1. MOTIVATING EMPLOYEES WITHOUT MONEY

2. OBJECTIVES
Understanding management and supervisor roles in the safety program
Involving employees in the safety program
Conducting effective safety meetings and committees
Using awards and incentives to promote safety
Read over the slide

3. Safety training is fast becoming the private sector’s greatest tool to impact the “corporate ‘bottom line.’ ” A safe work environment exists only if the individuals in that environment have safety skills.
Just a little FYI---Read over and move on

4. Injuries in the workplace cost our nation $156.2* billion in 2003
DID YOU KNOW?
Injuries in the workplace
cost our nation $156.2* billion in 2003
4,500 people died in 2003 from workplace injuries while 54,400 workers were killed in their home and community*
*2003 National Safety Council Accident Facts
The $156.2 billion includes the cost of lost wages and worker productivity, medical expenses, administrative expenses, motor vehicle damage, fire loss, law suits and other costs to employers. There were 4500 workplace deaths in 2003, 2000 of these were due to vehicle crashes while on the job.
Even greater costs from worker injuries and deaths, however, result from accidents in the home and community.
There were 3.4 million on-the-job injuries that did not result in death in 2004.
Off-the-job injuries and deaths take a tremendous toll on employers in terms of insurance and medical costs, efficiency and productivity, lost time, new hires and training. 54,400 workers died in off-the-job accidents, 15 million suffered disabling injuries that caused lost time from work. The four leading causes of fatal injury in the home and community: falls; poisoning; choking or drowning; and fires, flames and smoke
The true cost to the nation, to employers and to families from accidental deaths and injuries will run 5 times the direct costs recognized above. In addition to the tragic cost in human suffering to individuals and families, there is a monumental cost in both human and economic capital.

5. ROLE OF MANAGEMENT AND SUPERVISORS
ENSURE A SAFE WORKPLACE
COMMUNICATE EFFECTIVELY
FOSTER COMMITMENT TOWARD SAFE BEHAVIOR
BE A ROLE MODEL/LEADER OF SAFETY
MONITOR THE WORK ENVIRONMENT
Ensuring a safe place for workers has placed more emphasis on safety training and enforcement. This responsibility is usually part of every supervisor's job and often delegated to the safety coordinator. Workers need more training—especially more ongoing training—to be able to handle their jobs correctly, efficiently, and safely.
Consider the following:
The government keeps passing new safety regulations and is stepping up its enforcement of both new and old regulations all the time.
The costs of insurance and workers' compensation keep going up, and companies are looking harder for ways to reduce job-related illnesses, injuries, and claims.
Highly publicized on-the-job accidents and injuries, as well as deaths and illnesses apparently related to workplace exposure to hazardous substances, have alerted everyone to the potential risks faced at work.
Supervisors (and/or Safety Coordinators) are the ones conducting the safety meetings and training sessions to employees. If you aren’t getting the message out effectively, then the information won’t be received and understood by the employees.
You can foster more motivation and commitment in your employees by making it ok to have and share emotions and learn from mistakes, improving communication, supporting employees in having realistic expectations of their abilities, and allowing employees to develop their capabilities to their individual potentials. If you can improve or master these skills you will create an environment where employees are highly motivated and committed to themselves, as well as your safety goals.
Supervisors should lead by example. You do not preach safety and not apply it to yourself.
The supervisor must constantly monitor the workplace and the employees for unsafe conditions and behaviors.

6. WHY DO WE TRAIN? To comply with government regulations
To save money by reducing injury related costs
To increase productivity
To improve employee moral
Safety programs help employers to comply with government regulations while protecting employees from job-related injuries and illnesses. Increasingly, employers are realizing that a good safety program provides other benefits. It can save money, improve productivity and efficiency, and bolster the organization’s reputation with its employees and the communities where it does business.
Safety saves employers money by reducing: Workers’ compensation claims and premiums, Time lost from work as a result of accidents and injuries, Supervisory and management time involved in reporting, investigating, and responding to accidents, Hazardous spill and other emergency cleanup and response costs, Fines for failing to comply with safety regulations, lawsuits, etc., Legal costs resulting from spills, fires and other accidents.
More and more employers are also discovering that a good safety program can make workplaces and workers more productive and efficient. When safety rules are followed, there is less need to: Repair, redo and reorder the workplace as a result of accident – related damage to equipment, materials, and products; Reallocate and retrain workers to fill in for those who experience job-related injuries or illnesses.
It’s more difficult to quantify how these programs boost employer reputation among employees and the community. When you emphasize safety, reports show that employee morale improves when workers see evidence that their employer cares about their well-being. A reduction in accidents, spills, and other emergencies also promotes your image as a good citizen. That can make it easier to hire better-quality people and gain cooperation for expansions.
A safety program that accomplishes all this has costs. You have to build in time to inspect equipment, conduct hazard assessments and safety audits, and most important, provide all employees with safety training.

