Behavior Based Safety training - 2 days.ppt

Behavior Based Safety

1. Behavior
Based
Safety
Parabakaran Balasubramaniam

2. 2
2
Professional Summary: With over 15 years of comprehensive experience in
Environmental Safety and Health (HSE), Parabakaran Balasubramaniam is
a seasoned professional with specialized expertise in delivering impactful
training programs. He holds a Master's Degree in Environmental Safety and
Health from the University Malaysia Pahang and has dedicated 5 years
specifically to the field of HSE training and consultancy.
Key Skills and Competencies:
Extensive knowledge in environmental safety regulations and compliance
standards.
Proven track record in designing and delivering engaging and effective HSE
training modules.
Strong understanding of risk assessment methodologies and hazard control
strategies.
Skilled in conducting safety audits and implementing corrective measures.
Excellent communication and interpersonal skills for effective training
delivery
ABOUT THE TRAINER

3. Day 1:
•1. Introduction
Welcome and overview of the training program
Introductions and ice-breaking session
•2. Course Objectives
Setting clear expectations and learning objectives
•3. Ice Breaking Session
•4. Topic 1: Why Safety Programs Do Not Work
Understanding common pitfalls in traditional safety approaches
•5. Topic 2: Behavior-Based Safety (BBS) - What is it? What is it not?
Definition and core principles of BBS
Differentiating BBS from traditional safety programs
•6. Group Discussion

4. Day 1:
•7. Traditional Safety vs. BBS
Contrasting traditional safety methods with BBS approaches
Benefits and limitations of each approach
•8. Group Discussion
•9. Human Behavior
Exploring factors influencing human behavior in manufacturing settings
•10. Consequences
Understanding the role of consequences in shaping behaviors
•11. BBS Challenges
Identifying common challenges in implementing BBS
•12. DOTS Causation Model
Overview of the DOTS (Doer, Opportunity, Trigger, and Support) model
Application to BBS

5. Objectives
•The benefits of behavior-based systems.
•The basic principles of how to motivate safe behavior.
•A company’s readiness for behavior-based safety.
•Compare and contrast the different behavior-based
systems on the market today.

6. What You Will Learn:
Understanding the fundamentals of behavior-based safety
(BBS)
Identifying behaviors that contribute to safety outcomes
Analysing factors influencing behavior in manufacturing
settings
Implementing strategies to reinforce safe behaviors
Conducting effective safety observations and providing
feedback
Developing action plans for continuous safety
improvement

7. Why Safety Programs Do
Not Work:
•Safety is a priority, not a value !
•Safety is not managed in the same
manner as production, quality,
and cost issues!
•Safety is not driven through
continuous improvement!

8. “Fallacies or Realities” in
Safety Fables?
•Conditions cause accidents!
•Enforcing rules improves safety!
•Safety professionals can keep workers safe!
•Low accident rates indicate safety programs
are working well!
•Investigating to find the root cause of
accidents will improve safety!
•Awareness training improves safety!
•Rewards improve safety!

9. Core Elements in Successful
Safety Programs
•A culture that says “safety” is
important around here!
•A tight accountability system!

10. •An excellent tool for collecting data on the quality
of a company’s safety management system
•A scientific way to understand why people behave
the way they do when it comes to safety
•Properly applied, an effective next step towards
creating a truly pro-active safety culture where
loss prevention is a core value
•Conceptually easy to understand but often hard to
implement and sustain
Behavior Based Safety: What Is It?

11. •Only about observation and feedback
•Concerned only about the behaviors of line employees
•A substitution for traditional risk management techniques
•About cheating & manipulating people & aversive control
•A focus on incident rates without a focus on behavior
•A process that does not need employee involvement
Behavior Based Safety: What It Is Not!

