Hogan SafeSystem - BHSEA · 2016. 7. 29. · Hogan at a Glance … • World’s ... • Providers...

1Copyright 2010 – 3 Minute Mile Limited

Hogan SafeSystem

How to build and maintain a culture of safe working practices

PresenterPresentation Notes

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Agenda• Hogan SafeSystem• Overview of Current Safety Trends• Safety in the News• Safety Climate Survey• Safety Assessment• Coaching Process• Benefits of Using Assessments to Predict Safe behaviour

– Proving the point: Industry Case Studies

Copyright 2010 – 3 Minute Mile Limited

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Hogan at a Glance…• World’s leading provider of employee

selection and development assessments• Assess millions of working adults

performing over 400 different jobs across 40 countries

• Over 30 years of research and implementation experience

• Continuous system testing, research and support improvement

• Predictive, with demonstrable bottom-line results ranging from improved employee performance to reduced turnover and recruiting expense

• Providers of assessment reports that help people develop strategic self-awareness

MISSION

We provide state-of- the-art assessment

solutions to enhance the effectiveness of

individuals and organisations

HISTORY

A 30-year legacy of producing

measurable results supports our mission



Hogan at a Glance

• HoganSELECT– Make informed hiring decisions: hire the right candidates to

increase productivity, decrease turnover, and minimize risk and costs of bad hires.

• HoganDEVELOP– Understand the power of Strategic Self-Awareness: provide

important insights for anyone interested in developing his/her full career potential.

• HoganLEAD– Identify leadership performance: in-depth evaluation of

leadership competencies, derailers, and individual values.

Hogan Solutions

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Hogan’s research has identified three elements most critical to improving workplace safety. These components form the basis of

the SafeSystem.

SAFE SYSTEM



Industries

• Energy & Utilities • Construction• Government• Agriculture• Manufacturing• Transportation & Warehousing• Retail & Hospitality

PresenterPresentation Notes - Energy & Utilities Crewmen, Radiation Protection Technicians, Cashiers, Apprentice Mechanic Employees, Truck Drivers, Store Managers & CSRs - ConstructionOffshore Anchor Handlers, Project Managers, Superintendents, Estimators, Dispatchers & Supervisors, Project Engineers - GovernmentArea Mining Leaders, Law Enforcement i.e. Correctional Officers, Deputy Sheriffs, Probation and Parole Agents, Fire Service - AgricultureFarm Marketing Rep., Conservation Officers - ManufacturingFood Service Technician, Service Operation Dispatchers, High Pressure Cleaners, Machine Operators, Installers/Assemblers, Surfacing & Coating Employees, Entry-Level, Lift Truck Driver - Transportation & WarehousingShort-haul drivers, Line-haul drivers, Engineers, Pilots, Service Operation Dispatchers, Pick-up & Delivery Drivers, Truck Drivers - Retail & HospitalityCrew Members & Restaurant Managers, General Managers, Area Managers, Drivers, Guest Services

Traditional Safety Methods

• Companies develop safety methods by incorporating a variety of strategies:

– Enhancing protocols and procedures– Addressing counterproductive work

behaviours– Reducing occupational stress and strain– Instituting risk management initiatives– Promoting safety values


PresenterPresentation NotesFrom the beginning of the industrial age, organizaitons have been focused on improving productivity. Part of production efficiency starts with having the trained people on the job, and the equipment and systems in working order. Accidents obviously effect both.

Enahncing protocols and procdures continues to play a key role in safety trianing. As accidents continue to occur we have post accident investigations, often leading to a better understand of process improvement and new ways of doing a job safter.

Drug/Alchohol spot checks help us identify work behaviours that put the entire faciltiy at risk, we also see risk management initatives focused on identifying common types of errors and projected accidents.

The Current Situation

• During the past 10 years, large improvements in safety have been achieved through improved hardware and design, and through improved safety management systems and procedures.

• However, the industry’s safety performance has levelled out with little significant change being achieved during the past few years.


• Taken from, “A Practical Guide for Behavioural Change in the UK Oil & Gas Industry”



Why is Safety Important?

What are yourCurrent Safety Challenges?

