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Managing Human ErrorThe Leading Cause Behind Workplace Incidents
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Today’s Presentation
Moderator:
Josh Amos, IFMA Components Liaison
Presentation Title:
Managing Human Error: The Leading Cause
Behind Workplace Incidents
Presenter: Greg Ford, CEO, TalentClick Inc.
Session Learning Objectives
1. Identify personality risk factors that impact employee behavior.
2. Learn how to use an actual personality risk report to identify higher-risk employees.
3. Apply customized coaching plans from personality risk reports to improve workplace safety.
Presenter Bio
• CEO, TalentClick
• Adjust Professor, Simon Fraser University
• BA Psychology, Masters Workplace Learning
• Writes for OHS and HR trade publications
Greg FordCEO & Co-Founder
I believe that…
• Too much blaming the worker
• We cannot “punish away” error
• Errors are not always deliberate acts of violation
• Accidents are not linear. They happen in a 3 dimensional way with various factors, including internal (stress, fatigue, impairment, personality)
90% of incidents are caused by human error
Source: Industrial Psychology Research Centre, Oil & Gas Industry Safety Conference, Perth, Nov 2003
COST OF PREVENTABLE INJURIES
Average annual cost of workplace injuries: $50 billion/yr(source: 2009 Liberty Mutual Workplace Safety Index)
Injury costs equal ¼ of each dollar of pretax corporate profits.(source: 2009 Liberty Mutual Workplace Safety Index)
Average direct cost of injury: $36K(source: US National Safety Council
INDIRECT COSTS• property damage
• lost productivity
• hiring, training, and wages of replacement worker(s)
• legal costs
• fines & penalties
• investigation costs
• brand & reputation
• employee morale
• customer dissatisfaction
DIRECT COSTS• medical, workers comp
Hidden Costs
Adapted from Practical Loss Control Leadership (Revised ed.), by F.E. Bird Jr. and G.L. Germain, 1985
EXERCISE: Close your eyes and imagine your next incident….
WHERE will it be?
HOW will it happen?
WHO will be involved?
Because people usually act
in predictable ways.
Why do certain people
come to mind?
Because people usually act
in predictable ways.
• explosion at refinery in New Jersey
• $5M damage to plant
• $1.5M medical treatment for one man
CAUSES
1. operator did not follow proper procedures
• ignored shut-off valves• left vehicle running
2. operator was not wearing PPE properly
• no eyewear• sleeves rolled up
www.talentclick.com
“All my life, I was….”
a rebel
a risk taker
a thrill seeker
“My behavior was a result of who I was. I was making bad choices in my life every day. Looking back, it was predictable that something was going to happen, sooner or later.”
How he describes himself:
This is where personality-risk assessments come in
WHERE will it be?
HOW will it happen?
WHO will be involved?
MISSING PIECE OF THE SAFETY PUZZLE
1. Equipment
2. Rules & Procedures
3. Training
4. Staff positions with the right people
5. Tailor training and coachingto individual personalities
New Research is focusing on
# 4 and # 5
The field of predictive analytics is exploding!
The Psychology & Social Science of
Personality Awareness
EXERCISE
Ask yourself….
“What is the riskiest thing
I’ve ever done?”
25
Why do people react differently to this?
How Do YOU React to This?
WHAT IS PERSONALITY?
• Natural “Default Settings”
• How we are “Hard Wired”
• Our impulses, urges
• How we act when nobody’s looking
• Personality is a causal factor for driving behavior
• Personality is resistant to change
3 STEPS TO SAFETY SELF-AWARENESS
1. Awareness (Learn)
2. Coaching (Improve)
3. Behavior Change (Achieve)
Sample Results
RESISTANT people can be defiant, resistant to authority and may ignore rules.
ACCOMMODATING people tend to be compliant and take comfort in rules and guidelines.
RESISTANT vs. ACCOMMODATING
SELF-COACHING
RESISTANT: COACHING TIPS
Management Tips:• Monitoring of compliance to rules and regulations may
be necessary
• May benefit from knowing the reasons behind rules
Coaching for “Higher-Risk” Employees:o “Ask me whenever you want to know the reasons for
rules or procedures.”
o “Please give your improvement ideas to me, not your co-workers.”
