OSH Leadership Coaching Pilot - SWR

Final report and outcomesLisa Barnes & Paul Fogarty

Why this pilot was important…

• Effective safety leadership drives safety performance

• Need capable supervisors to lead safety culture

• Enhanced EQ & personal accountability at coalface

• Leverage success of Safety Leadership Training

• Identify & address workplace development issues

Purpose of the Pilot

A Zero Harm initiative identified by OSH Branch

• “To engage with supervisors and foremen and work with them on areas that are roadblocks and prevent them from being fully effective in their roles (both in safety and in general workplace relations).”

Project Team

Working Group• Lisa Barnes – Pilot Coordinator, Client Rep, SWR• Paul Fogarty – Safety Coach, Growing in Focus

Stakeholders• Cathy Grasso – Sponsor • Scott Moorhead – Client• SWR RMT – “Steering Committee”• Ron Kemp – Mentor, Safety Dimensions

• Pilot funded under Zero Harm priority (OSH Branch)

The Process

• Minimum of 4 sessions with each coachee

• Program spanned 12 weeks – Coachees could attend as many sessions as they wanted

• Each coaching session lasts from 50 – 90 minutes– Depending on need and circumstance– Based on Coachee’s needs/priorities

Measures of Success for Pilot Project

• ≥ 4 meetings per participant with safety coach

• ≥ 20 coachees engaged & participating

• Self identified goals for each coachee – One issue must be safety related

(OSH Leadership Maturity Matrix)– Could include other personal / workplace issue

• Measurable success of pilot

OSH Leadership Maturity Matrix

• 12 safety leadership aspects

• 3 measures of maturity– Awakening– Involved– Embracing

• Useful to assess areas for improvement

– In both individuals & teams

• Strongly supported

• Will include in team leader PA’s (as defined in Regional Plan)

Occupational Safety and Health

Maturity Matrix SUPERVISOR/TEAM LEADER /PLANT MGR

L E A D E R S H I P

AWAKENING

INVOLVED

EMBRACING

1.

Champions OSH in the Workplace

Occasional discussions about team members’ ideas to progress safety. Occasionally gets into the field to supervise. OSH in some Performance Agreements.

In meetings seeks& supports team member’s ideas to progress safety. Sometimes gets out to supervise safety. OSH in all Performance Agreements.

Seeks& supports team members’ ideas to progress safety, in meetings and informally. Supervises safety. Regularly checks OSH in Safety Action Plan (“SAP”) is happening

2.

Communication and Safe Behaviours

Irregular team meetings. Infrequent reminders to consider safety first. Occasional reinforcement of need for safe job planning.

Most Team meetings are scheduled. Encourages employees to consider their safety first. Talks with team about safe job planning. Some checks.

Good structure in place for team meetings & minutes. Models expectation that safety must come first. Checks job planning and expects others to do same.

3.

Champions Health and Well-being

Neither opposes nor actively supports workplace health and well being programs. Is supportive (when approached) of others ideas to champion health in the workplace.

Supports workplace health and well being programs and sometimes promotes these to team. Supports health champions.

Always re-inducts employees to the workplace after leave. Actively encourages participation in workplace and personal health programs. Takes steps to minimise fatigue and stress in the workplace.

E M P O W E R M E N T

AWAKENING

INVOLVED

EMBRACING

4.

Reward and Recognition

On occasions recognises good safety performance. Rewards safe behaviour when prompted (when brought to supervisor’s attention).

Recognises good safety performance at team meetings. Rewards safe behaviour without prompting. Beginning to manage poor safety performance.

Recognises safety performance on most days. Actively seeks out and rewards examples of safe behaviour. Always manages poor safety performance.

5 .

Empowers and Inspires OSH Reps

Is aware of OSH Reps in the workplace and enables them to attend OSH Meetings. Occasional opportunities made for OSH Reps to participate in team meetings.

Makes opportunities for OSH Reps to present at and feedback at team meetings on OSH issues. Empowers OSH Reps to be active in the workplace.

Provides clear expectations of OSH Reps in the workplace. Supports development of OSH Reps through courses and coaching. Encourages commitment to “SAP”.

6.

Empowers OSH Hazard Close-out Activities

Follows up on outstanding hazards when requested to by manager. Sometimes discusses hazard close-out at team meetings.

Hazard reporting and close-out a regular item on team meeting agendas. Team members have clear understanding of support for hazard close-out and avenues for funding.

Actively seeks ways to control hazards in the interim and is creative in championing hazard close-out. Provides means for team members to close out simple hazards on their own.

PERSONAL RESPONSIBILITY

AWAKENING

INVOLVED

EMBRACING

7.

Safety Conversations “I Lead Conversations”

Is beginning to have challenging safety conversations with team members. Is supportive of team members learning how to have safety conversations.

Schedules time to supervise safety and have safety conversations with team members. Starting to encourage others to take time for safety conversations.

Creates a workplace in which safety conversations occur daily. Tracks and shares the results of the team’s safety conversations with individuals and with team.

