Safety Motivation and Compensation INTRODUCTION Crushing Obstacles to Safety III Solutions for Small...

Safety Motivation and Safety Motivation and CompensationCompensation

INTRODUCTION

Crushing Obstacles to Safety IIISolutions for Small Mines

- Writing and implementing standards - Developing training plans and

materials - Training, training, and more training - Auditing implemented systems - Varied State and Federal inspections - Independent Contractor Safety - Dealing with accidents - Dealing with attorneys The list is endless . . . .

SafetySafety Professionals are busy Professionals are busy

In a small operation In a small operation you may be much you may be much more….more….

- Production- Production- Hiring- Hiring

It’s a huge, maybe impossible, load.

Not to worryNot to worry

Safety Safety professionals all professionals all agree….agree….

Sharing is essential.Sharing is essential.

Need free material?Need free material?

Call MSHA EFS Call MSHA EFS --Pt 46, Pt 48Pt 46, Pt 48 -Required topics-Required topics

They’re a great source for yourThey’re a great source for yourSafety librarySafety library..

What about your What about your written safety procedures?written safety procedures?

If it’s still on your “to do” listIf it’s still on your “to do” list

I have a template for you.I have a template for you.

Are you ready to merge safety and compensation?

This template is:This template is:- Free- Free- Easy to edit - Easy to edit - Easy to present- Easy to present- Presentation counts toward - Presentation counts toward Pt. 46 and Pt 48 training. Pt. 46 and Pt 48 training.

Contains:Contains:- - Company Safety PolicyCompany Safety Policy - - Disciplinary Action PolicyDisciplinary Action Policy- Management and Supervisory - Management and Supervisory responsibilities responsibilities- Safety Committee lay out - Safety Committee lay out - Rules and Procedures- Rules and Procedures

Free templates are Free templates are also available for:also available for:

-Position description and -Position description and requirements summariesrequirements summaries

-Accident Investigation-Accident Investigation

- - Improved safety Improved safety

ADVANTAGES

-Equal pay for performance

-Legal defense basis for merging compensation and safety.

NOW…NOW…

- You’ve got the tools.- You’ve got the tools.

- You’ve done the training.- You’ve done the training.

- Upper Management - Upper Management believes in safety.believes in safety.

But . . .But . . .

There’s still the There’s still the employee who just employee who just doesn’t seem to get it.doesn’t seem to get it.

Discipline is rarely a Discipline is rarely a productive solution.productive solution.

Is there a way to turn this Is there a way to turn this around? Let’s take a look . around? Let’s take a look .

Safety Motivation and Safety Motivation and CompensationCompensation

Crushing Obstacles to Safety III

The Human Behavior ExpertsThe Human Behavior Experts

Abraham Maslow:

Needs Hierarchy Theory

Safety is a human need secondary only to food, water, and air.

(Ya Gotta Love ‘em)

The Human Behavior ExpertsThe Human Behavior Experts

V.H. Vroom: Expectancy Theory

Motivation to achieve depends on:

- Expectation of outcome from effort

- Value of the goal

- Likelihood of reward

(Ya Gotta Love ‘em)

The Human Behavior ExpertsThe Human Behavior Experts

J. S. Adams: The Equity Theory

Behaviors deteriorate if rewards are inequitable.

(Ya Gotta Love ‘em)

In short….In short….

- Humans want to be safe. - Just teach them how and

treat them all the same.

(Really? What Planet do these “Experts” live on?)

Thank you, ExpertsThank you, Experts

- Ask any safety professional. - We all agree.

- It’s just not that easy.

Unless it’s incorporated into a payroll compensation system!

The Universal ConceptThe Universal Concept

If you paid for it. . . .

You should get it.

Buy a new car? . . .Buy a new car? . . .

Reject a Reject a damaged damaged new car . . .new car . . .

The Universal ConceptThe Universal Concept

It works in daily life . . . .

And it works with employees.

- Easily understood- Easily understood - Easy to develop - Easy to develop - Easy to use - Easy to use

Performance Performance CompensationCompensation It can get you what you’re paying for!It can get you what you’re paying for!

Define the System Define the System

Step 1:

System Criteria: 1. Rates are based upon specified job requirements and are broken down as:

25% skill, 25% teamwork skills, and 50% safety skills.A. Individual rate(s) can be reduced to reflect deteriorating performance in any skill.

2. Management maintains the sole right to determine skill levels based on company criteria.

3. Employees will only be eligible to receive secondary skills recognition as follows: A. Their skill level is equal or better than that required for a new hire, B. Management determines a need to REGULARLY use that skill. (Employees performing secondary skills below the skill level required for new hires will be considered TRAINEES in that skill.)

4. The KEY EMPLOYEE FACTOR is used to recognize special, one of a kind situations, ex.: ( but not limited to): shift leaders, working foremen and other key performers.

5. Base rates will change with raises given to offset inflation or changes within the industry.

Define RatesDefine Rates

Step 2:

- Establish starting wages.

- Define what you will pay for

– Level of Task Performance – Level of Safety Performance

- Define the outcome for sub-normal

performance in either category.

Easy as 1-2-3

EMPLOYEE WAGE DETERMINATION WORKSHEET & AUTHORIZATION FORM Effective Date:

Employee name: Date:Current Rate: Start

2002 Rate for: Rate for: Rate for: +$.___ for:KEY EMPLOYEEBase Job L-1 (GOOD) L-2 (BETTER) L-3 (BEST) Secondary add up to $___ for ea.Rates Categories up to $.___ more up to $.___ more up to $.___ more Skills level: (L1, L2, L3, L4)$0.00 Maintenance$0.00 Loaders$0.00 Dozers$0.00 Crusher$0.00 Water Truck$0.00 Bin Truck$0.00 Haul Truck$0.00 Laborer$0.00 Clean-up

-$ -$ -$ -$ -$

COLA added factors:Base: BASE + ADDED FACTORS= -$ SKILL BASED WAGE:

- No discipline- No discipline- Simple explanation- Simple explanation

“I’m not getting what I’m paying for”“I’m not getting what I’m paying for”

“I will only pay for what I’m getting”“I will only pay for what I’m getting”

Behavior change is immediate.

The ConferenceThe Conference

- Your Name:

- Your e-mail address:

- Use the check off boxes for templates you would like to receive.

Template Request FormTemplate Request Form

Please remember:

-Templates are only a starting point and must be edited to meet the requirements of your Company and your state.

- E-mail order forms

- Course evaluation forms