The Cost of Workplace Injuries

Even with all of these traditional methods, businesses still spend $170 billion a year on workplace injuries and illnesses.

To reduce this staggering figure, organisations must understand how individual personality characteristics can result in unsafe behaviour.



Why Is Safety Important?

• Serious Injury or Work-related illness estimated at $155 Billion to $355 Billion annually in lost revenue

• Direct Annual Costs to Companies– Medical costs -- $26 Billion– Medical insurance costs -- $5.5 Billion– Indemnity insurance costs -- $6.8 Billion

• Indirect Annual Costs to Companies– Lost earnings -- $67 Billion– Benefits -- $15.7 Billion– Workplace training, re-staffing, & disruption -- $2.2 Billion


0 0.5 1 1.5 2 2.5 3 3.5 4 4.5 5

Healthcare and Social Assistance

Utilities

Transportation and Warehousing

Trade, Transportation, and Utilities

Manufacturing

Construction

Mining

Agriculture, Forestry, Fishing and Hunting

Natural Resources

Goods Producing

Incidence Rate

Incidence Rates for Cases with (1) Days Away from Work and (2) Job Transfer or Restriction by Case Type and Industry Sector

Cases with days away f rom work

Cases with job transfer or restriction


0 0.5 1 1.5 2 2.5 3 3.5 4 4.5 5

Private Industry

Service Providing

Wholesale Trade

Retail Trade

Information

Financial Activities

Professional and Business Services

Edication Services

Leisure and Hospitality

Other Services

Incidence Rate

Incidence Rates for Cases with (1) Days Away from Work and (2) Job Transfer or Restriction by Case Type and Industry Sector

Cases with days away f rom work

Cases with job transfer or restriction

BackgroundIndividual differences vs. Personal characteristics

•Today, we are seeing a renewed interest in the study of individual differences underlying injury and accident

liability.

•Thirty years ago, a worker’s personality was considered the most important factor in accident causation – which led to

certain workers being identified as “accident prone.”

•Century Research Corporation disputed the idea that such individual difference variables (personality, gender, age, or

intellect) were significant determinants of accident potential.

•Accidents were a product of situationally-induced stressful life events.


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The idea of building a safer, more engaged corporate culture requires an ongoing commitment to:

Begin with the right employees • Make a safety culture testing procedure part of the hiring

process. • Start with people with a propensity for safety.

Train managers • Recognize risk-prone employees and coach those employees.

• Identify and assess those most likely to cause an accident.

Educate employees • Help employees understand how their personality affects

workplace safety. • Put real-world situations in front of them that relate directly to

their safety.

Building a Safety Culture

PresenterPresentation NotesThe NRC investigated both design improvements as well as operator’s qualifications, including what they termed emotional stability.

The Edison Electric Institute (EEI) sponsored a consortium research study involving their various member companies and nuclear operating facilities. Their goal was to define, assess, and recommend methods to certify the “emotional stability” of operators.

In Hogan’s view, whatever aberrant behaviour that occurs among operators in power plants is not due to what would typically be considered to be emotional instability.

Rather, it is more likely to be a function of poor job fit.

Talking points for the first bullet – Will they follow the safety process?Will they be receptive to safety training?Will they wear their prescribed protective clothing?Will they change their unsafe behaviours based on safety related feedback?

Personality and Safe BehavioursPast research indicates a relationship exists between personality and safety-related job outcomes.

Studies show people who exhibit the following are more likely to engage in behaviours that result in workplace injuries and/or safety-related incidents:


PresenterPresentation NotesIndividual differences vs. Personal characteristics

Today, we are seeing a renewed interest in the study of individual differences underlying injury and accident liability.

Thirty years ago, a worker’s personality was considered the most important factor in accident causation – which led to certain workers being identified as “accident prone.”

Century Research Corporation disputed the idea that such individual difference variables (personality, gender, age, or intellect) were significant determinants of accident potential.

Accidents were a product of situationally-induced stressful life events.