12. Obstacles To Success:
•Poorly Maintained Facilities
•Top-down Management Practices
•Poor Planning/Execution
•Inadequate Training

13. Keys to Success:
•Meaningful Employee
Empowerment
•Designing a Well Planned and
Supported BBS Process
•Managing BBS Process with
Integrity

14. Turn & Talk
•What kinds of injuries
and accidents are
common at your
workplace?

15. What percentage of these
accidents are a result of:
•Unsafe conditions, OSHA violations, dangerous equipment? _____%
•Unsafe actions, at-risk behaviors, poor decisions? _____%

16. What percentage of these
accidents are a result of:
•Unsafe conditions, OSHA violations, dangerous equipment? 6%
•Unsafe actions, at-risk behaviors, poor decisions? 94%

17. Therefore, compliance is
necessary but not sufficient for
great safety.
Safety is about people, and
behavior is the challenge.

19. Traditional Safety
Fewer Fewer
AccidentsAccidents
Safety Safety
TrainingTraining
PoliciesPolicies
SlogansSlogans
Safety Safety
MeetingsMeetings
Contests Contests
& &
AwardsAwards
Committees Committees
& Councils& Councils
RR
ee
pp
rr
ii
mm
aa
nn
dd
ss
RR
ee
gg
uu
ll
aa
tt
ii
oo
nn
ss

20. Behavior Based Safety
Safety Safety
ActivitiesActivities
Fewer at-risk Fewer at-risk
BehaviorsBehaviors
Fewer Fewer
AccidentsAccidents

21. What Behavior-based is...
Safe People vs
Safe Places
Injuries Equal
Management Errors
Behavior
Management
Measure Behaviors
vs Results
Observation &
Feedback
Positive
Reinforcement

22. Organizational Performance Model
Great
Performance
Systems Behaviors
Climate

23. Systems
•Accountability
•Communication
•Decision Making
•Measurement
•Orientation

•Training
•Employment
•Auditing

24. Behaviors
•Honesty and
Integrity
•Ask for help
without taking
responsibility
•Recognition
•Observation
and feedback
•Trust
•Listen with
empathy

25. Climate Variables
•Confidence/trust
•Interest in people
•Understanding
problems
•Training/helping
•Teaching to solve
problems
•Much information
•Approachability
•Recognition
- Rensis Likert

26. Turn & Talk
•What is the primary
purpose of a
supervisor?
•What is the most
effective way to
motivate people?

27. Activators (what needs to be done)
Competencies (how it needs to be done)
Consequences (what happens if it is done)

Human Behavior is a function of :

28. Human behavior is both:

 Observable
 Measurable
therefore
Behavior can be managed !

29. Attitudes
Are inside a person’s head -
therefore they are not observable
or measurable

Attitudes can be changed by
changing behaviors
however

30. ABC Model
Antecedents
(trigger behavior)
Behavior
(human performance)
Consequences
(either reinforce or punish behavior)

31. Definitions:
Activators: A person, place,
thing or event that happens
before a behavior takes place
that encourages you to
perform that behavior.

Activators only set the stage
for behavior or performance
- they don’t control it.

32. Some examples of activators

33. Behavior: Any directly measurable
thing that a person does, including
speaking, acting, and performing
physical functions.
Definitions:

34. Some examples of behavior:

35. Definitions:
Consequences: Events that follow
behaviors.
Consequences increase or decrease the
probability that the behaviors will occur
again in the future.
Oh please let it be Bob!
If you don’t send in that
payment we’ll take you to
court

36. Behavioral Model
B = f (c)Antecedents
Behaviors
Consequences

37. Some example of Consequences:

38. Consequences - How would you view
them?
Sunbathing
Aggressive Drivers

39. Only 4 Types of Consequences:
•Positive Reinforcement (R+)
("Do this & you'll be rewarded")

•Negative Reinforcement (R-)
("Do this or else you'll be penalized")
Punishment (P)
("If you do this, you'll be penalized")
•Extinction (E)
("Ignore it and it'll go away")
Behavior

40. Consequences Influence
Behaviors Based Upon
Individual Perceptions of:
Timing - immediate or future
Consistency - certain or uncertain
 Significance - positive
or negative{
Magnitude - large or
small
Impact - personal or
other

41. Consequences need to be ...
Soon vs Delayed
Certain
vs
Uncertain
Positive vs Negative
Personal
vs
Organizational

42. Both Positive (R+) & Negative
(R-) Reinforcement Can
Increase Behavior
R+ : any consequence that follows a behavior
and increases the probability that the
behavior will occur more often in the future -
You get something you want
R- : a consequence that strengthens any
behavior that reduces or terminates the
behavior - You escape or avoid something you
don’t want

43. 43
Good safety
suggestion Joe! Keep
bringing ‘em up!R+
R-
One more report like
this and you’re outa
here!!