7. TRAINING IS THE KEY
Training is the key to a safety program’s success. ORM requires training. Many Federal programs are placing a growing emphasis on performance-oriented training requirements. For example, the Industry looks at the results of training: how workers actually use the safety precautions and procedures they learn on the job.
Emphasis on safety training and meaningful employee participation in workplace safety programs may become more evident during ORM’s inspections. ORM may walk through the area to observe and question employees to determine if they understand and follow the training and safety policies that you preach.
Safety training should, however, be more than just an effort to satisfy ORM. Weaving safety into every job function is the only practical way to reduce accidents and occupational injuries and illnesses. You can’t have a safe workplace unless all employees know the safety rules and precautions, and understand the connection between those rules and precautions with their own jobs, safety and health. If employees are to achieve the level of safety mastery, safety training must be an ongoing effort.

8. EFFECTIVE SAFETY COMMUNICATION GUIDELINES
Show a positive attitude toward work safety
Be open to employee input
Praise employees when they perform tasks safely
Provide individual attention to employees and give them credit for their work and ideas so that they feel their significance to the workplace is recognized.
You would be amazed how easy it is to gain respect and loyalty by treating others with a little respect and saying Thank You or Good Job in front of co-workers when they have done something safely. This can reinforce the good behavior.

9. MORE GUIDELINES
Do not over-supervise employees, or be unreasonable in work expectations
Allow competent employees  to work without feeling that they are under your constant inspection
Ensure that employees are aware of the location of telephones, posted emergency numbers, fire extinguishers, and contingency plans
Demanding too much may lead to resentment and fatigue which can contribute to mistakes and accidents.
EX: Have a safety bulletin board with evacuation routes, emergency phone numbers, local hospitals, fire departments, police, etc. posted and keep it up to date.

10. MORE GUIDELINES
Keep current on all new safety procedures, personal protective equipment, and machinery
Provide the proper protective equipment
Use written communication when necessary
Keep current on new safety procedures and pass the information along to the employees in safety meetings and during training.
Provide PPE and make sure it fits properly, is kept in good condition and replaced when necessary.
Use written communication when the subject matter is technical in nature or if documentation is essential.

11. including all employees
To make sure safety is no accident, make sure it's everyone's business,
including all employees
The single most powerful source of motivation is employee ownership of the safety process. Ideally, everybody -- from receptionists to managers -- should have a stake in the safety performance of your work environment (or workplace).
Employee involvement: Demonstrates to your employees the depth of your commitment by involving them in planning and carrying out your efforts. If you seriously involve your employees in identifying and resolving safety and health hazards, they are more likely to commit their insights and energy to achieve the goals and objectives of the safety program.

12. Ways to involve employees in
the safety program:
Post your own policy on a safety board
Hold safety meetings and communicate
this policy
Practice what you preach
Have the employees get involved by asking “How do you want to apply safety to your work or jobsite?” You’ll be far better off using this approach. It stimulates internal commitment, responsibility and accountability. Performance is always better when energized out of commitment versus compliance or obligation.
Have a safety board that can be seen by ALL employees (not hidden behind a door)
Make sure that you, and any managers or supervisors, follow all safety requirements that employees must follow, even if you are only in their area briefly. If, for instance, you require they wear a hard hat, safety glasses, or safety shoes in an area, wear them yourself when you're in that area.

13. Ways to involve employees in
the safety program:
Make clear assignments of responsibility
Ask your employees to get involved
Use your employees’ knowledge
Find your “true believers”
Make clear assignments of responsibility for every part of the program that you develop and make certain that everyone understands them. The more people involved, the better.
ask for their involvement; don't wait for it to happen. Actively search for opportunities to involve employees. Listen up. Pay attention to what employees have to say. Respond to and resolve issues brought forth by their involvement. Their input into safety procedures, selection of PPE, and other decisions that affect their own personal safety is paramount. Use your employees' knowledge and help them buy into the program by having them make inspections, hold safety training, and help to investigate accidents.
The best salespeople are those who are convinced that safety works to keep them safe. Have an employee whose sight was saved because he wore safety glasses give a talk. He’ll motivate his fellow employees to get involved. Don’t use safety “leaders” as punishment roles.

