The 5 biggest frustrations for the safety professional (and how to overcome them) (Part 1)

Being a safety professional can simultaneously be a challenging and rewarding role that comes with its own set of frustrations. In this article, we will explore the top five frustrations that safety professionals commonly encounter and provide practical strategies for overcoming them. By understanding and addressing these challenges, a safety professional can successfully navigate their role and make a positive impact on the safety and well-being of their organisation.

Today we’ll share the first half of this article. Come back next week for part two. And do join our Safety Roundtable "Tacking safety professionals' biggest frustrations" on Wednesday 5th April at 12:30.

1) Limited resources

One of the main frustrations that a safety manager may face is limited resources. This can refer to a lack of time, staff, or budget to implement all of the necessary safety measures in the organisation.

A safety manager may have a long list of tasks and responsibilities, but not enough time to complete them all. This can lead to a feeling of overwhelm and frustration, as the safety manager may feel that they are not able to adequately address all of the safety issues in the organisation.

Additionally, a safety manager may not have enough staff to effectively manage safety in the organisation. This can mean that the safety manager is stretched thin and unable to properly delegate tasks or provide supervision and guidance to other employees. It can also mean that certain tasks, such as training or inspections, may not be completed as often as they should be.

Lack of budget can also be a significant frustration for a safety manager. Safety measures often require the purchase of new equipment or supplies, or the implementation of new policies or procedures. If the safety manager does not have the budget to support these changes, it can be difficult for them to effectively manage safety in the organisation.

These limitations on resources can make it difficult for a safety manager to effectively do their job and create a safe workplace. It can be frustrating to feel that there are important safety measures that need to be taken, but that there are not enough resources available to make them a reality.

Here are a few ways that a safety manager can address this issue:

·      Prioritize tasks: With limited time and resources, it is important for a safety manager to prioritize tasks and focus on the most important or urgent issues first. This may involve working with upper management to prioritize safety objectives and allocate resources accordingly.

·      Seek additional resources: If the safety manager lacks sufficient staff or budget, they may be able to negotiate for additional resources with upper management. It can be helpful to provide data and evidence to demonstrate the value of these resources and how they will contribute to the organisation's safety goals.

·      Utilize technology: Technology can be a useful tool for a safety manager to streamline processes and make the most of limited resources. For example, using a digital safety management system can help to automate tasks and reduce the need for manual data entry.

·      Delegate tasks: If the safety manager is stretched thin, they may be able to delegate tasks to other employees or contractors. It is important to ensure that these individuals have the necessary training and support to carry out their tasks safely and effectively.

Overall, addressing the frustration of limited resources as a safety manager will require a combination of prioritization, resource acquisition, technology utilization, and task delegation. By taking a proactive approach and utilizing all available resources, a safety manager can effectively manage safety in their organisation despite these challenges.

2) Lack of colleague buy-in (safety culture?)

Lack of employee buy-in can be a significant frustration for a safety manager. When employees do not take safety seriously and ignore safety protocols or take unnecessary risks, it can create a dangerous work environment and put everyone at risk.

There are a number of reasons why employees may not take safety seriously. They may feel that the safety protocols are inconvenient or unnecessary, or they may simply not understand the importance of following safety procedures. They may also be engaging in risky behaviour due to time pressures or other work-related stressors.

As a safety manager, it can be frustrating to try to create a safe workplace when employees are not taking safety seriously. It can feel like an uphill battle to try to change behaviours and get employees to follow safety protocols.

One way to address this issue is to try to understand the root causes of why employees are not taking safety seriously. This could involve conducting a safety culture assessment to identify any underlying issues, such as a lack of understanding of safety procedures or a lack of support from management.

It may also be helpful to provide additional training and education on the importance of safety and the specific safety protocols that need to be followed in the workplace. Engaging employees in the process of developing and implementing safety protocols can also help to increase buy-in and ownership of safety within the organisation.

So, lack of employee buy-in can be a significant frustration for a safety manager, but with a proactive approach and effective communication, it is possible to improve safety culture and behaviours within the organisation.

