Designing and Executing Effective Safety Incentive Programs

Introductions

Karen Turner, Marketing ManagerUSMotivation

John Domenick, Independent executive consultant, trainer and project manager, Leadership Intelligence

Jim Custer, PrincipalROI Performance Group

Safety Incentive Programs

Assumption:

Rewards for safety are intended to improve safety

Reality:

Injuries on the job are caused by a number of manageable factors:

• Work Methods/design

• Productivity Pressure

• Habitual Non-compliance

Safety Incentive Programs

Every year in America, nearly 4 million people

suffer a workplace injury from which some

may never recover.--OSHA

Safety Structure

Behavior

Safe work processes

Work environment

Critical Program ElementsFocus: Determine what you want people to do

• Expectations of Senior and Middle management, front line supervisors, associates

Control: Do your employees have control over

• Job performance?• Work practices?• Performance Measurement Systems?• Feedback Systems?• Reinforcement and Recognition?• Rewards?

Significance: Are the rewards meaningful?

• Impact on their Wallet?• Impact on their Work Environment?• Prestige?

What Not to Do

In an unsafe work environment a Safety Rewards program will be viewed with contempt• People must have some level of control over their own safety

Rewards for team results alone can NOT produce predictable individual behavior

• Teams are made up of individuals, who act individually

Rewards that are not given frequently will not impact routine short-cuts or bad habits

• Positive Immediate and Certain Consequences

Implementing a Program

Don’t implement a program unless the essentials are in place:

Physical Environment (lighting is good, tools are available, and machinery is working, plans are in place to make improvements)

Safe Work Processes are in place (procedures are realistic, people have been trained and are aware of the policies), and the work process allows people to produce in a safe manner.

• Clearly identify your purpose for the program• Identify all performance requirements (manager,

supervisor, employee) that will contribute to prevention measures

• Accurately and effectively communicate performance expectations and results objectives

• Provide skill training in performance areas as required

• Establish budget/funding for the program• Identify and deliver meaningful rewards for group results• Regularly communicate with participants • Offer tangible recognition for individual performance• Monitor and continually improve the system

Implementing a Program

Key Points

• Vary recognition and rewards – don’t escalate.• Never take away rewards that have been earned!• Leaders at every level have to play an active,

visible part in the program• Link social recognition with tangible rewards