14. Ways to involve employees in
the safety program:
Involve management
Let the employees make safety decisions
Set up a safety committee
This is critical. Involve management at all levels in audits and inspections. Be sure managers are visible and engaged in training. Include safety issues in all management presentations. Be sure that follow-up on safety issues and audit items is part of the management review process. There must be consequences at all levels for non-conformance to agreed-upon policies and procedures.
Management and Employees can work together in making safety decisions by having safety teams or safety committees. Delegates are selected by the employees or are volunteers. This should not be used as a punishment!! Some of the best committee members are the ones who are outspoken. They should be guided by the safety officer and at least one manager in the agency, it should not be directed by management. Decisions can be overruled, but you need a good reason and a full explanation.

15. Ways to involve employees in
the safety program:
Design a Safety Newsletter
Provide positive feedback
Offer awards and incentives
Design a one-page “Safety Newsletter or Safety Flash/Memo” that covers not only workplace safety but also home and recreation safety tips. Scatter them around the break rooms, lunchroom tables, or place them on the safety bulletin board. Safety can be geared for other areas besides the workplace. Remember, accidents occurring at home or during “play” can affect those at work down the road.
Provide positive consequences for desired behaviors and actions. People only work to receive positive consequences or avoid negative ones. Safety programs typically motivate people to avoid negative consequences, such as injury, death or discipline. A new way to define and measure desired safety performance is needed. These new expectations must be clearly communicated and understood by all. Ever heard of “Thank You”, “Good Job” being a motivator? It can be if you use it properly, don’t over use it. Positive reinforcement must be provided when those desired behaviors occur. This does not mean trinkets or giveaways, but sincere acknowledgement from peers, supervisors and management. When this happens, employees will be motivated to be involved in your safety program.
You must have a program established before you start offering awards and incentives to employees. Otherwise, you are getting them involved for the “prize” and not for safety. Reward them after the behavior has been established and to encourage them to keep it up.

16. Purpose of Safety Meetings
Encourage safety awareness
Get employees actively involved
Motivate employees to follow proper safety procedures
Other means of getting the safety message across are often too easily ignored. But when a small group of workers get together to discuss the hazards they encounter in their daily operations and steps they can take to eliminate them, this increases everyone's safety consciousness. When they personally participate in meetings, they will remember more information and retain it longer.
In a sense, safety meetings put employees "on the spot," that is, they demand feedback. They should get employees thinking about safety and encourage them to come up with new ideas and suggestions for preventing accidents and minimizing the hazards with which they are most familiar.
A small group meeting is the best place to demonstrate the uses of protective equipment, proper lifting techniques and other specific safety procedures. Creating a shared vision and sense of common purpose is a primary role of the supervisor that conducts safety meetings.

17. Purpose of Safety Meetings
“Nip” safety hazards “in the bud”
Introduce workers to new safety procedures, rules, equipment and preventive measures
A safety meeting is the time to pinpoint minor hazards before they result into real problems. It also presents a good opportunity to discuss hazards that are inherent in the work environment and that experienced employees are likely to take for granted.
In addition to introducing new ways of looking at things, a safety meeting is a good time to reinforce the importance of long-standing safety procedures and to remind employees of the reasons behind them. You can introduce revised safety policies, new equipment, new JSA’s, etc. at these meetings.

18. SAFETY MEETING TIPS Meetings should be brief
Do not hold on Monday morning or Friday afternoon
Topic should be any subject that promotes safety awareness for the group
Example: a local event, A man was killed recently in an elevator accident: next topic could be elevator safety
Difference between safety meetings and training: safety meetings inform and promote safety awareness. Training is for specific job functions and information required by the program. Ex: Blow Torch Operations, would be a training class since it is task/job classification specific

19. TYPES OF MEETINGS Scheduled Emergency Special Function
Scheduled – set meetings in advance. EX: 1st Thursday of every month or 2nd Wednesday of every 3rd month
Emergency – Called unexpectedly to get urgent information distributed. EX: Construction/renovation in the area has affected part of your building evacuation route. You need to call a meeting, get the new route established and have it distributed to all employees ASAP.
Special Function – Meetings called for a specific safety purpose. EX: ORM has changed the audit form and process. A Committee and meetings are held to make the appropriate changes in your agency. It only lasts for the duration of this purpose.