Here are a few ways that a safety manager can address this issue:

·      Understand the root causes: It is important for a safety manager to understand why employees are not taking safety seriously. This could involve conducting a safety culture assessment to identify any underlying issues, such as a lack of understanding of safety procedures or a lack of support from management.

·      Provide training and education: Giving employees the knowledge and skills they need to understand the importance of safety and how to follow safety procedures can be an effective way to increase buy-in and ownership of safety within the organisation.

·      Engage employees in the process: Involving employees in the development and implementation of safety policies and procedures can help to increase buy-in and ownership of safety within the organisation.

·      Communicate the benefits: Clearly communicating the benefits of following safety protocols, such as reduced risk of injury and improved overall health and well-being, can help to increase employee buy-in.

·      Follow up and enforce: It is important for a safety manager to follow up on any incidents or near-misses and take appropriate corrective action. This may include re-training or disciplining employees who are not following safety protocols.

Addressing the frustration of lack of employee buy-in as a safety manager will require a combination of understanding the root causes, providing training and education, engaging employees in the process, communicating the benefits, and following up and enforcing policies. By taking a proactive approach and working collaboratively with employees, a safety manager can improve safety culture and behaviours within the organisation.

3) Limited authority

Limited authority can be a frustrating aspect of a safety manager's job. Safety managers may not have the power to make certain changes or implement certain policies, which can make it difficult for them to effectively manage safety in the organisation.

There are a number of reasons why a safety manager may have limited authority. They may be part of a larger organisational structure where decisions are made by higher-level managers or executives. They may also be working in a unionized environment where certain changes to policies or procedures require negotiation with labour unions.

When a safety manager lacks the authority to make necessary changes, it can be frustrating as they may feel that they are unable to effectively address safety issues in the organisation. They may also feel that they are unable to advocate for the needs of their team or department when it comes to safety.

One way for a safety manager to address this issue is to build relationships with decision-makers and key stakeholders in the organisation. By developing strong partnerships and demonstrating the value of safety, a safety manager may be able to influence decisions and gain greater authority to make changes.

It may also be helpful for a safety manager to work with higher-level managers or executives to develop a clear understanding of their role and the scope of their authority. This can help to ensure that the safety manager has a clear understanding of their responsibilities and can effectively advocate for the needs of their team or department.

Limited authority can be a frustrating aspect of a safety manager's job, but with strong relationships and effective communication, it is possible to navigate this challenge and effectively manage safety in the organisation.

Here are a few ways that a safety manager can address this issue:

·      Build relationships with decision-makers: By developing strong partnerships and demonstrating the value of safety, a safety manager may be able to influence decisions and gain greater authority to make changes.

·      Understand the scope of your authority: It can be helpful for a safety manager to work with higher-level managers or executives to develop a clear understanding of their role and the scope of their authority. This can help to ensure that the safety manager has a clear understanding of their responsibilities and can effectively advocate for the needs of their team or department.

·      Communicate the need for change: If the safety manager feels that changes are necessary to improve safety in the organisation, it can be helpful to clearly communicate the rationale for these changes to decision-makers and stakeholders. This may involve providing data or evidence to support the need for the changes.

·      Seek out opportunities for collaboration: Working with other departments or teams in the organisation can be a useful way for a safety manager to achieve their goals, even if they do not have direct authority. By collaborating with others and seeking out allies, a safety manager may be able to achieve their objectives.

·      Develop contingency plans: If the safety manager is unable to implement certain changes due to a lack of authority, it may be helpful to develop contingency plans or alternative approaches that can still achieve the desired safety outcomes.

Addressing the frustration of limited authority as a safety manager will require a combination of building relationships, understanding the scope of your authority, communicating the need for change, seeking out opportunities for collaboration, and developing contingency plans. By taking a proactive approach and working effectively with others, a safety manager can navigate this challenge and effectively manage safety in the organisation.

Come back next week for part 2.

JOIN THE DISCUSSION

We hope that this article has provided valuable insight into the top frustrations that safety professionals may encounter in their role and how to overcome them. If you have any additional thoughts or experiences to share, we welcome your comments below ☟

And do join our upcoming Safety Roundtable webinar on this topic: Tacking safety professionals' biggest frustrations

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