1. Measuring Safety Performance
Ohio BWC Division of Safety & Hygiene
Measuring Safety Performance

2. Table of Contents Why Measure Performance? Types of Measures
Accountability
Step 1:Define Expectations
Step 2: Provide Tools & Skills
Step 3: Measure Performance
Step 4: Provide Feedback
Case Studies
Follow-up Activities

3. You will learn:
A sound foundation for developing or improving safety performance measuring systems;
Strategies and techniques for measuring safety performance, emphasizing process measures, accountability, systematic monitoring, and goal setting;
An understanding of how you can proactively use measurement systems to guide future performance;
Key elements of contemporary safety measurement tools

4. Turn & Talk Why measure performance? Groups-Brainstorm
Class Discussion
Flip-chart results

5. Reasons for Measuring Performance
Improvement project evaluation
Input into bonus and incentive systems
A marketing tool
Benchmarking
Increased motivation
A navigational tool
An early warning sign
Alter behavior
To implement strategies and policies
Trend Monitoring
Improvement prioritization
Manual Page 7

6. Viewpoints of Measurement
Organizational
A macro view – how overall results are measured to determine whether safety efforts are paying off.
Personal
A micro view – do measures insure individual performance or foster nonperformance.
Manual Page 9

7. Turn & Talk
How does your company currently measure safety performance?
Worksheet page 10 – Groups
Discussion- Results vs. activities

8. Types of measures Trailing Downstream End of Pipeline Results
Results Measures
Trailing
Downstream
End of Pipeline
Results
Achievement
Activity Measures
Leading
Upstream
Performance
Predictors

9. Results Measures Lost-Time Injury Rate Incidence Rate Severity Rate
Accident Costs
Manual pages Students fill out page 18, costs associated with injuries.

10. INDIRECT COST IS 4 TIMES THE DIRECT COST INDIRECT COST DIRECT COST VS
Review the Iceberg Direct / Indirect Theory.
Ask for some examples from the class as to Uninsured or Indirect costs??? 7

11. Results-measures are good when..
They are broken down by unit
They give insight into the nature and causes of the accidents
They are expressed eventually in terms of dollars per unit
They conform to any legal and insurance requirements

12. Limitations of Results Measures…
Sometimes they measure only luck.
They do not discriminate between poor and good performers.
They do not diagnose problems.
They can be unfair if used to judge individual performance
Results measures do not tell you
“why an accident occurred” or
“how to improve future performance”.

13. Activity Measures
Behaviors/performance linked to accident prevention.
These measures assess results of supervisor or workgroup, or organizational action taken before accidents occur.

14. What activities could prevent injuries from occurring at your company?
Discussion
What activities could prevent injuries from occurring at your company?
Page 23, students fill out list of activity measures to prevent injuries.

15. Safety Model Fatality Recordable First-Aid Case Near Property Miss
Lost Time
Recordable
First-Aid Case
Near
Miss
Property
Damage
Reference full model on page 24
Add side bar info:
Consequences
Cause
Factors that influence behavior
Safety program
Values
Behaviors

16. How Do You Decide Which Activities to Measure?
It depends on your goals and what you want to accomplish

17. Some Things To Look At: Organizational vision, Goals, Strategic Plans
Perception surveys
Structured Interviews
Safety Audits/Inspections
Accident Analysis
Accident Trends
Behavior Observation Data
Back to page 10
Classify on flip charts results & Activities

18. What is Your Vision For The Future?
Vision Serves Three Purposes
Clarifies Direction
Motivates People
Aligns Individuals
Page 27

19. Characteristics of an Effective Vision
Imaginable
Desirable
Feasible
Focused
Flexible
Communicable
Page 27

20. Vision to become World Class

21. Safety Culture Assessment
A process available to employers from DSH
Page 27-32

22. The Perception Survey 100 questions Safety Categories Perceptions of all Employees

23. Page 32

24. Survey Results

25. The Structured Interview 25% of Employees Facilitation of Discussion More detailed comments
Introduce case study #1
Pick one area to improve

26. The Key to Managing Safety
Accountability
The Key to Managing Safety

27. Rank the following: Cost Containment Safety Customer Satisfaction
Quality
Cost Containment
Safety
Customer Satisfaction
Production
Employee Morale
Manual page 34, discuss “What about “Safety First”, Can safety be first?

28. Video “Safety Accountability”
Safety must be managed the same as productivity and quality

29. The Key to Managing Safety
Accountability

30. What gets measured…. gets done

31. Who Is Responsible for Safety?

32. Line Management & Staff
CEO
President
Vice President
Plant Manager
Supervisors
Employees
Safety
Human Resources
Purchasing
Accounting
Quality
Page 36

33. Exercise

34. Steps to Accountability
Define expectations and explain rationale.
Provide the tools and skills.
Measure performance.
Provide feedback.
Page 39

35. Performance Formula Obstacles Motivation x Ability x Job Clarity
Performance = safe job execution
Motivation = desire
Ability = mental/physical ability
Job Clarity = knows expectations
Obstacles = The things that get in the way of great performance

36. How do your employees know what is expected of them?
Turn & Talk
How do your employees know what is expected of them?
Page 41

37. 1. Define Expectations 2. Provide Tools & Skills 3
1. Define Expectations 2. Provide Tools & Skills 3. Measure Performance 4. Provide Feedback
Policies
Safe Work Practices
Job Safety Analysis
Performance Goals
Job Descriptions
Page 42

38. Safety policy criteria
Express long-range purpose.
Commit management at all levels to reaffirm and reinforce this purpose in daily decisions.
Indicate the role lower-level management will have in the system.