20. PREPARATION & PLANNING
Choose your topic
Gather your information
Map it out
Set a time limit
Practice
Choose your topic carefully. A subject that is related to a recent accident or the purchase of new machinery will make a greater impression on employees than a less timely topic. Try to connect the discussion to the group, whether it deals with working conditions, home conditions or the town you live in (example: personal safety, self defense became a big topic during a serial killer search in BR & LFT areas)
Gather your information,facts and figures. Be sure they are complete and accurate. Consider whether they might have more impact in the form of a chart or another visual aid. Retention is greatly increased when your audience can see as well as hear your message.
Map out your presentation. Decide ahead of time on the best way to present the subject of the meeting (see methods). Try to anticipate your employees' questions and reactions. Outline what you hope to accomplish in terms of changed attitudes, reduced accident rates, etc.
Set a time limit. Decide on a realistic timetable and stick to it. Employees are more apt to pay attention when they know the meeting isn't going to drag on for hours. Meetings should normally be short and to the point.
Practice your delivery. You don't necessarily have to stand in front of a mirror and rehearse, but at least give some thought to how your employees will interpret your manner of presentation. Try to convey your sincerity and interest through your stance, gestures, and tone of voice.

21. METHODS OF CONDUCTING Oral Oral with Visual Effects E-mail Handouts
Video

22. THE SAFETY MEETING Introduce the topic Present the facts Demonstrate
Open meeting for discussion
Summarize
Introduce the topic. Tell the group in straight-forward terms what the meeting is all about. If you have a punch line or some other good lead-in, use it; otherwise, keep it simple. Don't go overboard trying to be clever, and don't be offensive.
Present the facts. Be as concise as possible in providing your employees with any necessary background on the subject. Then present your facts and figures in as interesting a manner as possible.
Demonstrate. Acting out, or role playing, a safety procedure is one way of making sure your message has been received. Using visual aids is another. Anything you can do to demonstrate your point and get employees involved in the demonstration will give your meeting added impact and make it more interesting.
Open the meeting up for discussion. Use the discussion period to answer questions, clarify misunderstandings, and obtain feedback from employees. An active discussion is usually a good indication that your meeting has been successful.
Summarize the major points. When your time has run out, it's a good idea to recap what has been discussed and decided. If the group has agreed on steps to correct a hazard, or to improve an unsafe condition or action, this is the time to remind employees what they have agreed to do.

23. SAFETY COMMITTEE RULES
Safety Officer never chairs the committee
Committee should be diverse
Meet Regularly
Have An Agenda
DOCUMENT THE MEETING!
Safety Officer can be a guide or information resource, but never lead it
Members of the committee should be from all areas of the workplace (managers, supervisors, employees, maintenance, somebody representing each floor/division, etc.)
Meet at least once a quarter or when an emergency occurs
An agenda can keep the meeting on track and assure all old & new business is covered. Also can be used with documentation as to what was covered in the meeting.
ALWAYS DOCUMENT THESE MEETINGS!!!!

24. COMMITTEE RESPONSIBILITIES
Review safety program
Revise Policies and Procedures
Make written recommendations to management
Take emergency action when necessary
Review accident/incident reports
The Committee may also suggest corrective action for accidents/incidents, be involved with recommending disciplinary action

25. Award – a prize that you win
AWARDS & INCENTIVES
Award – a prize that you win
Incentive – something that serves as a stimulus to action by appealing to self interest
In spite of the effort that goes into policies and procedures, most employers report that motivating employees to follow the rules is one of the hardest tasks of safety management. The first rule of motivation is to recognize that employees have a responsibility to behave according to the rules. They should do that whether or not the company has an attractive incentive program.
Some organizations, anxious to get their "new safety programs" under way, announce incentives as an integral part of the program. But that announcement may be a distraction so early in the process. Instead of focusing on improving employee safety on the job, the incentive plan and what the pay out will be becomes the primary item of interest, rather than lowering the accident rate.
Other organizations will get the basics of a good safety program into place and have safety awareness become part of the "culture" of the organization first. With a year or two experience in the program and with the achievement of results, these organizations then announce a carefully constructed plan to honor success.
Incentives, awards and premiums can have an important motivational role in the success of a safety program. How the concept of awards is introduced and how the framework of the reward program is structured is critical to its success and can have a positive—or negative—effect on the total safety program.

