A provider of digital security tools has an exceptionally broad perspective on the internal processes of different kinds of organisations and the different ways to approach the development of safety. Each organisation is unique, but in surprisingly many cases, the challenges involved in the development of safety are very similar. Here are some examples of these challenges and tips on how to effectively respond to them.
1. Risks related to safety have not been assessed
An up-to-date situational picture is one of the main pillars of safety. Without up-to-date information on the state of affairs, it is difficult to plan future guidelines. There is nothing new or special about this in itself, but in reality, things are surprisingly often based on assumptions and guesswork. Day-to-day work tasks easily keep everyone so busy that the risk management necessary for the development of safety, particularly the identification and assessment of risks, is deprived of the attention it deserves.
It is very common that measures such as the assessment of the hazards and risks of work are only taken when it is absolutely necessary, for example when an official inspection is approaching. In such a situation, it is unreasonable to expect that the sensitivity to identifying risks and the ability to respond to them would improve as expected. Most safety specialists are well aware of the importance of the assessment of safety risks for the development of safety, but the process is too often flawed. If the safety risks have been assessed at all, in many organisations, it was done too long ago.
Only regularity ensures that the situational picture of safety risks remains up to date. This situation will rapidly become untenable. Outdated operating models and tools can improve conditions only to a very limited extent. Without an appropriate solution, it is unreasonably cumbersome to clarify the situational picture. The first step to making progress is to change the attitude and then acquire the right tools that enable the development of better operating models.
2. The development of safety has not been prioritised, and the goals have not been communicated comprehensibly
Safety is a subject about which there is plenty to say, both at coffee tables and in management’s celebratory speeches. The subject is important and concerns everyone, regardless of their duties or responsibilities.
However, the development of safety too easily remains merely a topic of discussion, and the necessary measures identified for its development are not put into practice. Celebratory speeches and declarations, of course, have their place and value, as they can be used to shape the mindset of the organisation. However, the situation cannot be changed by means of words alone. Hardly anyone denies the importance of safety and its development, but practical measures are often left untaken when other matters take precedence.
Developing safety requires the right attitude, but after a certain point, concrete investments are also necessary. In order to achieve results, the development of safety should be made a key priority, and particular attention should be paid to communication.
Development goals should be heard, seen and, above all, felt. One of the most effective ways to bring the necessary momentum to the development of safety is to assign responsibility for it. Safety is not necessarily improved through the activities of one person alone, but a responsible person who is committed to their task is able to keep the matter topical and comprehensible.
3. The entire organisation does not participate in the development of safety
There are a number of practical facts that support the idea of assigning responsibility for the development of safety. However, when setting goals related to the development of safety, it should be kept in mind that the larger and wider the organisation and its operations are, the harder it is for one person, or even a committee of a few people, to achieve results.
Another common challenge associated with the development of safety is that not all employees are involved in it. Safety is a common concern for all employees in the organisation, which means that everyone’s input is needed to develop it. In most cases, the problem is the inadequacy of traditional development tools.
These are mainly designed for the needs of those leading or responsible for development, in which case the opportunities for ordinary employees to participate in development are limited.
Employees need to feel ownership of the development of safety. Without the experience of ownership, goals and guidelines will not find fertile ground and will be wasted. If the aim is to take the development of safety to a modern level, the introduction of modern tools should also be seriously considered.
4. The example of correct action is missing
Unfortunately, in many small organisations, safety is mostly discussed only when it is absolutely necessary, and instead of systematic development, only essential tasks are taken care of. In organisations where the goal-oriented development of safety is a more topical phenomenon, the work is primarily the responsibility of specialists. This is, of course, how it is supposed to be, but specialist work is sometimes characterised by a certain kind of siloing.
In such situations, the measures aimed at the development of safety are strongly based on pure theory. The result of siloing is the creation of guidelines and operating models for the development of safety that are not practical enough. Employees’ roles differ from each other, and general means are not always sufficient to explain how one should act in a certain situation.
Fortunately, it is very easy to tackle this challenge by creating operating models that allow employees to learn from practical examples. The development of safety must be made as open and transparent as possible, to ensure that everyone has the opportunity to learn and adopt the safest practices through simple practical examples.
5. Safety has not been made visible
In many workplaces, employees are very familiar with various signs, instructions and warnings hung at workstations and on machines. In many cases, these are even regulated by law. This means that the lack of appropriate safety guidelines is not only indicative of the organisation’s underdeveloped safety culture, but also of much bigger underlying issues.
Deliberate indifference and neglect always cost a pretty penny sooner or later – in the form of either accidents or fines. Safety and the related development goals require visibility, especially from the perspective of ordinary employees, but also the other way around. Poor visibility of safety and the safety situation is also a challenge in terms of development work.
Traditionally, those responsible for the development of safety have only a very limited number of tools at their disposal to help them see the causes and factors affecting the safety situation. Without information on the current situation, development is difficult, if not impossible.
6. Positive feedback is only provided randomly
Learning new things is not always the easiest task in the world. Even if the deployment is flexible and completed according to plan, it always takes time before new operating models take root in everyday routines. Operating models aimed at continuous development always require active monitoring to support them. The nature of active monitoring has a major impact.
Getting feedback improves people’s engagement and particularly their performance, and self-direction and an active approach should be rewarded with at least positive feedback. This reinforces the experience that safety belongs at the heart of operations and maintains alertness in terms of occupational safety alongside other work. Positive feedback is not something to be skimped on, nor should it be compensated for by criticism for the sake of balance.
Open development allows everyone to find tips for improving their own performance without being publicly reprimanded. Focusing on failures makes people wary of trying, which does nothing to improve the situation. The more you give positive feedback, the more often you get new reasons to give it.
Developing the safety culture?
When safety is brought into the core of the organisation’s operations, we can talk about a safety culture. A safety culture refers to a broad, organisation-wide approach to the management and development of safety.
A safety culture is not created by dictating, but is formed in practice when the values, attitudes and areas of expertise of individuals and groups meet in cooperation. Creating and maintaining a safety culture requires solid expertise, especially from management, because its core element is interaction with employees.
The commitment of management to a safety culture helps employees take development work seriously. This, in turn, supports the development of attitudes and skills in a more safety-oriented direction. In organisations with a strong and evolving safety culture, the well-being of employees plays an important role and is clearly visible in all areas and levels of operations.
Active monitoring of development, transparency, and rewarding of successes are all essential elements of companies and organisations with an evolving safety culture. A safety culture is not born in a vacuum, but is always based on the willingness to develop and the understanding of how development can be supported with various operating models and tools.