COACHING
• Place of concern
• Two-way dialogue, not one-way lecture
• Eliminate “pencil whipping”
• Positive reinforcement
• Focus on the right behavior
ANXIOUS people may panic and freeze in unpredictable situations.
CALM people tend to remain calmand think clearly, even in unpredictable situations.
ANXIOUS vs. CALM
ANXIOUS: COACHING TIPS
Management Tips:• May need to be reminded that mistakes are
improvement opportunities
• Should be encouraged to build self-confidence through skills development
Coaching for “Higher-Risk” Employees:o “Let’s try to limit your time working in high stress and
pressure-filled situations.”
o “Ask me for ideas on how you can improve.”
IMPATIENT people tend to become easily annoyed, irritated, and angry with others.
PATIENT people control emotions, are even-tempered and rarely show agitation.
IMPATIENT vs. PATIENT
IMPATIENT: COACHING TIPS
Management Tips:• May need encouragement to let go of grudges or
disappointments
• Would benefit from positive performance feedback
Coaching for “Higher-Risk” Employees:o “Count to 10 to “cool off” after becoming irritated.”
o “Concentrate on things you can control.”
o “You may get annoyed easily when you're in a rush.”
DISTRACTIBLE people need variety and stimulation and can become easily bored, inattentive and lose focus.
FOCUSED people tend to be vigilant and stay focused on the task at hand.
DISTRACTIBLE vs. FOCUSED
DISTRACTIBLE: COACHING TIPS
Management Tips:• May not be suited to roles that require long periods of
independent work
• Best suited roles involve limited amounts of repetitive or routine tasks
Coaching for “Higher-Risk” Employees:o “You may become bored or restless quickly.”
o “Let’s break up your work into 30 minute chunks when we can.”
IMPULSIVE vs. CAUTIOUS
IMPULSIVE people may be reckless and prone to taking unnecessary risks.
CAUTIOUS people tend to be more cautious. They evaluate options and analyze risk before making decisions.
IMPULSIVE: COACHING TIPS
Management Tips:• Needs to be reminded of consequences.
• Would benefit from regular reinforcement of expectations
Coaching for “Higher-Risk” Employees:o “Watch that you don't become overconfident and take
unsafe risks.”
o “Always think through what could happen.”
o “Resist the temptation to bend rules and policies.”
THRILL-SEEKING vs. APPREHENSIVE
THRILL-SEEKING people may be more drawn to dangerous situations and are comfortable with uncertainty.
APPREHENSIVE people tend to avoid uncertainty and risk when working.
THRILL-SEEKING: COACHING TIPS
Management Tips:• May benefit from relying on other team members to
identify unnecessary risks.
• May not recognize when risks should not be tolerated
Coaching for “Higher-Risk” Employees:o “Get help and advice from your team members to
identify unnecessary risks.”
o “Stay alert to recognize when risks should not be tolerated.”
THINGS TO REMEMBER
• Managers often score higher risk
• No right or wrong personality
• “High Score”: Probability vs. Certainty
• Proven validity and reliability
CASE STUDY
source: TalentClick research division, 2012-2013
Workers with Impulsive scores had an
incident rate 5 times higher than
those with low and average scores.
Supervisors with high Resistant
scores had an average incident rate
2.3 times higher than those with low
and average scores.
Supervisors with high Irritable scores
had an average incident rate 4 times
higher than those with low scores.
Recommendations
Research and Data
Deliver Coaching & Training
Assess Workers
Tools & Programs
WHAT ONE COMPANY HAS ACHIEVED SINCE 2011
TalentClick has been a supplementary component of this company’s overall safety program.It is of course difficult to attribute specific gains directly to TalentClick or any other single initiative.
Takeaway Points
1. Human Error is linked to Personality.
2. Personality is predictable and measurable in
front-line workers.
3. Behavioral change—and incident reduction—
can come from self-awareness and coaching.
Final Story
Top 3 Things Accident Victims Say
1. It happened so fast.
2. I never thought it would happen to me.
3. I wish I could go back and
do things over.
THIS is the do-over!
Q&A
Greg Ford, CEO
gford@talentclick.com
Ph: 1.877.723.3778
Book: “Before It Happens”
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