For over 30 years, Hogan has focused on predicting various aspects of job performance. Safety behaviour is in our view one of the most critical aspects of behaviour. An employee may be your best selector in a warehouse, they are fast, accurate, but when the fall from the top of the rack, they are also your biggest risk. Performance is holistic in terms of doing things the right, safe, way, and personality is a key predictor of a persons willingness and focus on following proper safety processes.


Safety in the News“The most recent data on workplace fatalities

show that deaths rose 2 percent in 2006 to 5,840, the highest level since 2002.”

“These things happen in good as well as bad times, but in an economic downturn there’s more pressure on people to get more done for less time and less money,” says Michael Belzer, associate research scientist with the Institute of Labor and Industrial Relations at the University of Michigan.

http://www.youtube.com/watch?v=kUVnbJ2Rf5I


Safety in the News

… The federal Occupational Safety and Health Administration should really take the lead in this area to ensure that training for crane operators coincides with changes in the industry…

…About 80 workers each year die from crane-related incidents, according to OSHA….

PresenterPresentation NotesRepeat accidents in major city’s like NYC make the news, but accidents happen everyday in every industrial sector. The focus becomes on enforcement rather than prevention, and as we would suggest people.


Safety in the News

“Safety-related tendencies aren’t easy to detect up-front at interviews or reference checks, and it’s not as if employers can put candidates out on the road and watch them over a period of time to find out.” - Bev Marshall, Organizational Psychologist

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CLIMATE SURVEY

SAFE SYSTEM


CLIMATE SURVEY

SAFE SYSTEM

•The Safety Climate Survey identifies critical factors that can be used to improve the safety climate in the workplace. Employees provide information, which helps organisations identify key safety issues than can improve safety.

•Results of the survey provide critical risk analysis that can be used in the company’s planning cycle and safety strategy.


CLIMATE SURVEY

SAFE SYSTEM

•Technical Facts:

•Based on unsafe work behavior research since the 1970s

•Employees complete the safety awareness index, identify key priorities and provide written comments

•Consists of 40 questions

• Conducted online or written questionnaire

•Customised according to demographics and respondents

•Report provides benchmark scores, identifies key concerns and concludes with specific recommendations

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CLIMATE SURVEY

SAFE SYSTEM

•The report:

• 10 Safety Awareness Themes

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CLIMATE SURVEY

SAFE SYSTEM

• Quantitative and Qualitative Data

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CLIMATE SURVEY

SAFE SYSTEM

• Quantitative and Qualitative Data

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SAFETY ASSESSMENT

SAFE SYSTEM



So…Why a Safety Report?

• It is the first step to risk management• Unsafe workers create considerable expense for companies

and consumers alike• Can use as:

– A personnel selection aid– An assessment of current workforce to uncover training needs

• Hogan has been researching predictors of safety-related behaviours for nearly 30 years across a variety of industries


Safety Competency Model

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• Defiant – Compliant– Following standard operating procedures (SOPs)

• Low scorers defy authority, and may ignore company rules– Example: a low-scoring power plant technician might ignore safety

procedures and policies, leaving him/herself open to injury• High scorers tend to follow rules and guidelines

• Panicky - Strong– Handling Stress

• Low scorers may panic under pressure– Example: a low-scoring air traffic controller may lose his/her cool when

encountering an emergency, putting others’ lives at stake• High scorers tend to be sure of their decisions



PresenterPresentation NotesDefiant – Compliant: three workers were reported to have been troubleshooting electrical switchgear at the Cudahy, Wis., facility when electricity arched and exploded. OSHA's investigation revealed that the three workers, all of whom received first, second and third degree burns throughout their bodies, were not using insulated tools,_ were not wearing proper personal protective equipment, and were not following appropriate safety standards

http://www.youtube.com/watch?v=MSPsrhCPt-0http://www.youtube.com/watch?v=iqZ47FBw1YU

• Irritable - Cheerful– Maintaining emotional control

• Low scorers may easily lose their temper– Example: a low-scoring law enforcement agent who loses control of his/her

emotions in a stressful situation risks getting self and others harmed • High scorers tend to remain calm, even in stressful situations

• Distractible – Vigilant– Focusing attention over time

• Low scorers can be easily bored, and become inattentive– Example: an assembly line worker who is easily bored may lose concentration

when working on repetitive tasks, risking injury or mistake• High scorers tend to stay focused on the task at hand

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http://www.youtube.com/watch?v=dCHdZxO4_tQhttp://www.youtube.com/watch?v=HECMVdl-9SQ

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Safety Competency Model• Reckless – Cautious

– Avoiding unnecessary risks over time• Low scorers are prone to taking unnecessary risks.

