Kevin Ian Schmidt

The challenge of managing the many aspects of workplace safety at times can feel overwhelming. There are many legal, moral and financial reasons for us to pay attention to our safety obligations. With all these challenges we need to ensure that we are not wasting our time, money and efforts doing things that simply don’t work.

Top Ten list of common errors in managing workplace safety issues

(1) Celebrate the lack of injury and not the existence of safety.

It is a significant mistake to gauge our safety efforts solely by the absence of injuries. Nearly everyone can recount instances where they took substantial risks with their well-being and emerged unscathed. While it is certainly positive when a period passes without any injuries, this absence alone does not equate to true safety. Safety is not merely defined by the lack of incidents; it is the result of proactive measures and diligent practices.

Unfortunately, many companies make the error of rewarding those who were simply “lucky” enough not to get hurt while engaging in unsafe behavior, as well as the “liars” who fail to report injuries to maintain an unbroken safety record. This approach creates a dangerous culture where the emphasis is placed on the outcome rather than the practices that ensure genuine safety.

To truly cultivate a safe work environment, we need to focus on the activities and behaviors that create safety. This involves consistently performing safety checks, following protocols, and encouraging transparent reporting of all incidents and near-misses. Celebrations and rewards should be directed towards those who actively contribute to a safer workplace through their adherence to safety measures and proactive attitudes.

Recognizing and honoring the efforts of individuals who prioritize and implement safety measures fosters a culture of accountability and continuous improvement. By doing so, we shift the focus from merely avoiding injuries to actively creating a safe working environment. Safety achievements should highlight and reward the behaviors and practices that prevent accidents, ensuring that safety is understood as a collective responsibility and a continuous process.

 

(2) Do safety to our employees and not with them.

Rules imposed by others often fail to achieve the necessary buy-in to effectively change behavior. For safety measures to be truly effective, it is crucial to involve employees in the process of establishing the behaviors and rules that apply to their workplaces. When employees are actively engaged in creating these guidelines, they are more likely to understand, accept, and comply with them.

Involving employees in safety initiatives transforms them from passive recipients of top-down directives to active participants in shaping their work environment. This participatory approach fosters a sense of ownership and responsibility among employees, making them more committed to adhering to safety standards. By engaging employees in the development of safety protocols, companies can harness the valuable insights and practical knowledge of those who are directly involved in day-to-day operations.

One effective strategy is to challenge groups of employees to set and review performance standards related to safety. This involvement can take various forms, such as safety committees, focus groups, or workshops where employees collectively identify potential hazards, suggest improvements, and establish safety procedures. Regularly reviewing these standards ensures they remain relevant and effective, and it encourages continuous improvement.

By integrating employees into the safety process, organizations can create a more dynamic and responsive safety culture. Employees who feel their voices are heard and their contributions valued are more likely to be vigilant and proactive in maintaining safe practices. This collaborative approach not only enhances compliance with safety rules but also promotes a culture of mutual respect and shared responsibility for workplace safety.

Furthermore, involving employees in safety decision-making can lead to more practical and workable solutions. Those who perform the tasks daily have firsthand experience with the risks involved and can offer realistic suggestions for mitigating those risks. This bottom-up approach ensures that safety measures are not only theoretically sound but also practically applicable.

In summary, the key to successful safety programs lies in the active participation of employees in establishing and reviewing safety behaviors and rules. This involvement fosters a sense of ownership, enhances compliance, and leads to more effective and practical safety solutions. By making safety a collective responsibility, organizations can build a robust and sustainable safety culture.

(3) Do safety for the government.

Companies in the early stages of developing their safety cultures often fall into the trap of being “reluctant compliers,” implementing safety measures solely because they are mandated by the government. This compliance-driven approach overlooks the true value that effective safety management brings to a company’s productivity and overall performance. Recognizing and embracing the intrinsic benefits of a robust safety culture can significantly enhance a company’s operational success and financial health.

