Designing and Executing Effective Safety Incentive Programs

Introductions Karen Turner, Marketing Manager USMotivation John Domenick, Independent executive consultant, trainer and project manager, Leadership Intelligence Jim Custer, Principal ROI Performance Group

Safety Incentive Programs Assumption: Rewards for safety are intended to improve safety Reality:

Injuries on the job are caused by a number of manageable factors: Work Methods/design Productivity Pressure Habitual Non-compliance Safety Incentive Programs Every year in America, nearly 4 million people suffer a workplace injury from which some may never recover. --OSHA

Safety Structure Behavior Safe work processes Work environment

Critical Program Elements Focus: Determine what you want people to do Expectations of Senior and Middle management, front line supervisors, associates Control: Do your employees have control over Job performance? Work practices? Performance Measurement Systems? Feedback Systems? Reinforcement and Recognition? Rewards? Significance: Are the rewards meaningful? Impact on their Wallet? Impact on their Work Environment? Prestige?

What Not to Do In an unsafe work environment a Safety Rewards program will be viewed with contempt People must have some level of control over their own safety Rewards for team results alone can NOT produce predictable individual behavior Teams are made up of individuals, who act individually Rewards that are not given frequently will not impact routine short- cuts or bad habits Positive Immediate and Certain Consequences

Implementing a Program Don’t implement a program unless the essentials are in place: Physical Environment (lighting is good, tools are available, and machinery is working, plans are in place to make improvements) Safe Work Processes are in place (procedures are realistic, people have been trained and are aware of the policies), and the work process allows people to produce in a safe manner. Clearly identify your purpose for the program Identify all performance requirements (manager, supervisor, employee) that will contribute to prevention measures Accurately and effectively communicate performance expectations and results objectives Provide skill training in performance areas as required

Establish budget/funding for the program Identify and deliver meaningful rewards for group results Regularly communicate with participants Offer tangible recognition for individual performance Monitor and continually improve the system Implementing a Program

Key Points Vary recognition and rewards – don’t escalate. Never take away rewards that have been earned! Leaders at every level have to play an active, visible part in the program Link social recognition with tangible rewards