Quelles sont les meilleures façons d’évaluer votre performance en matière de sécurité sur le lieu de travail ?

Realize avaliações periódicas para garantir que os funcionários compreendam os procedimentos de segurança e estejam atualizados com as melhores práticas. Envolva os funcionários na avaliação do desempenho em segurança, incentivando a comunicação aberta e a identificação proativa de riscos. Uma organização pode avaliar de maneira abrangente o desempenho em segurança no local de trabalho e implementar melhorias contínuas.

Specifications help in knowing exact goals in a safety environment. For example, the elevator can sustain 2 adults for about 4 minutes before the oxygen is used up. That is specific and measurable. Safety performance evaluation in a work place is of high importance.

"When establishing goals, specificity is key. This principle holds true for safety goals as well. Clarity and precision in defining safety objectives are essential for effectively managing and enhancing safety measures. Let's ensure our safety goals leave no room for ambiguity, empowering us to achieve and maintain a safe work environment." This is how to evaluate performance.

Over the years as a HSE professional, I have found evaluating safety performance to be highly beneficial in workplaces, as it creates a safer working environment. Whilst undertaking Continuous Professional Development (CPD), I set SMART objectives, which ensure clarity and focus in improving safety standards. I also conduct regular safety audits, analyse incident reports and near-misses, gather feedback from colleagues, implement safety metrics, and stay updated on industry best practices, all contributing to a detailed evaluation process.

Here are some of the ways to evaluate safety performance: Safety Committee Participation Management Leadership and Involvement Continuous Improvement Safety Inspections and Audits Incident Reporting and Investigation

In my experience, introducing leading indicators is a strategic method for promoting and kick starting a culture change. For example, requiring managers to carry out safety inspections, score cards and raise hazards is actively encouraging a health and safety mind set within daily tasks. A challenge I have experienced once implementing leading indicators was displaying the data. I really wanted to highlight which areas were achieving their target and which were not. Visually displaying this as a group, rather than singling individual teams out helps develop accountability and unconscious competitiveness which continually improves performance, all of which I have recently experienced.

In my opinion, it is paramount to understand defining safety performance indicators in terms of leading and lagging indicators, at respective functional units depending on the nature of the organizational set up, aligning with organizational KPIs set. For example, these functional units can be respective departments, sub units of respective departments and production modules. Moreover, it is critical to set up a robust process to track the performance with accurate data, reviewing the performance periodically (at least monthly) at both functional and organizational level, systematic communication and awareness on the indicators across and connectivity between individual goals and safety performance indicators set.

Very Good 👍 Leading should be where the focus is, Lagging is a resultant. So, more efforts on Leading indicators and driving more leadership efforts.

Using leading and lagging indicators are like driving a car. Well, you need to use rear view mirror from time to time, akin to using lagging KPIs. More importantly, you need to focus your attention to what lies ahead...the road hazards, detours, changing weather, traffic congestion, etc. and plan ahead to navigate these obstacles, or incoming risks. That's akin to leading indicators. So, like driving you need both, just that you spend more time focusing on one over the other.

Send your Senior Leadership Team out to the coal face and see how long it takes them to get back in the office. If it’s back in quick time - awful lip service culture. (I’ve seen it) If they’re out there a while chatting and asking questions and taking note - better culture. See through the veneer.

If you can afford it, having an external auditor conduct psychological safety interviews is an extremely valuable and insightful method. You need to know when things are not going so well, and if you won't get those answers if there is no psychological safety in your teams. It's a catch-22. So if you feel like things aren't sitting right, get someone in who your teams can speak with more freely and openly (without fear of repercussions).

Psychological safety is the key. People need to be able to speak without fear of reprimand Study your workforce....are they truly happy??? Happy employees are safe employees Reward for hazard and incident reporting

La source la plus importante est celle de la remontée des situations dangereuses rencontrées concrètement sur le terrain et lors des activités par les travailleurs concernés. Permettre de la transparence opérationnelle sur les expositions au risque est primordial pour ensuite pouvoir mettre en place des mesures de prévention adaptées. Ensuite il faut permettre la présence sur le terrain de toutes les autres sources qui évalueront la performance de la sécurité, quelles soient internes ou externes aux entreprises. Car une évaluation de la performance depuis un bureau ou sur la base d'indicateurs ne pourra pas être complète.