Safety management is not just a regulatory obligation; it is a critical component of a company’s strategic performance. Companies that prioritize safety as a core value rather than a mere legal requirement experience numerous advantages, including reduced accident rates, lower insurance costs, and improved employee morale. When employees feel safe and valued, they are more productive and engaged, leading to higher quality work and better overall performance.

The transition from compliance-driven safety practices to value-driven safety initiatives marks a pivotal shift in a company’s culture. This shift involves understanding that safety is about more than meeting legal requirements—it’s about ensuring that every employee goes home safe and healthy at the end of each workday. While compliance with laws and regulations is essential, it should be viewed as the baseline, not the ultimate goal.

To truly thrive, companies need to integrate safety into every aspect of their operations. This means fostering an environment where safety is ingrained in the company’s ethos, from the boardroom to the shop floor. Leadership should demonstrate a genuine commitment to safety, setting the tone for the entire organization. Regular training, open communication, and continuous improvement processes should be implemented to maintain and enhance safety standards.

Moreover, involving employees in safety initiatives can yield significant dividends. When employees participate in safety planning and decision-making, they become more invested in the outcomes. Their on-the-ground perspectives can lead to more practical and effective safety solutions. This collaborative approach not only improves safety outcomes but also fosters a culture of mutual respect and accountability.

In essence, companies should not view safety as a checkbox to satisfy regulatory authorities but as a fundamental aspect of their operational strategy. By prioritizing safety for its own sake and recognizing its impact on performance and productivity, companies can achieve significant financial and operational benefits. A proactive and engaged safety culture ensures not only compliance but also positions a company for long-term success and sustainability.

In conclusion, companies must move beyond reluctant compliance and embrace safety as a core value that enhances their overall performance. Making work environments safe and compliant with the law is not only a moral imperative but also a smart business strategy that leads to thriving, productive, and financially successful companies.

(4) Ignore the importance of the proper tools, equipment, materials and work space.

The long-standing myth that unsafe behavior is responsible for 88% of workplace incidents is simply not true. While unsafe behaviors certainly play a role in all incidents, this perspective overlooks the crucial influence of unsafe conditions. Both factors—unsafe behaviors and unsafe conditions—contribute to workplace accidents, and focusing on one without addressing the other is a significant oversight.

Unsafe conditions, such as faulty tools, inadequate equipment, substandard materials, and poor work environments, are always present alongside unsafe behaviors. To enhance workplace safety effectively, it is essential to address both elements. If employees are provided with broken tools or outdated equipment, it is unsurprising that accidents occur. Similarly, if workers lack access to necessary aids, like lifting machines, injuries from overexertion are likely.

A comprehensive approach to safety involves ensuring that all conditions and behaviors in the workplace support safe practices. Supplying high-quality tools and equipment is fundamental. When workers have reliable, well-maintained tools, they are less likely to engage in risky behaviors out of necessity. For example, ergonomic equipment and proper lifting aids can prevent injuries associated with manual handling tasks.

Moreover, creating a safe work environment goes beyond just providing tools; it includes maintaining these tools, offering appropriate training, and fostering a culture where safety is prioritized. When employees are well-trained and confident in the use of their equipment, they are more likely to follow safe practices consistently. This combination of good tools, proper training, and a supportive safety culture significantly reduces the risk of accidents.

Good tools and equipment also enhance efficiency and productivity. Workers who can rely on their tools are able to perform their tasks more effectively, reducing downtime and errors. This reliability fosters a safer, more efficient workplace where unnecessary risks are minimized.

In conclusion, to improve workplace safety, we must dispel the myth that unsafe behavior alone causes incidents and recognize the critical role of unsafe conditions. By focusing on providing safe behaviors, high-quality tools, and a supportive work environment, we can create a comprehensive safety strategy. This holistic approach ensures that employees are equipped to perform their jobs safely and efficiently, ultimately reducing the incidence of workplace accidents and injuries.

(5) Ignore the culture of unsafe behavior.

