Masonry Magazine November 2008 Page. 19
Negative reinforcements- as much as we hate it, there must be consequences to unsafe actions and attitudes. I am a fan of patient firmness for good employees: training, verbal warning, written warning, days off and then termination. After having been given three or four chances, the employee needs to go, regardless of who he is.
4. Push from the top
Safety must be believed in from the top down. It's just a fact that field personnel will refuse to believe that the head(s) of the company care about safety. Safety must be preached in every way possible from the top and then backed up by actions from the top. You can convince them by:
Calling each injured employee to see how he is
Calling or seeing each supervisor after an injury for future prevention
Conducting regular safety inspections
Following up with appropriate actions on any violations found
Holding weekly or daily safety meetings
Hiring safety personnel
Starting a weekly newsletter with a focus on safety.
Finally, focus on field supervisors! They are the pivotal point of true culture transformation. We can try to work this backwards, focusing on the employees, but things really won't change until the supervision changes. When the field supervisors are converted, they will convert the crews. If there are no consequences to supervision, but we are hardnosed toward the crew, it will be viewed as hypocrisy. Building a safe culture in the masonry industry is not a goal, but a journey. It's implementing never-ending change where needed, and continually trying new ways to build a safe culture. IMAS
Zach Everett is corporate safety director for Brazos Masonry, www.brazosmasonry.com.
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November 2008
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