Life After Cor.rev1 --Pesentation

8/8/2019 Life After Cor.rev1 --Pesentation

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Life After COR

Holly Elke CSP, CRSP, CHRP, CMQOE

Life After COR



The Situation««

You¶re the Health and Safety Manager of a company that achieved its

Certificate of Recognition 3 or moreyears ago.

Thanks to your great communication

and management skills th

e company¶sHealth and Safety Management systemhas met most of its original goals . . .and yet, there are indicators that all is

not completely well in the trenches.



The Conditions of ExistenceAll Management Systems within a

company must follow the path of

evolution if they are to continue tocontribute to a company¶s growth

and success.

Conditions th

at will drive th

e Evolutionprocess include technology, global

markets, the current values of

society, and organizational efficiency

and/ or effectiveness.



The Conditions of Existence

However, the Health and Safety

Management system is subject to aneven more powerful influence that

can rapidly increase the demand for

evolution«.

PERCEPTION



Perception, The Two Edged

SwordHow people perceive something will

dictate how they respond to it.

Positive Perception = Positive Response

Negative Perceptions = Negative Response

Getting COR creates a Positive Perception,

but that will only last for a certain period of time



The Signs of a Perception

Change The subtle appearance of time

constraints by Middle Management.

An increase in the acceptance of

apathy towards health and safety

activities (meetings, inspections,

promotions).

A failure to correct document gaps

(missing or vague information on

records).



The Signs of a Perception

Change The Committees start to encounter

difficulty in attracting membership.

A decrease in positive correction of

compliance issues (more negative

motivation towards GSR

compliance).

Silence (which is not golden in

Health and Safety Management).



Kick Starting the Evolution

The best way to counter-act the growth of

negative perception is to start theevolution ball rolling early, while there

is still a positive foundation to build on.

³THE ART OF EMOTIONAL

INTELLIGENCE´



Telling Evolution Where To

GoCULTURAL INITIATIVES PROCESS ADVANCEMENTS

Communication

Scope Expansion

Measurements

C/A Management

Training

System Integration



Culture ±Th

e Human Side Changing the work environment

Communication:

Surveys ± looking at the present and thefuture.

Strategy Forums ± feedback for planning.

Newsletters with substance ± go outsidethe box.

Promoting goals that have meaning ±Proactive and tangible.



Culture ±Th

e Human SideShift the focus from strictly ³Health and

Safety´ to a broader Wellness focus,

and introduce social topics tocommunication exercises.

Personal home safety and security

Health and Safety while traveling /vacations

Recreational Health and Safety

Financial education or social well beingissues



Culture ±Th

e Human SideShift emphasis to measure progress towards

proactive goals, rather than negative events.

Measure how quickly problems arecorrected and evaluated, as well as howoften they occur.

Make the measurements more meaningfulto the actual work site, not just a ³VagueStatistical´ number.

Measure efforts to improve, not failures to

succeed.



Process ± The Nuts and

BoltsHow well a Corrective Action is managed

is as important as the corrective action

itself.

Corrective Action (C/A) Management is

critical to advancing incident management

past a basic reaction stage. Adding profiling of events, assessment of

implementations and evaluation of

corrections will take incident management

to a more efficient and effective level.




BoltsTRAINING is not just teaching how to do a task,

but also is a tool to set standards and moldattitudes.

Add real structure and validation to on the job training. Move away from reactivetraining.

Adding process understanding to a trainingregime will help to foster a sense of ³I amperforming a key task´ on the part of thetrainee.

Develop and introduce career training plansto develop a sense of importance.




BoltsThe integration of Quality, Environmental

and / or Human Resources disciplines

with Health and Safety can: Stimulate interest in ³risk management´ in

all levels within the company.

Can lead to advance process analysis and

improvement studies. Can allow for the blending of resources

and efforts towards a common goal.



TheK

eysT

o Revitalization PLAN ± Know what you want to do.

COMMUNICATE on all levels.

CELEBRATE small successes can

instill confidence, demonstrate

commitment and foster a ³We can do

this´ belief in the culture. Avoid trying to do it all at once,

small achievements celebrated in a

big way light the way.



TheK

eysT

o Revitalization

ACCEPT the reality of your resources

and limitations. Resist the document trap,

increasing documents and records

does not indicate a successful

health and safety management

system.



Once upon a time«..

Once upon a time, a man stepped on to a

podium to address the most powerful nation inthe world. With a speech that spanned less

than 20 minutes he convinced millions of

people to commit to a 10 year goal simply by

changing their perception from having to do it,to a choice to do it.

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Life After Cor.rev1 --Pesentation