39. The Policy should Include:
Management’s intent
Scope of activity covered
Responsibilities
Accountability
Safety staff assistance
Safety committees
Standards
Examples of policies pages 44-49

40. Safe Work Practices
Leaders must communicate the need for all employees to understand the safety-related processes and procedures, and to actively participate in the organization’s safety programs.
Page 50-53

41. Criteria for Safe Work Practices
Reasonable and specific
Enforceable
Easily understood
Positive
Regularly reviewed and updated

42. Job Safety Analysis Break the job down into component steps.
1.Select a worker to observe.
2. Observe the worker performing the job.
3. Describe each step and number sequentially.
4. Observe the worker several times to make sure all steps were noted.
5. Check the listed steps with the worker for agreement.
Examples pages 54-56

43. Job Safety Analysis B. Identify the potential hazards.
1. types of hazards
a. Contact
b. Caught
c. Falls
d. Overexertion
e. Exposure
f. Repetitive motion

44. Job Safety Analysis C. Safe work procedures
1. Explains how to do the job safely and efficiently, step by step.
2. Involves developing solutions to the potential hazards identified.

45. Step 4 Performance Appraisals
Performance Goals
Step 4 Performance Appraisals

46. Job Descriptions Ask who has job descriptions- are they updated.
Go to case study for step 1

47. Needs assessment Measured Activity Training Tools Resources
1. Define Expectations 2. Provide Tools & Skills 3. Measure Performance 4. Provide Feedback
Needs assessment
Measured Activity
Training
Tools
Resources
Page 57

48. Division of Safety & Hygiene Classes / Workshops
Ohio BWC
Division of Safety & Hygiene Classes / Workshops

49. Leading the Change
Topics:
How injuries affect profitability
Accident Causation
Injuries equal Management error
Motivation
Measurement and Accountability
Contemporary vs. Traditional Safety Programs

50. Safety Involvement Teams
Topics:
The benefits of teams
Phases of team development
How to deal with team conflict
Communication skills
Team tools

51. Roles and responsibilities of the facilitator
Facilitator Training
Topics:
Roles and responsibilities of the facilitator
Team problem solving and decision making
Running effective safety meetings
Conflict resolution

52. Behavior-Based Safety
Topics:
Why behavior-based safety works
What to observe
At-risk behaviors
Feedback
Positive reinforcement
Coaching
Managing behavior data

53. 1. Define Expectations 2. Provide Tools & Skills 3
1. Define Expectations 2. Provide Tools & Skills 3. Measure Performance 4. Provide Feedback
Criteria:
Measure the performance of a task (rather than an outcome).
Constructed to affect rewards.
Specific and Measurable
Within the person’s span of control
Measure the presence of a safety activity (not its absence).
Page 60

54. Criteria for Performance Measures continued…
Provide a means for swift and continuing feedback.
Be flexible and allow for individual styles and strategies.
Be simple and administratively feasible.
Be self monitoring.

55. Safety Performance Measurement Systems
SCRAPE
SBO
Menu (DSH Model)
Balanced Scorecard
Manual pages 61-72
Flip chart 6 steps to balanced scorecard process
All listed systems are designed to create and measure accountability

56. What Measures are Appropriate?
Upper Management
Middle Management
Supervisors
Safety Director
Employees
100% Results
50% Results
50% Activities
100% Activities
Refer back to page 10, How does your company measure? Results or Activities

57. 1. Define Expectations 2. Provide Tools & Skills 3
1. Define Expectations 2. Provide Tools & Skills 3. Measure Performance 4. Provide Feedback
List types of feedback & recognition
Page 75, Group discussion, list items
Case study #1 review all sections

58. Criteria for Performance Evaluations
Roles
Numerical Rating
Flexibility
EE Involvement
Central Coordination
Addressing EE Weaknesses
Additional Items
System Evaluation
What
Who
When
Why
How
Systems Support
Personal Impact
Organizational Impact
Manual pages discuss each item.

59. Positive Reinforcement
Find someone doing something right, and reward them.
Construct consequences to increase the probability that the behavior that precedes the consequence will occur more often in the future.
Page 80

60. Case Studies

61. Review Define Expectations Provide Tools and Skills
Steps to Accountability
Define Expectations
Provide Tools and Skills
Measure Performance
Provide Feedback

62. Next Steps Review current measurement systems.
Get management support/commitment.
Develop a vision.
Develop performance measures and activities for all levels of the organization.

63. Next Steps
5. Conduct a “Needs Assessment” for tools and training required.
6. Determine how activities will be measured and reported.
7. How will performance be recognized and rewarded?
8. Re-evaluate the process.

64. How Do You Know when You Get There?
You never get there.

65. There is Always Room For Improvement