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Designing and Executing Effective Safety Incentive Programs. Introductions. Jim Custer, Principal ROI Performance Group. Karen Turner, Marketing Manager USMotivation. John Domenick, Independent executive consultant, trainer and project manager, Leadership Intelligence.

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Presentation Transcript
introductions
Introductions

Jim Custer, Principal

ROI Performance Group

Karen Turner, Marketing ManagerUSMotivation

John Domenick,

Independent executive consultant, trainer and project manager,

Leadership Intelligence

safety incentive programs
Safety Incentive Programs

Assumption:Rewards for safety are intended to improve safety

Reality:

safety incentive programs1
Safety Incentive Programs

Injurieson the job are caused by a number of manageable factors:

• Work Methods/design

• Productivity Pressure

• Habitual Non-compliance

Every year in America, nearly 4 million people suffer a workplace injury from which some may never recover.

--OSHA

safety structure
Safety Structure

Behavior

Safe work processes

Work environment

critical program elements
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 ontheirWork Environment?
      • Prestige?
what not to do
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
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
implementing a program1
Implementing a Program
  • 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
key points
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