8.

Action Completion

Is aware of actions assigned from hazards, inspections, audits and investigations. Attends to these in an ad hoc way. Sometimes encourages action completion in the workplace.

Makes time each week to attend to action completion and this is a regular agenda item for team meetings. Encourages others to complete actions assigned.

Champions close-out of safety actions in the workplace. Rewards and recognises prompt action completion. Action completion recognised in “SAP”.

9.

Training and Development

Ad hoc register for OSH training and development. Most times attendance at training is supported in the workplace.

OSH training is valued in the workplace and team members are strongly encouraged to attend. Non-attendance is followed up.

Visible signs of training schedules in the workplace. All team members understand their OSH training priorities and these are written in a development plan.

S A F E S Y S T E M S

AWAKENING

INVOLVED

EMBRACING

10.

Timely Response to OSH Issues

Sometimes responds to safety issues in a timely manner. Team members report some instances where supervisor has resolved OSH issues well. Sometimes investigates incidents and near misses. Occasional feedback given to staff.

OSH issues are prioritised and dealt with promptly. Team members report supervisor will always support OSH issues and usually close them out in a timely manner. Usually investigates incidents and near misses. Usually provides feedback.

Supervisor actively champions all members dealing with OSH issues as a priority. Team members report being supported to put safety first. Incidents & near misses are investigated - lessons shared. Strong culture of feedback on safety issues.

11.

Safe Job Planning and Contractor Management

Safe Job Planning is discussed for big jobs. Some evidence exists of SJP documentation in the workplace. Supervisor sometimes personally checks on contractors OSH performance.

Safe Job Planning time is scheduled weekly to discuss complex and high risk tasks. Job Planning records are checked weekly for high risk tasks. Contractors JSA are reviewed.

Supervisor actively encourages and checks on Safe Job Planning, tracks progress and provides feedback and recognition. Start-up checks occur for most contractor works.

12.

Injured Employees

Usually accompanies injured employee to Dr and provides Drs letter with light duties list. Sometimes calls to check on injured worker and provides duties if requested to.

Always accompanies injured worker to Dr with Drs letter and light duties list. Provides active support for employee in the workplace.

Always supports the rehabilitation of injured workers in the workplace. Manages fitness for work, arranges support for and checks on fitness even after employee is back to full duties.

OSH Leadership Maturity Matrix as a tool

• Leads to increased understanding of team leaders, teams and individuals on their OSH accountabilities– Clear and quantifiable expectations of performance

• Identifies opportunities for personal and team growth

• Can be coupled with PA / Development Plans to improve OSH culture and leadership

OSH Leadership Maturity Matrix as a tool

Example of use:

• Team leader asked her team to assess their maturity against the OSH LMM

• Identified benefits:– Very positively received by team– Identified opportunities to improve team culture– Clarified accountabilities and expected behaviours– Helped open channels of communication – Cascades coaching approaches to others– Reinforces learnings of team leader

Evaluation of success

The following slides will demonstrate success of this pilot

• Participation rates– Number of participants & sessions– % participation per week

• Personal feedback from participants– “Impact on me” – “Impact on team/workplace” – Improvements against OSH Maturity Matrix

• Feedback informed coaching (ORS & SRS)

• Safety Dimensions 2010 assessment tools – Participant Evaluation of self & coach– Managers evaluation of coachee

Number of Coachees attending Each Week

Number of Coachees attending Each Week

• Target >20 coachees participating: 26 coachees participating

• Target - >4 sessions per coachee Average of 5.6 sessions per coachee 19 coachees ≥ 4 sessions 12 coachees ≥ 6 sessions

Number of Coachees attending each week

• What hindered participation? – Work commitments, illness, planned leave,

sufficient coaching received, not interested

• What needs to be improved– Coaching not marketed effectively

– Not enough lead time to sell benefits & allay fears

– Mgt to be more familiar with coaching (advantages, experience and expected outcomes)

– Mgt to market better

– Mgt to support coachees to embed their learnings

Feedback informed coaching - description

• ORS = how life impacts workplace• SRS = immediate feedback on coaching session

• This enables the coach to use evidence based practice and to adjust their style for a more effective coachee outcome at the next session.

ORS = how life impacts workplace(Each line is an individual employee)

SRS = immediate feedback on coaching session (Each line is an individual employee)

“Impact on me” feedback – coachee quotes• To assist better with certain employees that require constant reminders on safety (JHA’s), also their

own payroll claims. Being able to coach/train these employees, like on job training

• Given an awareness of how/why issues evolved. Now have tools to address issues. An insight into others behaviour.

• Greater awareness of my role, formalising issues, structured meetings, forward planning.

• Better understanding of how to avoid conflicts & resolve issues

• To think before addressing the team and the way they feel. Not raising my voice and trying to have a win-win. Responding more to behaviour and listening

• Given me extra ideas when coaching my team

• Make myself think more about what others requirements are, and will be

• Very positive. Eye opener about OSH Capabilities Matrix. Made me reflect more on OSH (and other) issues in our team and what sits behind the behaviour observed. Gave me tools and courage to, in a constructive way, confront team members on a range of issues that needed to be resolved. Made me focus on my supervising skills/tasks and not only on day to day activities.