44. 44
P
e
r
f
o
r
m
a
n
c
e
Time
R+
The effects of positive
reinforcement

45. 45
P
e
r
f
o
r
m
a
n
c
e Time
R-
The effects of
punishment

46. Why is one sign often ignored, the other
one often followed?

47. To create conditions that encourage
people to collaborate because they want
to
not because they have to
Let’s do
it!!
The Behavior Based Safety Challenge:

48. PerformanceMotivation
Motivation Model
Ability

49. PerformanceMotivation
Selection -
Can they do it
Training -
Do they know
how
Motivation Model
Ability

50. PerformanceMotivation
Job Climate -
Boss & Peer relationships,
Work environment
Selection -
Can they do it
Training -
Do they know
how
Motivation Model
Ability

51. The Job Itself -
Any fun, challenge
PerformanceMotivation
Job Motivational
Factors
Achievement, Promotion,
Recognition, Responsibility
Job Climate -
Boss & Peer relationships,
Work environment
Selection -
Can they do it
Training -
Do they know
how
Motivation Model
Ability

52. The Job Itself -
Any fun, challenge
PerformanceMotivation
Union -
Norms,
Pressures
Peer Groups -
Norms, Pressures
Job Motivational
Factors
Achievement, Promotion,
Recognition, Responsibility
Job Climate -
Boss & Peer relationships,
Work environment
Selection -
Can they do it
Training -
Do they know
how
Motivation Model
Ability

53. Accident
Causation
DOTS Model

54. Logical
decision in
his/her
situation
Workstat’n
design
Incomp’ble
displays/
Controls or job
design
Capacity with
Load in a
State
Decision to err
Traps
Overload or
mismatch
Human
Error
Acc or
incid’t
Injury
or
loss
Systems
Failure
Causation
Model
DOTS
Perceived low
probability

55. Peer pressure
Measures of the boss
Perceived priorities
of mgt
Of the incident
occurring
Of a loss resulting
Logical
decision
in his/her
situation
Perceived
low
probability
Decision
to Err
SCausation Model
DOTS

56. Natural endowment
Physical capability
Knowledge skill
Drugs / alcohol
Information
processing
Environment
Worry / stress
Fatigue
LCUs
Capacity
with
Load
in a
State
Overload
or a
Mismatch
Causation Model
DOTS

57. Size, force,
feel, repetition
reach
Stereotypes,
Human capabilities,
Expectations,
Inconsistencies
Workstation or
Job design
Incompatible
displays or
controls
Traps
Causation Model
DOTS

58. •Lack of Policy / Guidelines / Practices
•Poorly defined responsibility
•No authority to act
•Little accountability or measurement
•No analysis of incidents
•No orientation of new / transferred staff
•Lack of clear SOPs / Standards
Systems Causes
Causation Model
DOTS

59. Traps
Overload or
mismatch
Human
Error
Acc or
incid’t
Injury
or
loss
Systems
Failure
Decision to
Err
Causation ModelDOTS

60. END OF DAY 1

61. Day 2:
•1. Benefits of Behavior-Based Approach
Highlighting the advantages of adopting a behavior-based approach to safety
•2. Why Implement BBS
Understanding the rationale and business case for BBS implementation
•3. BBS Features
Key components and characteristics of successful BBS programs
•4. Are You Ready for BBS?
Assessing organizational readiness for BBS implementation
•5. Group Activity
•6. BBS Assessment Process
Step-by-step guide to assessing behaviors and safety performance

