1. Life After COR Holly Elke CSP, CRSP, CHRP, CMQOE Life After COR

2. The Situation…… You’re the Health and Safety Manager of a company that achieved its Certificate of Recognition 3 or more years ago. Thanks to your great communication and management skills the company’s Health and Safety Management system has met most of its original goals... and yet, there are indicators that all is not completely well in the trenches.

3. The Conditions of Existence All Management Systems within a company must follow the path of evolution if they are to continue to contribute to a company’s growth and success. Conditions that will drive the Evolution process include technology, global markets, the current values of society, and organizational efficiency and/ or effectiveness.

4. The Conditions of Existence However, the Health and Safety Management system is subject to an even more powerful influence that can rapidly increase the demand for evolution…. PERCEPTION

5. Perception, The Two Edged Sword How people perceive something will dictate how they respond to it. Positive Perception = Positive Response Negative Perceptions = Negative Response Getting COR creates a Positive Perception, but that will only last for a certain period of time

6. The Signs of a Perception Change The subtle appearance of time constraints by Middle Management. An increase in the acceptance of apathy towards health and safety activities (meetings, inspections, promotions). A failure to correct document gaps (missing or vague information on records).

7. The Signs of a Perception Change The Committees start to encounter difficulty in attracting membership. A decrease in positive correction of compliance issues (more negative motivation towards GSR compliance). Silence (which is not golden in Health and Safety Management).

8. Kick Starting the Evolution The best way to counter-act the growth of negative perception is to start the evolution ball rolling early, while there is still a positive foundation to build on. “THE ART OF EMOTIONAL INTELLIGENCE”

9. Telling Evolution Where To Go CULTURAL INITIATIVESPROCESS ADVANCEMENTS Communication Scope Expansion Measurements C/A Management Training System Integration

10. Culture – The Human Side Changing the work environment Communication: Surveys – looking at the present and the future. Strategy Forums – feedback for planning. Newsletters with substance – go outside the box. Promoting goals that have meaning – Proactive and tangible.

11. Culture – The Human Side Shift the focus from strictly “Health and Safety” to a broader Wellness focus, and introduce social topics to communication exercises.  Personal home safety and security  Health and Safety while traveling / vacations  Recreational Health and Safety  Financial education or social well being issues

12. Culture – The Human Side Shift emphasis to measure progress towards proactive goals, rather than negative events.  Measure how quickly problems are corrected and evaluated, as well as how often they occur.  Make the measurements more meaningful to the actual work site, not just a “Vague Statistical” number.  Measure efforts to improve, not failures to succeed.

13. Process – The Nuts and Bolts How well a Corrective Action is managed is as important as the corrective action itself.  Corrective Action (C/A) Management is critical to advancing incident management past a basic reaction stage.  Adding profiling of events, assessment of implementations and evaluation of corrections will take incident management to a more efficient and effective level.

14. Process – The Nuts and Bolts TRAINING is not just teaching how to do a task, but also is a tool to set standards and mold attitudes.  Add real structure and validation to on the job training. Move away from reactive training.  Adding process understanding to a training regime will help to foster a sense of “I am performing a key task” on the part of the trainee.  Develop and introduce career training plans to develop a sense of importance.

15. Process – The Nuts and Bolts The integration of Quality, Environmental and / or Human Resources disciplines with Health and Safety can:  Stimulate interest in “risk management” in all levels within the company.  Can lead to advance process analysis and improvement studies.  Can allow for the blending of resources and efforts towards a common goal.

16. The Keys To Revitalization PLAN – Know what you want to do. COMMUNICATE on all levels. CELEBRATE small successes can instill confidence, demonstrate commitment and foster a “We can do this” belief in the culture.  Avoid trying to do it all at once, small achievements celebrated in a big way light the way.

17. The Keys To Revitalization ACCEPT the reality of your resources and limitations.  Resist the document trap, increasing documents and records does not indicate a successful health and safety management system.

18. Once upon a time….. Once upon a time, a man stepped on to a podium to address the most powerful nation in the world. With a speech that spanned less than 20 minutes he convinced millions of people to commit to a 10 year goal simply by changing their perception from having to do it, to a choice to do it.