Changing employee behaviours one conversation at a time

To think employees are like a machine which can be programmed to follow policies and procedures thereafter is an error.

Employees are humans.

Humans forget.

They are distracted by partner or family issues at home.

They might be tired.

Humans will make errors due to repetition and boredom.
Think about it. If you regularly fly do you give your full attention to the safety demonstration? I try but I know I don’t.

However, you are more likely to pay attention if only you fly occasionally.

The familiar becomes boring and the mind wanders.

In previous editions of the Employee Relations Update we have looked at Fair Work Commission and Federal Court Decisions dealing with policy breaches – including those related to safety. The results are mixed with employers often learning the hard (expensive) way that they are responsible for ensuring they have set the right environment and learning conditions for employees to follow policies and procedures.

As supervisors and managers its our role to find ways to remind people – regularly.

Additionally, it’s our role to encourage employees to look out for each other – to follow the rules.

Because while you can develop the best policies and procedures, they are often forgotten in the haste or repetition of the job.

Some rules are so fundamental to safety that a breach will justify a termination.

But most are not.

We need to think of safety policies and procedures like a pyramid.

The bulk of day-to-day safety rules form the base. The top of the pyramid (where those few lifesaving safety rules reside) is supported by the base.

Teaching and reminding people of the day-to-day safety rules at the base of the pyramid helps them to keep safety front of mind and makes it easier to remember the very important rules at the top.

And yes – that’s a crucial part of your job as a supervisor or manager – again and again.

So, let’s look at an effective conversation around safety policies and procedures.

You are walking through the workplace and see that Fred is not wearing his safety glasses. (Insert your own safety issue if safety glasses are not worn in your workplace)

You could shout at Fred and embarrass him in front of other employees.

What would be the impact of that?

Alternatively, you could ask him to come to your office for a private chat.

At this point this is not a dressing down – it’s a discussion.

Start the conversation with asking him why he was not wearing his safety glasses – while acknowledging that he always follows all the safety procedures. (This fact means he deserves the respect of being given an opportunity to provide an explanation in a cordial manner.)

Listen to his explanation – is it legitimate?

Ask him to explain what could happen in his work area that could result in eye damage through not wearing his glasses. Asking Fred this open question is better than telling him as it initiates his thinking and understanding about the topic.

This reminds him of the potential consequences – a key motivational driver.

You may then add any additional consequences that Fred has missed.

Remind him that 99 times out of 100 (or 999 out of 1000) nothing will happen but on the rare occasion something happens the glasses could prevent him from losing his sight.

Ask Fred to remind other employees about following the safety rules by asking them the same question – ‘Why is a particular safety rule in place and how does it protect you? ‘

Ask him for a commitment to you that he will do that.

Discuss the specific reason as to why Fred removed his glasses and how this can be prevented in future.

It is highly likely such a conversation will have achieved a more positive safety impact than shouting at Fred in the workplace in front of other people.

Also consider how Fred will ‘feel’ after this type of conversation as he returns to the workplace.

Briefly document this discussion.

mmmm….so was this actually a ‘difficult discussion’?

Of course, if you see Fred not wearing safety glasses on a regular basis then we will need to move beyond this type of conversation into a formal disciplinary discussion.

A very important question to ask yourself is – what safety culture are supervisors and managers promoting through their own behaviours in relation to following workplace safety policies and procedures?

Firstly, are the safety rules clearly written, accessible and understood?

Do they follow the rules religiously or do they cut corners for production’s sake?

Your chances at achieving behaviour change at an individual employee level is slim if the workplace safety culture concerning following safety rules by supervisors and managers is lacking.

Safety culture is developed over time through clear safety rules and good questions to drive behaviour change one conversation at a time.

Yes – it may well involve incremental steps and multiple conversations to get there.

Kind Regards
Michael Schmidt
M 0438 129 728
[email protected]
www.hunteremployeerelations.com.au

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