26. DEVELOPING AN INCENTIVE PLAN
Have an established safety program
Determine time duration
Develop written goals
Develop a baseline for achievements
If you are considering developing an incentive plan tied in with your safety program, here are some items to consider:
Make sure that your safety program is operating well and that you are making headway in your efforts to reduce accidents before announcing an incentive program.
Determine time duration—Annually, Quarterly—and specific program start and end dates.
Develop a written rationale for selecting your goals.
Develop the baseline of information to measure achievements of your program—for example, 24 recordable injuries last year with a target of 10 recordable injuries as the goal for this year or a reduction of accidents by 10%, etc. Many programs are geared to lost-time injuries, although some have more complex rating systems that include safety meeting attendance, training, and other factors. Awards organizations are happy to discuss how to set up such programs; you will probably see their ads in safety magazines and encounter representatives at safety conventions.

27. DEVELOPING AN INCENTIVE PLAN
Develop a budget
Get input
Publicize your goals
Develop a budget for the awards, based on some percentage of anticipated savings, This will dictate whether your awards are simple t-shirts for the leading department or a $50.00 savings bond for each employee.
Get input from line and staff managers and the safety committee. Ask them to review the draft rules and to critique the approach. Modify the program based on their input.
Publicize you safety goals.
Be prepared to face up to employees who do not report injuries for fear of peer and supervisory disfavor. Any cases should be debited to the program and widely publicized. You don’t want this acting against your safety program.

28. MORE OPTIONS Form a committee Advertise and promote it Be ready
Form a committee to look over award ideas and make recommendations based on the established budget. If you already have a safety committee, let them be in charge of this program.
Advertise and promote your award program. You will get as much value from employee enthusiasm in support of safety as you will in the awards themselves.
Get ready before the end of the award period to determine winners and award your prizes promptly. Announce the good news within hours of the achievement and hold the award presentations as soon as possible thereafter. Follow Through!!

29. LOW COST MOTIVATORS Write a letter of commendation
Ask employees for advice/opinions
Give verbal praise
Pass along compliments you
received from others
This is not an inclusive list. There are so many ways to recognize employees without spending a lot of money. Discuss some of these if you are doing any of them for feedback and whether it is working for you or not.

30. LOW COST MOTIVATORS
Write an /memo to a superior and copy the employee
Put positive information in the employee’s productivity file
Provide quick follow up on problems/hazards when recognized
Post positive achievements on the safety bulletin board

31. LOW COST MOTIVATORS Say Thank You and mean it Allow flextime
Designate special parking places
Give out award plaques, trophies or diplomas
Feature an employee of the month
Recognize peers that have helped you

32. LOW COST MOTIVATORS
Have a coffee/juice morning to acknowledge accomplishments
Thank somebody that contributes ideas, regardless on whether you use it
Always give others credit when due
Create group awards to recognize teamwork
Ask the employees how they want to be recognized

33. LOW COST MOTIVATORS
Ask a superior to write a memo acknowledging an accomplishment for your employee
Post complimentary letters on the safety bulletin board
Send employees to special seminars and workshops that may interest them

34. OTHER MOTIVATORS Safety Day Safety Olympics Safety T-Shirts
Dinner for two gift
certificates
Weekend stay at bed & breakfast
Some motivators may cost a few $$ up front, but not necessarily…Some companies will donate gift certificates or trips for two depending on whether you hit them at the right time of year (beginning of their PR budget). As long as you recognize them as the donator, they get free publicity and you have a happy person winning something of value!!

35. TEST
You can have a good safety program without employee involvement True False
List at least 5 ways to involve employees in the safety program.
Why do you have safety meetings?
What is an incentive?
How can you show ORM you have a safety program?
False
Post your own policy on safety board, hold safety meetings and communicate the policy, practice what you preach, make clear assignments of responsibility, ask employees to get involved, use your employee’s knowledge, find your true believers, involve management, let employees make safety decisions, set up safety committee, design safety newsletter, provide positive feedback, offer awards & incentives
Encourage safety awareness, get employees actively involved, motivate employees to follow proper safety procedures, nip hazards in the bud, introduce workers to new safety procedures, rules, equipment & preventive measures
Something that serves as a stimulus to action by appealing to self interest
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