Failing to make safe behavior personal and not holding each other accountable for maintaining a safe work environment is a significant mistake. Allowing our colleagues to engage in unsafe practices can have disastrous consequences. We are responsible for each other’s safety, akin to the camaraderie and accountability found in team sports. Just as we support and coach teammates to improve their performance, we must seize every opportunity to guide our fellow employees in adopting safe behaviors. By doing so, we ensure that everyone understands the importance of safety measures and practices them consistently, ultimately leading to a safer workplace where everyone can return home safely at the end of the day. This proactive approach to safety fosters a culture of mutual care and responsibility, reducing the likelihood of accidents and injuries.

Check Out: Behavior Based Safety Programs: A Comprehensive Guide

(6) Miscalculate the power of groups actively caring about each other.

Encouraging our co-workers to offer feedback and coaching when they notice us engaging in unsafe practices is a powerful way to strengthen our collective commitment to workplace safety. When we actively invite our peers to speak up, we remove the barriers that often prevent them from pointing out potentially dangerous behaviors—such as the fear of causing offense or provoking a negative response. By fostering a culture of open dialogue, we create an environment where everyone feels not only comfortable but also responsible for contributing to the safety of their colleagues.

This approach emphasizes the importance of teamwork in safety, recognizing that maintaining safe practices is not an individual task but a shared responsibility. It shifts the focus from personal criticism to collective improvement, where constructive feedback is seen as a vital tool for ensuring everyone’s well-being. As we embrace this collaborative mindset, we reinforce the idea that safety is a common goal, and that each of us plays a crucial role in protecting one another.

By nurturing an atmosphere where feedback is both welcomed and valued, we pave the way for a more supportive and cohesive work environment. This proactive strategy helps to build trust among team members, ensuring that safety becomes ingrained in our daily operations. Ultimately, by making safety a shared priority, we reinforce our commitment to ensuring that every team member returns home safely at the end of each day, fostering a culture where safety is truly a collective endeavor.

(7) Deliver Safety Programs to passive employees.

The misconception that workplace safety can be achieved as effortlessly as ordering a pizza is a pervasive one, yet its origins remain shrouded in mystery. This simplistic approach has proven to be ineffective in ensuring a safe working environment. True workplace safety demands a comprehensive, proactive commitment from everyone involved in production. Safety must be integrated into every aspect of the work process, not merely as an afterthought. A fundamental shift in mindset is required, prioritizing safe production over the mere addition of safety measures.

Empowering employees to take ownership of their safety and that of their colleagues is a proven strategy for enhancing workplace safety. By encouraging employees to develop their own methods for identifying and mitigating hazards, we foster a culture of continuous improvement and shared responsibility. This approach not only improves safety performance but also strengthens employee engagement and morale. It is imperative that we adopt this proactive and inclusive strategy to create safer and more productive workplaces.

Additional considerations:

• Specific examples: To strengthen the argument, consider providing specific examples of how empowering employees has led to improved safety outcomes in real-world scenarios.
• Data and statistics: Incorporate relevant data and statistics to support the claims made in the text. For instance, you could cite studies that demonstrate the effectiveness of employee involvement in safety initiatives.
• Ethical implications: Discuss the ethical implications of prioritizing safety in the workplace. This could include emphasizing the moral obligation of employers to provide a safe working environment for their employees.
• Cultural factors: Consider the cultural factors that may influence employee attitudes towards safety. Addressing these cultural nuances can help tailor safety initiatives to specific workplaces.

By incorporating these additional elements, you can create a more compelling and informative text that effectively advocates for a proactive and inclusive approach to workplace safety.

(8) Measure results and not the activities that create safety.

Companies that clearly define safety responsibilities for every employee, from entry-level staff to the CEO, often experience a markedly safer work environment than those that neglect to do so. When safety tasks are integrated into the performance expectations of all employees—whether it’s through conducting incident investigations, performing hazard assessments, carrying out regular inspections, or attending safety meetings—organizations ensure that these vital activities are not only prioritized but also executed with precision and diligence. This approach reinforces the understanding that performing one’s job well inherently includes a commitment to these critical safety duties.

