Ticket to Ride - Cancelling the Toxic Employees Free Ride

Perth Safety ConferenceLegal & International

7 August 2012

Speaker: Andrew Douglas

The Why What Continuum

Why WhatHow

The Levers in your Organisation

• People• Structure• Culture

What Motivates People to be Safe

• Autonomy / Accountability• Mastery / Competent capability• Purpose / OHS core business

(see Daniel H. Pink, “Drive”)

Measuring Cost

• Workers’ Compensation• Retention / Loss• Reputation / Trust• Opportunity cost / Lost production/quality

“How” driven by “What”

Levers:

Production (volume)

IT (facilitative)

HR (problem solving)

Industrial (cost control)

OHS (compliance)

Quality (exception based)

Sales (volume)

Innovation (mimickery / happenstance)

• A delivery not engagement model

• The more “What” pushes the levers the greater the risk to the brand, delivery and values

• “What” hides toxic employees until something breaks. Then too difficult to dislodge without risk

• What focuses on production at all costs and does not cost “safety”

Drivenby

What

“How” driven by “Why”

Levers:

Production (quality/innovative)

IT (enabling)

HR (collaborative/critical to production outcome)

Industrial (accountable)

OHS (shared competent capability)

Quality (driven by values/pride/accountability)

Sales (high margin)

Innovation (central to all work behaviour)

• Delivery by accountable engagement

• The more “Why” owned the better the business

• Toxic people identified immediately before cause problems and rejected by their peers

• Delivers competent capability in safety

Drivenby

Why

Why (high quality, clientfocussed, sustainable, innovative

and profitable

Owning Culture

• The island• Those who commute

Who is responsible for toxic employees?

Advertisement in The West Australian

Mountain Mining Co

Fastest growing iron ore miner in the world seeks a supervisor with a strong history of:

• Gossiping and damaging workplacemorale;

• Drinking and using illicit drugs; and• Sexual harassment.

Application to….

Toxic Profile

10

1

23

4

5 6 7

98

Supervisor* Time with 10* Time with 2-9 inc* Time with 1

* Toxic polluter* Vortex of risk

Toxic types

• Mr Munchausen• Mr Experience• Mr Pride• Mr Bully• Mr Sad

Why diagram for safety

Board

CEO

Supervisors

Workers Workers

Accountableownership

Trust

Education

Commitment / Flexibility

Ownership IdeasTruth

Skilled

The Safety Coil – Competent Capability (the safety stretch)

Managing risk

• Integration of HR, OHS and RTW ownership in business• Performance management methodology• “Outcome orientated” policies and procedures

Safety Leadership

• Defining:

1. Organisational case – why?

2. Organisational goals – what?

3. Organisational process – how?

CONTACT

VICTORIA

Dandenong40-42 Scott StDandenong VIC 3175Tel: +61 3 9794 2600

MelbourneLevel 22, 114 William StMelbourne VIC 3000Tel: +61 3 8615 9900

Andrew DouglasDir: +61 (3) 8615 9915Mob: 0488 151 503andrew.douglas@mk.com.au

NEW SOUTH WALES

SydneyLevel 21, 20 Bond StSydney NSW 2000Tel: +61 2 8298 9533

TASMANIA

HobartDobson Mitchell & Allport Lawyers59 Harrington StHobart TAS 7000Tel:+61 3 6210 0000

QUEENSLAND

BrisbaneLevel 14, 324 Queen StreetBrisbane QLD 4001Tel: +61 7 3235 0400

info@mk.com.au

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