![]() ![]() This is particularly true of sectors with ethnically diverse workers, or those with varying levels of English literacy. So, depending on your workers, you might want to think about the kind of language you use - not to mention the actual language itself. Because these workers are often used to dealing with less qualified people - and have often been in those roles themselves - they’re typically less inclined to talk down to other workers. Getting more mature and experienced workers to deliver H&S talks is useful because less-experienced staff respect and trust them. This is particularly relevant to the trades, agriculture and construction sectors. Make it worker-ledĭifferent people are experts at different things. Dig a little deeper and you’re likely to find a different problem, eg a complicated work set-up, poor work processes, unrealistic expectations about how long tasks should take, or poor supervision. It also makes people more defensive and less likely to engage with H&S. ![]() Identifying problems and then simply blaming it on carelessness rarely gets to the heart of the problem. Stop the blame gameĪ sure-fire way to have a bad H&S culture is to jump straight to blaming people. A great story can go a long way to communicate how seriously H&S should be treated. Be sure to include what happened afterwards, perhaps relating to new H&S practices or the effect the incident had on the person’s colleagues, friends and family. Tell stories, not numbersĬiting statistics about H&S rarely works because people can’t relate to them. A great way to do this is to use examples, stories or demonstrations. ![]() Dispelling myths about how safe the work actually is can go a long way. For example, someone might rationalise that they don’t have to put on their safety harness because they’re only going to be on the ledge for 30 seconds. Eliminate fake perceptions of riskįor whatever reason, New Zealanders have a lot of problems with estimating the level of risks they take at work. ![]() Make a portion of H&S talks hands-on, bring in tools or demonstrate how effective something is. Getting workers involved also shows respect and makes them an integral part of the safety process.Īll workers, but especially those who work with their hands, want to see how things will actually work in their day-to-day lives. Remember, getting people’s viewpoints, input and suggestions is not only the best way to build a strong H&S culture, but it’s part of your legal duty. Rather than simply telling people what needs to be done, ask open-ended questions to promote involvement. Contractors can share good ideas they’ve seen in other workplaces. Invite the right peopleīe sure to include people who aren’t employees, if they are regularly part of that work, so everyone is on the same page. One way to figure out what you should be talking about is to ask workers what they think needs priority. Great H&S talks should follow these key principles: Be relevantĬhoose topics that make sense to the site, people and the sequence of work you’re in. What it does mean is approaching H&S with the right attitude and aiming to get everyone involved. It’s good for people and it’s good for business. This doesn’t mean hour-long talks or lots of documentation. It’s very important to have meaningful and effective H&S talks. ![]()
0 Comments
Leave a Reply. |
AuthorWrite something about yourself. No need to be fancy, just an overview. ArchivesCategories |