Developing a Change Strategy
Which finally brings us to developing a change strategy . Below is a compilation of points most cultural change experts agree on , modified in places to add relevance .
1 . Leadership and Buy-In
• Leadership and management must be fully committed because safety and health is a hard cost and will compete against profitability . If safety and health issues are affecting profit margins , it is an easy sell . In our business , some may risk safety for higher profit margins , while others simply “ don ’ t know what they don ’ t know ” and unwittingly expose themselves ( and others ) to risk . Whatever the situation is , it is unreasonable for any event or service provider to not have a safety program .
• Due to the time required to establish and maintain a safety program , management may choose to hire a safety director and create a safety and health committee from existing staff to report to them .
• Management has to get behind and back the change process because they will need to approve the costs for the provision of resources to enable the program to operate .
• You will also need to get buy-in from staff , employees , unions , independent contractors , subcontractors and all others on the front line . They are generally in higher risk working environments than management and are more likely to experience a reportable injury or damage incident .
• It ’ s easier to obtain buy-in from those on the front line for improving worker safety and health , than it is to get buy-in for improving quality or increasing profitability .
• Take time to determine which means of engaging your team will be successful . When it comes to staff turnover , some organizations are more stable , like venues , event agencies , some equipment and service contractors and so on . Meanwhile at-will employees , freelancers and project staff may work with a team for a day , a week , a month , a tour or longer and one day all or part of the team moves on . Consider the type of people you are working with and use appropriate messaging .
• Align the organization by establishing a shared vision of safety and health goals and objectives . Upper management must be willing to support by providing resources ( time ) and holding managers and supervisors accountable for doing the same . The entire management and supervisory staff need to set the example and lead the change . It ’ s more about leadership than management . ( USDOL , 1970 )
• How do we convince management to commit to such a change ?
Typically , organizational leadership is business minded , they are charged with watching the bottom line must often be compelled to approve the additional costs associated with a safety program . Do everything in writing , this is the beginning of your safety policy record keeping .
• Expect pushback from those who do not understand the need for health and safety initiatives . Prepare for thorny conversations by doing your homework in advance .
• Establish a Sense of Urgency : Prove the status quo is more dangerous than launching into the unknown . The urgency rate is high enough when about 75 % of leadership is honestly convinced that business as usual is no longer acceptable . ( Kotter , 1995 )
• If possible , demonstrate how the bottom line is suffering from on-the-job injury and damage costs , work stoppages or slow-downs , production and delivery delays , and other direct and indirect costs of accidents .
• If applicable , explain how the organization may be suffering from workers affected by fear , lack of trust , feeling of being used , and so on .
• Point out insurance costs can reduce and back it up if possible with documentation from your insurance broker . While the organization may not receive an immediate savings on their insurance premiums , there may be significant long-term savings once your program is up and running .
• A company with a strong safety culture typically experiences fewer at-risk behaviors . Consequently , they also experience lower accident rates , lower turn-over , lower absenteeism , and higher productivity . They are usually companies who are extremely successful by excelling in all aspects of business and excellence in general . ( US- DOL , 1970 ) They understand risk management of safety and health issues is a way to improve the performance of the organization .
• Will an incident or decision , pass the newspaper test ? When faced with push-back , ask the following question : “ How would we feel if the front page of the newspaper tomorrow says ( state headline of worst case scenario )”, then add as the newspaper ’ s tagline “ What were they thinking ?!”
• It ’ s the law . The OSHA Act of 1970 General Duty Clause ( USDOL , 1970 ) clearly states “ each employer shall furnish to each of his employees , employment and a place of employment which are free from recognized hazards that are causing or are likely to cause death or serious physical harm to his employees ”. ( USDOL , 1970 ) It also states that each employer shall comply with the standards presented in the act , and , “ Each employee shall comply with
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