Download presentation
Presentation is loading. Please wait.
1
Can you provide the environment for people to engage
Connetics Can you provide the environment for people to engage
2
The world wide safety system…..
Connetics Ltd
3
Work as Imagined vs Work as Done
What do you observe? Connetics Ltd
4
Connetics Heavily prescribed industry Contractor in:
Electrical distribution networks Street Lighting Private high voltage networks and Private/Commercial developments 350 staff operating predominantly in Canterbury and Wellington Mobile workforce Heavily prescribed industry Health and Safety at Work Act 2015 Electricity Act 1992 Electrical Safety Amendment Regulations 2013 Electrical Workers Registration Board (EWRB) Industry Rules, Codes of Practices & Guidelines Individual network requirements Connetics Ltd
5
The state of play at Connetics
What is our ‘State of Play’ Diminishing stats Variable engagement Belief the system is safe “It must be our culture” and “if only we could change the people” Question we kept asking ourselves Why do we talk about safety so often? Safety Vision Connetics is a place we are actually safe, and we have the courage and openness to achieve this Connetics Ltd
6
What was our starting point…
Passive Engagement – lack of initiative and urgency, waiting to be told. Not thinking about what people can do for the company Win/Lose culture - Individual or team goal ahead of Connetics as a whole Lack of feedback – creating a ‘why bother’ culture Lack of a Connetics story – meaning goals are individual or team only, information only about my part of the project Information flow – fractured Connetics 2020
7
‘the leadership of the organisation’ Point 1 - Engagement = Trust
Very little point asking your staff to engage in ‘things’ when they are not engaged in ‘the leadership of the organisation’ Point 1 - Engagement = Trust
8
Safety Differently Traditional Safety Safety Differently
The system is safe The system in itself is not safe Accidents happen because of unsafe acts / deviations from the plan Accidents happen when resources are not enough to deal with demands Variability is a threat Variability is inevitable People are a liability and Procedural compliance is mandatory Only people can adapt, accommodate, absorb and respond to emerging threats How can we change people How can people be supported to adapt successfully Connetics Ltd
9
Connetics Differently - How did we get started…
Embedded Discovery Purpose - To truly understand the difference between work as done vs. work as imagined What is embedded discovery An in-depth investigation of what work is like in an organisation An ‘undercover boss’ that everyone knows about Why embedded discovery Limitations of current approaches – surveys, focus groups, safety interactions, undercover boss Connetics Ltd
10
Point 2 - Your people are already the solution
Variability is inevitable and its everywhere Point 2 - Your people are already the solution
11
Traditional approach to Performance
My manager wants performance improved My team wants to see change Our Board want performance improved Our internal customers want to see improvements Our customers wants better service Leader Connetics Ltd
12
Leader as a Hero – Connetics traditional Model
Our people share suggestions, comments, concerns, feedback with the leader Leader needs to do something Leader does all the thinking and decision making Good decision, people commit, performance improves, and leader gets credit Bad decision, people don’t commit, no improvement in performance, and blame ensues Leader tells their people what to do Connetics Ltd
13
Leader as a Host Leader doesn’t have the answer…People are the solution Leader seeks help to facilitate a solution Our people share suggestions, comments, concerns, feedback with the leader Good solution, people commit, performance improves, and everyone shares in the success Arrow up Didn’t work out as expected, people are still committed to the outcome and process, try again The right people are enlisted to design a solution that are fit for purpose Connetics Ltd
14
Point 3 – The level of engagement is a direct correlation how safe people feel at work
15
Connetics Differently
Safety is the presence of an environment / capacity that enables things to go right Our assessment on what makes things go right…. The quality of the job instruction The quality of the site supervision The competence of the worker Connetics Ltd
16
Created Connetics Differently team - High Performance team
Connetics Differently – what have we done to make people the solution Significant leadership development / collaborative team development work Created Connetics Differently team - High Performance team Engagement groups Collective Insights - Big 3 project teams Work Improvement team Safety 101 programme Worker competency programmes Incident learning teams Connetics Ltd
17
Point 4 – People engage in getting better at work
We don’t do safety We do work! Point 4 – People engage in getting better at work
18
Whether people choose to engage is everyone’s responsibility
Summary Providing the opportunity to engage is the responsibility of leadership Whether people choose to engage is everyone’s responsibility
19
Making people the solution
Point 1 – Engagement = Trust Point 2 – Your people are already your solution Point 3 – The level of engagement is a direct correlation to how safe people feel at work Point 4 – People will engage at getting better at work Summary – Providing the opportunity to engage is the responsibility of leadership…Whether people choose to engage is everyone’s responsibility Connetics Ltd
Similar presentations