62. Day 2:
•7. Safety Observation Process

Techniques for conducting effective safety observations
•8. Group Exercise
•9. Coaching and Feedback

Strategies for providing constructive feedback and coaching on safety
behaviors
•10. Question and Answer Session
•11. Conclusion

Recap of key learnings and takeaways
Next steps and action planning for implementing BBS

63. Benefits
of
Behavior-based Approaches

64. Average Reduction
of Injury Frequency
•Implementation of BBS
After 1 year34%
After 2 years44%
After 3 years61%
After 4 years71%

65. Safety Intervention Strategies
(By NSC)
Approach # of Studies # of Subjects Reduction %
Behavior Based 72,444 59.6%
Ergonomics 3n/a 51.6%
Engineering Change 4n/a 29.0%
Problem Solving 176 20.0%
Gov’t Action 22 18.3%
Mgt. Audits 4n/a 17.0%
Stress Management 21,300 15.0%
Poster Campaign 26,100 14.0%
Personnel Selection 26 19,177 3.7%
Near-miss Reports 2n/a 0%

66. Why Implement BBS?
•Safety is about people.
•Compliance is not sufficient.
•Consequences drive behavior.
•Motivating
•Performance Feedback

67. Why Implement BBS?
•Truly proactive
•Broad awareness
•Deep Involvement
•Proven effective
•Transcends workplace safety

68. Three Essential Questions
What behaviors are being observed?
Why are those behaviors present?
Now What will be done to correct the
system deficiencies?

69. BBS Features
Strengths / Weaknesses
►Peer to peer observation
►Supervisory observation
►Behavior audit
►Snapshot
►Software support
►Customized behavior inventories
►General behavior inventories
►Emphasis on skilled coaching and feedback

70. Roles and Responsibilities
►Workers
►Observers / Supervisors
►Safety Staff
►Managers
►Safety Involvement Team

71. Are You Ready
for
Behavior-Based Safety?

72. Safety Culture Wheel
0
4
8
12
Leadership
Systems & Processes
InvolvementOrganizational Style
Measurement &
Accountability
The ESPM Culture Wheel

73. Rate Each Statement on a
Scale from 0 to 3
•0= Weakness
•1=Some aspects covered
•2=Could be improved
•3=Strength

74. Leadership
—Leadership commitment to safety is active, visible, and lively
—A clear and inspiring vision has been established for safe performance
—Safety is viewed and treated as a line management responsibility
—Safety is clearly perceived as an organizational value on the same level
with productivity and quality

75. Systems & Processes
―Supervisors and workers partner to find and correct systems causes of
incidents
―Communication systems are abundant, effective and flow well in all
directions
―Training systems deliberately and systematically create competency for
the right people at the right time
―Safe operating procedures and policies are clearly defined and
communicated

76. Involvement
―Workers are skilled at problem solving and decision
making
―Labor and management work together to address safety
systems issues
―Team orientation achieves involvement and cooperation
―Innovation, participation and suggestions are
encouraged at all levels

77. Organizational Style
―Trust and openness are the norm
―Positive reinforcement is used regularly
―Bureaucratic obstacles are removed
―There is formal and informal recognition for great performance at all
levels

78. Measurement and Accountability
―All levels of the organization have safety goals and process
responsibilities clearly defined
―The process of achieving results is a key safety measure
―Performance reviews include accountability for safe performance at all
levels
―Supervision is accountable to perform safety observations and feedback

79. How Do You Deal with Safety?
•Leader
culture that strongly values & supports EHS
continuous improvement
•Follower
compliance minded
view safety as a legal responsibility with little or no value
•Gambler
lack knowledge, resources, will to even achieve compliance
manage safety with eyes closed and fingers crossed

80. How Is Your Organization Managed?
•Safety must be in harmony with the way the
organization is managed
Do we want production and safety?
Do we want production with safety?
Do we want safe production?
Goal: Efficient production which maximizes profit
•Integrated or artificially introduced program?
How we do business - a state of mind that must become an
integral part of each and every procedure in the company