Safety performance must be defined based on set targets and kpi's which is connected on what the organization wants to achieved on company safety and health goals. Most common parameters are the lagging and leading indicator which helps evaluate the past and future performance. Regardless of the strategy, organization should always keep an eye and or monitor the status their performance consitently to ensure success of their programs and safety implementations.

Leadership commitment, support and drive is fundamental in propelling world class safety performance. Safety performance is a function of safety culture in an organization. Leaders need to set the stage on the importance of safety and show intent and visibility in what they say and do. In turn employees will follow. Understanding where your organization is on their journey to a positive safety culture is important and a good starting point to improve safety performance. From my experience organizations in the pathological and reactive stage of the safety culture ladder often show really poor safety performance. Journey to an improved and better performance starts at the calculative stage.

When assessing safety performance, it's important to establish benchmarks, but the initial focus should be on identifying areas of weakness within your company and among your team members. By pinpointing these areas, we can prioritize improvement efforts and cultivate a culture of continuous growth and development. Let's turn our weaknesses into opportunities for progress and strengthen our commitment to safety excellence.

Sharing of Best Practices would be a better approach to begin the journey. Bench marking against best practices may back fire if the base safety mindset is not there. It would add burden to person involved.

Um importante passo para avaliar seu desempenho de segurança é definir o que você deseja alcançar e como irá medi-lo. As metas SMART são específicas, mensuráveis, alcançáveis, relevantes e limitadas no tempo, e ajudam você a se concentrar nos resultados e ações que importam para seus objetivos de segurança. Por exemplo, em vez de dizer "reduzir acidentes", você poderia dizer "reduzir o número de acidentes com afastamento em 10% nos próximos seis meses, implementando um novo programa de treinamento e realizando auditorias mensais".

Uma das ferramentas mais úteis que existe, seria igual viver sozinho, alguém consegue? Um Benchmark bem feito pode trazer excelentes resultados dentro da sua organização, comparar números, acidentes com e sem vítimas, campanhas, avaliações, tipos de epi utilizados, aprender de uma maneira geral com os erros e acertos de uma empresa tomando decisões assertivas e estratégicas para o melhor do estabelecimento.

Benchmaking against best practices is a good way to evaluate your workplace safety performance. You can compare and emulate the successes of other organisations and set good standards for your workplace. Aiming to meet th minimum legal requirements can be tricky has you can easily fall short in some areas and it is more difficult to build a thriving safety mindset with the workplace if you are only aiming for the minimum legal requirements.

This is non-negotiable. Regular review is imperative given the ever-evolving landscape of rules and regulations. As part of my role with a Safety Training Company, it's our responsibility to keep our clients informed and up-to-date on these changes. Staying ahead of the curve ensures compliance and fosters a safer work environment for all.

Safety reviews are essential for identifying safety gaps, assessing risks, ensuring compliance, fostering continuous improvement, engaging employees, promoting organizational learning, and cultivating a strong safety culture. By regularly conducting safety reviews, organizations can proactively identify areas for improvement and implement effective measures to enhance safety standards and practices.

Review policies regularly: - Businesses should review safety policies on a regular basis and in case there is an accident or a major change in the way the business operates, such as the use of new equipment or a substantial increase in the number of workers. Beyond that, businesses may want to consider reviewing the workplace safety procedures once a year to ensure they remain on the right track.

Plan-Do-Check-Act,these cycle is important in the implementation of an effective safety plan. You have to always review the workplace safety circumstances and review your safety plan accordingly.

