The New Approach to Health and Safety Management When Band-aid Bob Jr. arrived at the spot where his grandfather had made his discovery, the area, at first, seemed clear. But then he stumbled on a Niagen Review half-buried rock and upon closer examination, he noticed that it was more than just a plain old rock. Also, he noticed other rocks poking out of the earth. He spent some time digging them out, packed them up, and returned to his home in the City. Without hesitation, Bob went to work on cleaning up the rocks and putting the pieces together like a jigsaw puzzle. When he was done, he found that he had two more complete tablets containing more direction on how to achieve safety excellence.
A company's real health and safety priorities are revealed not by cleverly crafted policies posted throughout the facilities, but by how the employees carry out their work. It only takes one incident of management telling a crew to drive to the worksite in a blinding storm, to carry out work short-staffed, to work hastily, or to skip the pre-job safety meeting, to undermine thousands of verbal and written affirmations of "safety first". Workers' behaviour are strongly influenced by their perceptions of the company's real health and safety priorities. If they believe safety takes a back seat to production, employees will make the decision to take that trip in bad weather or work shorthanded. When an incident occurs it is easy to blame the employee for not complying with the documented procedures. Unfortunately, the company's real values and priorities are rarely identified as even contributing incident factors.
A bond of trust may be formed between workers and http://thebedroomguardianreview.com/ management when the acts of management convince workers that they can confide in their supervisors and can count on them to act or respond in a predictable way. For example, managers are trusted when they promptly follow up on safety meeting issues. In such an environment of trust, employees will freely bring up safety issues at safety meetings because they know they will be acted upon. Alternatively, lack of action leads to lack of trust and many very quiet meetings. Trust is also diminished when it is violated, such as when an agreement between supervisor and worker is broken. Once this trust is broken, it requires many positive acts by management to regain it.