By embedding safety responsibilities into the core functions of every role, companies signal that safety is not an add-on or an afterthought, but a fundamental component of job performance. This comprehensive strategy helps to establish a culture where safety is seen as an integral part of daily operations, rather than something that is separate or secondary to production goals. In contrast, organizations that fail to assign and enforce specific safety duties often find that safety activities are neglected in favor of meeting production targets, which can lead to unsafe work conditions, higher rates of accidents, and increased risk of injuries.

The key to maintaining a safe and productive work environment lies in a firm, organization-wide commitment to safety—one that is demonstrated through the clear assignment, execution, and measurement of safety responsibilities at every level. By embedding safety into the fabric of the company’s operations and holding every employee accountable for their role in maintaining it, companies can create a culture where safety protocols are consistently followed and upheld. This not only protects the well-being of employees but also reinforces the company’s dedication to creating a safe workplace where everyone can thrive.

Check Out: How to Measure Workplace Safety

(9) Manage safety differently than we manage the other parts of our businesses.

Why would a profitable successful company with a clear record of managing success implement a “safety program” that doesn’t EXACTLY replicate why they are successful in the first place? Manage safety exactly like you manage your business and you’ll get similar results. There are too many companies that manage safety differently than their business to the peril of their safety results.

If you know how your employees and management team are motivated to give you production, why would you settle for doing something different to get safety results?

Far too often companies take a very positive and proactive approach to motivating productivity activities yet do exactly the opposite when it comes to safety by providing only negative reinforcement for safety. Safety is a condition of employment is a commonly used threat. Of course, it is, and so is being on time and doing your job. Too many companies in their orientation focus on making negative consequences the key messages during orientation rather than to tell employee that we need their help to make it safe here and we are counting on you to help us with safe production. Of course, you cannot ignore unsafe behaviors any more than you would ignore behaviors that didn’t comply with your productivity systems. Stop making safety feel like a negative thing. There is nothing negative about doing our work with a focus on safe production.

(10) Hold safety meetings that no one wants to attend.

Throughout my career, I have had the opportunity to speak with hundreds of employees about their experiences with the “safety meetings” they are required to attend. Time and time again, the feedback has been strikingly consistent: most employees express frustration and dissatisfaction with the content and structure of these meetings. This recurring sentiment naturally leads to an important question: “Why are we continuing to participate in meetings that we find unproductive and uninspiring?” The answer is clear—we need to take action and improve the situation.

The solution begins with each of us taking responsibility for the quality of these meetings. At your next safety meeting, consider standing up and initiating a discussion about how these sessions can be improved. Encourage your colleagues to speak openly about their experiences and to share ideas on how the meetings could be made more meaningful and relevant to their daily work. By fostering a dialogue about the effectiveness of these gatherings, we can collectively work towards creating a new standard—one where safety meetings are not just a mandatory obligation, but a valuable opportunity for learning and growth.

Let’s set a goal to no longer sit passively through meetings that do little to address our real concerns or contribute to our safety practices. Instead, we should actively reject the status quo of ineffective safety meetings and commit to making them engaging, informative, and genuinely beneficial. This means challenging ourselves and our peers to think critically about what we want to gain from these meetings and how they can better serve our needs.

By taking the initiative to improve the quality of our safety meetings, we can transform them into sessions that truly contribute to a safer workplace. These meetings should become forums for meaningful discussion, where ideas are exchanged, best practices are shared, and everyone leaves with a better understanding of how to work safely. When we all commit to this vision, we not only enhance the effectiveness of our safety meetings but also strengthen our overall safety culture, ensuring that everyone can benefit from these essential conversations.

Learn more about engaging your employees on safety committees.

Well there you have it. I hope you have some ideas to think about to make your safety culture better. Own the safety process, take part in creating it, stand up and be counted. We need to do this together and stop doing things that we know fail. Let’s be successful together… it matters a lot to you and the people that you work with!