81. Behavior Based Safety
•Three major sub-systems to deal with:
The physical, the managerial, the behavioral
•Identifying critical at-risk behaviors and the systems
that support them
•At-Risk Behavior
normal human behavior
people reacting to their environment
•Deal with the causes of the at-risk behavior, not the
behavior
change the environment that leads to the at-risk behavior

82. There is no one right way to achieve safe production in an
organization. For a safety system to be effective it must
fit the organization’s culture and it must:
Force supervisory performance
Involve middle management
Have top mgt. visibly showing their
commitment
Have employee participation
Be flexible
Be perceived as positive
Dan Petersen

83. Are You Ready?
LEADERSHIP
•Organization needs to be fundamentally prepared for it
Success = taking on and resolving central organizational issues
•Major change initiative for most companies
Change
not easy
often resisted w/ vigor and ingenuity
failed change efforts create skepticism, cynicism and apathy
•Whether in production, quality, or safety the ultimate
responsibility rests with leadership.

84. Are You Ready?
SYSTEMS
•Basic systems must be in place:
Safety - AI, hazard recognition, recordkeeping, etc…
Management - decision-making, inventory, budgeting, etc…
Facilities/Equipment - design, maintenance, etc…
•If BBS is not integrated as a system it is likely to
burn-out

85. Are You Ready?
INVOLVEMENT
•Engaging and sustaining employee involvement is the
driving mechanism
•When employee involvement is not adequately
engaged, BBS becomes just another program
•Management involvement is crucial
often subvert implementation by not understanding BBS
principles

86. Are You Ready?
ORGANIZATIONAL STYLE
•Must be functioning at a high level of effectiveness
or be willing to address obstacles to high level
functioning
•Effective organizational functioning includes:
Communication
Trust and credibility between management and workers
Respect
Vision

87. Are You Ready?
MEASUREMENT & ACCOUNTABILITY
•What gets measured gets done
•Clearly defined roles and responsibilities at every level
Accountability v Responsibility
•Performance v Results
•Safety Director - a lot of responsibility, very little
authority
Not everyone is responsible for safety until they are held
accountable

88. People? Time? Facilities? Outcome?

Perception Survey

100 yes/no opinion oriented questions

Pencil & paper survey

Anonymous responses

All

Maximize size of group

30 min

Lunch room

Auditorium

Percent positive response in
21 safety related categories

By location by level
Structured Interviews

Facilitated group discussion

2 safety process questions

Confidential

Focus groups of 10-12
people (25% of pop.)

Representing the whole
organization

Segregate mgmt &
labor

75 min per
group

Private
conference area
with ample room
and table to write

Ranked list of improvement
recommendations

• System strengths
• System weaknesses
• Recommendations
• Next steps
EXECUTIVE
SUMMARY
Deliverable
Assessment
Process