– Example: a roughneck who is reckless and may play around at work or fail to wear the proper safety equipment, endangering himself and others.

• High scorers tend to evaluate options before making risky decisions.

• Arrogant – Trainable– Engaging in training & development opportunities

• Low scorers overestimate their own competence and as a result may be difficult to train

– Example: A welder may not engage in active learning with training programs for new techniques in the field, overestimating his/her competence

• High scorers tend to be willing to listen to advice and take advantage of opportunities to learn more


PresenterPresentation NotesARROGANT TRAINABLE: 3 workers died. There is mounting evidence that the three workers lost their lives because the construction companies were under pressure to complete the project on schedule, regardless of the risks they had to take. The widow of Jerome Starr told the Milwaukee County Medical Examiner's Office that workers did not want to proceed with the lift because of hazardous conditions caused by high winds. Ramona Starr said she had visited her husband on the site shortly before the lift and he told her that the ironworkers had argued with a supervisor, saying it was too risky to proceed. The medical examiner's report stated, "there had been an argument about the advisability of placing the roof section, reportedly some ironworkers felt the weather, i.e., the wind, was too strong.

http://www.wsws.org/articles/1999/jul1999/milw-j23.shtml

http://www.youtube.com/watch?v=V8ZmOgMlyREhttp://www.youtube.com/watch?v=LWlj5nEqRCE

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Implementation of the Safety Report

• About the report– General information – Breakdown of sections– How it works…


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About the Safety Report• Generated from the Hogan Personality Inventory

(HPI)– Hogan Personality Inventory (HPI)

• A Business-related measure of normal personality• Designed to predict occupational success• Developed exclusively based on data collected from working adults• No invasive or intrusive items• Items written at 4th grade reading level• No adverse impact• Fully internet enabled• Available in multiple languages• Typically takes 15-20 minutes to complete

– Assesses safety-related competencies that predict safety- related behaviours in the workplace


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About the Safety ReportThe report has 2 main features:

1) Presents information about 6 dimensions of personality• Each personality dimension is represented along a continuum

– Panicky Strong• Each dimension contributes to a different aspect of safety

– Defiant Compliant– contributes to willingness to conform to standard operating procedures

– Distractible Vigilant – contributes to the ability to focus one’s attention over time

• Each dimension is presented as a score on a 5-point scale

2) Gives an overall “Best Safety Practices” score• Combined score – represents an “average” across all 6

dimensions


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About The Safety Report

• 7 Total Pages with 4 Main Sections– Section I (Scale Definitions and Graphic Report Results)– Section II (Optional – Average Overall Safety Score)– Section III (Optional – provides developmental recommendations for

moderate and critical challenges)– Section IV (Optional – Overall Employability in terms of three broad

components of performance

• Off-the-Shelf (no additional research study required)• Easy to Use and Understand• Created Based on Input from Safety Managers and

Consultants


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Using the Safety Report• For Selection

– Screening out applicants who are at higher risk of engaging in unsafe behaviours

– Screening in applicants who are most likely to display safety- related work behaviours

• For Development/Training– Training and needs analysis of current workforce


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How it works…

Participant logs into Hogan Assessment

Platform and completes the assessment

(Also available in paper form)

System generates report and emails

to assessment administrator


http://bp0.blogger.com/_jhEGP2tpmnc/R7q_wl3mEDI/AAAAAAAAAOY/lDTkzr27UZI/S1600-R/typing.jpg

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The Safety Report


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Report Layout

Provides feedback regarding six safety-related competencies

Safety-related strengths and development needs

Overall safety-related recommendation


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Report Sections


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Report Sections

•The General Employability Scales are taken from the Hogan Advantage Report

•These competencies have been identified by SMEs and previous research as critical to performance across entry-level jobs from a pool of 56 competencies