In my experience, a sound safety plan should adhere to the Plan-Do-Check-Act (PDCA) cycle, which aligns not only with the managerial review and planning requirements specified in ISO 45001 but with any ISO standard or Management System. The review process involves evaluating the effectiveness of current safety measures, analyzing incident data, and seeking input from employees. This assessment creates a chance to pinpoint areas for improvement and ensure compliance with any regulatory changes. When updating the safety plan, it is essential to integrate lessons learned, adapt strategies to address emerging risks and implement changes aimed at improving the overall performance of workplace safety.

In every facet of life, including safety performance, it's crucial to acknowledge and celebrate both achievements and milestones along the journey. By recognizing our successes, we not only boost morale but also reaffirm our commitment to continuous improvement. Embrace each accomplishment as a stepping stone towards even greater heights, constantly striving for loftier goals and pushing the boundaries of what's possible.

I agree with this but the key is finding what drive your individual employees. The cookie cutter mentality will not work in today’s environment so having a broad range of incentives will have a better reaction to celebrating the achievements of individuals and sub groups of an organization. Having a shout out in the safety bulletin, companies social media, a safety logo coin, stickers are some ways that motivate employees.

O Comportamento Seguro é composto de celebrações e Motivações: Celebrar um dia sem acidentes, um dia fazendo o certo, um dia voltando são e salvo para sua familia Reconhecer, apreciar os esforços de uma equipe e auxiliar são ações motivadoras e estratégicas para um Comportamento Seguro efetivo Um colaborador que se sente cuidado e amparado é um colaborador que trabalha mais feliz e consequentemente mais motivado a ter um Comportamento mais efetivo com relação a sua segurança e do seu colega

Create an environment in which all parties affected can speak and be involved in the change. Remove barriers on issues staff have with voicing their concerns and invent workplace transparency with all. Set clear goals and be realistic in their nature. Embrace the skills your team brings to the table.

🔄 Continuous Improvement Ritual: A static safety plan is a missed opportunity. Regular reviews embody the spirit of continuous improvement, turning your safety plan into a catalyst for excellence.

Uma ação que acho bem útil e inicial a um processo de avaliação do desempenho em segurança no local de trabalho é compreender o contexto em que estamos inseridos. Perceber e entender a cultura organizacional e a cultura de segurança onde estamos inseridos é fundamental para conseguirmos estabelecer objetivos e metas sobre o nosso desempenho em segurança no trabalho. Baseado nisso as avaliações e ações adequadas poderão ser propostas para a fase que que vivemos em uma organização, construindo uma base sólida para uma evolução, não só de conceitos e metodologias, mas um estilo de vida segura no trabalho.

Para avaliar o seu desempenho em segurança do trabalho é necessário a criação de indicadores que demonstrem através de dados o seu resultado. Importante ser fiel ao preenchimento dos dados para ter um cenário fidedigno, afinal, sem dados você é apenas uma pessoa com opinião, e as divergências de interpretação e visões pode ocorrer com muito maior recorrência. Então vale a máxima, pessoas podem mentir, números não. Portanto, meça seu desempenho através de dados consistentes!

Some effective ways to evaluate safety performance in the workplace include conducting regular safety audits, analyzing incident reports, tracking near misses, and soliciting feedback from employees through surveys or safety meetings.

Consider who is driving the safety performance. Is it top down or bottom up? Not that both can’t be successful and safe environments, but it is a whole new game when the safety culture is driven from the floor. It shows strong leadership and excellent engagement and maturity amongst the rank-and-file.

Me tocó visitar empresas donde se contabilizaba (solamente) los días sin accidentes (registrables), pero son pocas las que miden aquellos eventos con resultado de primeros auxilios. Pero si vamos a ser más proactivos (leading), me encontré con un tablero (electrónico) que es digno de aplaudir, el cual decía lo siguiente: En esta planta, estamos comprometidos en eliminar los riesgos potenciales. En esta semana reportamos 32 actos o condiciones inseguras. En lo que va del año, ya son 243 riesgos de nivel alto reducido a nivel medio o bajo. Estamos desarrollando 18 proyectos para evolucionar nuestro nivel de seguridad. ¡Sin más palabras!