89. Sample
Survey
The Ohio Division of Safety & Hygiene
PERCEPTION SURVEY
PART 1
A. Enter your work location: B. Enter your shift: _____________
(Example: production, office, etc.)
___________________________
C. Circle your job function: D. Enter years with company: ____
Line worker, supervisor, or manager
___________________________
PART 2
Y N1. Do you feel you received adequate
job training?
Y N 2. Do supervisors discuss
accidents and injuries with employees
involved?
Y N 3. Is discipline usually assessed when
operating procedures are violated?
Y N4. Would a safety incentive program
cause you to work more safely?
Y N 5. Do you perceive the major cause of
accidents to be unsafe conditions?
Y N 6. Does your company actively
encourage employees to work safely?
Y N7. Is safety considered important by
management?
Y N 8. Are supervisors more concerned
about their safety record than about
accident prevention?
Y N 9. Do you think penalties should be
assessed for safety and health violations?
Y N10. Have you used the safety
involvement teams to get action on a
complaint or hazard which concerned
you?
Y N 11. Is high hazard equipment
inspected more thoroughly than other
equipment?
Y N 12. Is the amount of safety training given
to supervisors adequate?
Y N13. Have you been asked to perform
any operations which you felt were
unsafe?
Y N 14. Are records kept of potential
hazards found during violations?
Y N 15. Are employees influenced by your
company’s efforts to promote safety?
Y N16. Are employees provided
information on such things as cost,
frequency, type and cause of accidents?
Y N 17. Does your company deal
effectively with problems caused by
alcohol or drug abuse?
Y N 18. Are unscheduled inspections of
operations made?
Y N19. Is off-the-job safety a part of your
company’s safety program?
Y N 20. Does management insist upon
proper medical attention for injured
employees?
Y N 21. Are safe operating procedures
regularly reviewed with employees?
Y N22. Are you interested in how your
company’s safety record compares with
other companies in your industry?
Y N 23. Does your company hire
employees who do not have the
physical ability to safely perform
assigned duties?
Y N 24. Do your co-workers support the
company’s safety program?
Y N25. Do supervisors pay adequate
attention to safety matters?
Y N 26. Is safe work behavior recognized
by supervisors?
Y N 27. Do employees participate in the
development of safe work practices?

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Survey Results

91. Safety Observation Process
•Step 1: PLAN where and when to make observations and
recall what to look for
•Step 2: OBSERVE worker behavior for safe and at-risk
performance
•Step 3: COACH for improved performance by positively
reinforcing or redirecting
•Step 4: RECORD what was observed, why it occurred,
and now what will be done

92. Step 1: PLAN
Determine a time and place to observe
Review the Observation Memory Jog-R (Tab 6)
Review Feedback and Coaching Tips (Tab 7)

93. Step 2: OBSERVE
Snapshots of behavior
Allow no distractions
Observe people and surroundings
Stop any at-risk behavior immediately
Stop observing after 30 seconds or at-risk behavior is
observed, which ever comes first

94. Step 3: COACH
Provide positive reinforcement (R+) if safe
Coach by shaping behavior if at-risk
Ignore what you saw
Discipline

95. Step 4: RECORD
Anonymous, specific, timely
Safe and At-Risk behaviors on Memory Jog-R
What, Why, Now What
Take Action

96. Observation Exercises

97. Continuous Improvement
Data Compilation
Safety Involvement Team
Problem solving
Implement solutions
Successful?

98. OBSERVATION
Reactive Behavior
Personal Protective Equipment
Specific Job Risks
Tools and Equipment
Safe Work Practices
Ergonomics

99. Reactive Behavior
•Adjusting PPE
•Changing position / Turning away
•Stopping work / Attaching safe guards
•Rearranging job

100. Personal Protective
Equipment
•Head gear
•Eye protection and face shielding
•Hearing protection
•Respiratory protection
•Arm and hand covering
•Foot and leg protection

101. Specific Job Risks
•Strike against or caught
•Line of fire
•Fall, slip hazard
•Contact hot, chemical or electric
•Inhale or swallow hazardous substance

102. Tools and Equipment
•Wrong for the job
•Used incorrectly
•In need of repair or maintenance
•Clutter & poor housekeeping

103. Safe Work Practices
•Not defined
•Not known or understood
•Ignored or done poorly
•Not compatible with task

104. Ergonomics
•Forceful exertions
•Awkward postures
•High repetition
•Long duration w/o rest

105. Coaching and Feedback
for the skilled observer

106. Positive Reinforcement
•Give praise
•Explain why this behavior is right and/or safe
•Encourage continued behavior

107. Shaping Behavior
•Communicate the behavior you saw
•Check for understanding of the job
•Coach for improved performance
•Contract for safe behavior

108. Coaching Tips
•Use “I” vs. “You” language
•Appeal to other’s interests and goals
•Reflect feelings or emotions that go beyond the words
•Set limits to clarify expectations
•Talk about the behavior, not the person

109. Coaching Tips Continued…
•Keep calm
•Don’t personalize emotion of others
•Move to problem solving
•Focus on interests rather than position
•Find common ground