•The validity of the scales was then analysed using data from the Hogan Research Archive


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Report Sections


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COACHING PROCESS

SAFE SYSTEM


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The Coaching Process

•Training Supervisors• To interpret and use the reports for the development of staff

•Increasing Individual Self-Awareness•Safety Report Administration

•Leadership Development•Providing leadership with the necessary feedback to build and

maintain a culture of safe working practices


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The Coaching ProcessCOACHING PROCESS – A MODEL


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The Coaching ProcessCREATING A SAFETY PERFORMANCE IMPROVEMENT PLAN



Case Study #1: Freight• Background

– Organization: • Large, mid-western U.S. freight &

shipping organization

– Administered during employment– Participants:

• 154 individuals with tenure of 3 years or longer

• Longer tenure provides more opportunities for incidents

– Criterion: • Recordable accidents


Case Study #1: Freight• Results

– Compared to the Below Average Safety group:• Employees in the High Safety group had over 55%

FEWERFEWER recordable accidents.• Employees in the Average Safety group had over 45%

FEWERFEWER recordable accidents.

Safety Practices

Below AverageAverageHigh• The High Safety group had

less than half the number of recordable accidents when compared to the Below Average group.


Case Study #2: Bus Drivers• Background

– Organization:• Large, west-coast U.S. metropolitan transportation

organization

– Participants:• 185 Bus drivers

– Criteria:• Accidents• Rule violations• Worker’s compensation claims• Customer complaints


Case Study #2: Bus Drivers

• Over 20% fewer20% fewer accidents.

• Over 40% fewer40% fewer rule violations.

• Over 25% fewer25% fewer worker’s compensation claims.

• Over 10% fewer10% fewer customer complaints.

• Results– Compared to the Below Average Safety group, drivers in

the High Safety group reported:

Accidents Rule Violations Worker's Comp Customer Complaints

Below Average SafetyHigh Safety


Case Study #3: Manufacturing • Background

– Organization: • Mid-western U.S. manufacturing

organization• Administered prior to or during

employment– Participants:

• 32 assembly workers with tenure of 1 year or longer

• Longer tenure provides more opportunities for incidents

– Criterion: • Worker compensation claims

filed over the past 2 years


Case Study #3: Manufacturing• Results

– Compared to the Below Average Safety group, assembly workers in the High and Moderate Safety groups reported less compensation claims:

Predictor OutcomeSafety Outcome

Claim No Claim % With Claim

Low Safety Group 9 4 69.23%

Moderate and High Safety Groups 6 13 31.58%

These results demonstrate that workers in the Low Safety group are over 2.2 x more likely to file a compensation claim compared to the Moderate and High Safety groups.

Slide Number 1AgendaHogan at a Glance…Hogan at a GlanceSAFE SYSTEMIndustriesTraditional Safety MethodsThe Current SituationSlide Number 9Why is Safety Important?The Cost of Workplace InjuriesWhy Is Safety Important?Slide Number 13Slide Number 14Slide Number 15Slide Number 16Personality and Safe BehavioursSafety in the NewsSafety in the NewsSafety in the NewsSAFE SYSTEMSAFE SYSTEMSAFE SYSTEMSAFE SYSTEMSAFE SYSTEMSAFE SYSTEMSAFE SYSTEMSo…Why a Safety Report?Safety Competency ModelSafety Competency ModelSafety Competency ModelSafety Competency ModelImplementation of the Safety ReportAbout the Safety ReportAbout the Safety ReportAbout The Safety ReportUsing the Safety ReportHow it works…The Safety ReportReport LayoutReport SectionsReport SectionsReport SectionsSAFE SYSTEMThe Coaching ProcessThe Coaching ProcessThe Coaching ProcessCase Study #1: FreightCase Study #1: FreightCase Study #2: Bus DriversCase Study #2: Bus DriversCase Study #3: Manufacturing Case Study #3: Manufacturing

Hogan SafeSystem - BHSEA · 2016. 7. 29. · Hogan at a Glance … • World’s ... • Providers...

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