainly talk about BBS to new H&S people I mentor. Human Behavior should always be considered a factor in any accident, illness, or injury. I use to say it was the root cause of 95% of all accidents, but I have since changed my mind on that, see below.
-s
#1 Who will participate? Do you expect all employees, Safety Team, Leaders, Managers, and Supervisors to do it? You cannot just pass the cards out and expect people to do them, it requires TRAINING on how to OBSERVE people. For supervisors and managers that may be easy as we do it all the time. But you need to train the little things! How do you approach someone that is doing something unsafe? You really expect hourly people to walk up to other hourly employees and give them directions when they have never ever done anything like that? Really? How do you think that will work out?
#2 If you are not careful the Observation Cards can be just like a cop writing traffic tickets! You ask any cop if they have a "Quota" on writing tickets, they will always say, "No!" But in reality their COs think if they are not writing tickets they are not working. AS someone who had to write them they seem like ----
I would engage the union reps and see what they say. Since that seems to be where the pushback is coming that seems to be a good start. What kind of company is it? General Industry/Construction. etc.? Ask them specifically why they think they program is not working. You might not like the answer, but this way you are starting from the truth, not speculation.
I don’t like behavior based safety, I prefer decision based safety. How many decisions do we make a day?
This process takes a lot of time and involvement to get it to work, it is definitely not a quick fix.
When implementing a new process it takes a lot of planning on just how to roll it out and discussions with all levels on the purpose and envisioned results.
You have to answer those questions before dumping it on the employees, they want to know wiifm.(what’s in it for me)
Very rewarding when done correctly.