• I found the coaching sessions were good value for me and started me thinking about how I lead. To communicate better, listen, and structure my sentences better. To plan better which helps with work scheduling and intermediate work

• Assessment of my wellbeing. Life-work relationships. Identified impacts. Reassessment of my life priorities. Ideas to embrace change.

• Focus and understanding

• Beneficial guidance on my communication techniques as to safety leadership. Made me more aware of my role as a safe work leader for my team. Assisted me in reaching for personal goals

• The sessions make me think about what I need to improve and how to do it. I think it has been very positive

“Impact on team/workplace” – coachee quotes• Increased understanding, improved approach to team members, able to pinpoint issues

and discuss them without turning a spark into a volcano

• More structured approach when approaching & coaching/mentoring staff on issues. Clearer delegation

• Be able to listen & give appropriate advice. Be able to take feedback appropriately and give direction

• To bring to mind what I already know and integrate it into the workplace

• My team has had ideas presented to them via different angles

• To be able to transfer knowledge to others and understand the methods used

• Positive. Through a number of discussions with a team member, helped him to take control of his own area (sub-team empowered). Through ILEAD discussions, got to know team member better and understand better what is causing problems – need more work on this to improve performance, relationship, etc. Team is now aware of our OSH responsibilities. Team is now committed to improve our OSH performance and at our next meeting we are going to explore the how, when, what of this

• To structure a meeting better so that there are outcomes others will take ownership on and follow through. We are communicating better and are more organised.

• Reassessment of my work commitments. Reinforced importance of all supervisors/team leaders being on the same page – expected standards, behaviours, etc. Use of Safety Matrix in discussions to involve/embrace personal responsibilities – development of operational plan with forepersons. Increased focus.

• Improved clarity. More reflection on what is communicated.

• Too early to tell as yet but have noticed a more open attitude in conversations in relation to work procedures plus a notable change and acceptance of my role as team leader while also being a strong team member.

• Early days yet but I am starting to implement some ideas and strategies and can see that we already discuss and think of safety more often

OSH Maturity Matrix – improvements implemented L E A D E R S H I P

Your order of priority (H,M,L)

What did you do to improve this leadership accountability and what improvements have you seen or experienced

1.

Champions OSH in the Workplace

H=5 M=2 19

Involve team in assessment (where do we fit in the Matrix) Ensure all JSA/JHA forms filled out for all routine/non-routine work I took a more proactive, positive approach and noticed it rubbed off on the

team

2.

Communication and Safe Behaviours

H=7 L=1 22

JSA & work planning done an all tasks to review normal actions Safety is first on the agenda at weekly toolbox meetings Safety is a larger component of toolbox meetings. We talk about it more. To make sure this team understand that they are accountable for each

other and to make sure they consider all safety aspects of their work environment

3.

Champions Health and Well-being

H=3 M=2 L=3 16

Completed 2 re-inductions We follow Corporate requirements and communicate as a team if we face

fatigue issues

E M P O W E R M E N T

Your order of priority (H,M,L)

What did you do to improve this leadership accountability and what improvements have you seen or experienced

4.

Reward and Recognition

H=5 M=1 L=1 18

We have discussed this at a team meeting and we feel that it is best to verbally acknowledge good outcomes

Team has regular recognition of any new initiatives We reward and recognise safe behaviour

5 .

Empowers and Inspires OSH Reps

H=3 M=3 L=1 16

Team OSH Representative to liaise and attend another teams meeting OSH rep has time at our toolbox meetings to provide feedback on issues Promoted issue of team OSH representative to chair safety section of

fortnight team meetings Identified a need for greater contact and communication with OSH Rep

6.

Empowers OSH Hazard Close-out Activities

H=5 M=2 19

Hazard closed is not a big issue, but lack of reporting hazards is All “old” hazards have recently been reviewed and closed out with the

help of the OSH team We raised 58 hazards as a team last year. All are closed out or have an

action in place.

OSH Maturity Matrix – improvements implemented cont… PERSONAL RESPONSIBILITY

Your order of priority (H,M,L)

What did you do to improve this leadership accountability and what improvements have you seen or experienced

7.

Safety Conversations “I Lead Conversations”

H=4 M=2 L=1 17

Discuss safety at every toolbox meeting. We now all take an active role in our responsibilities

8.

Action Completion

H=7 21

Employees now doing end of day logging off their PDA’s Any actions are closed out with the team contributions ASAP This is often financially driven and much is dealt with outside of the team

9.

Training and Development

H=6 M=1 L=1 21

Give the responsibility for assessing work to be done to others, and watch them develop their own work ethic (delegation)

OSH training is mandatory I am working on these areas and expect to improve

S A F E S Y S T E M S

Your order of priority (H,M,L)

What did you do to improve this leadership accountability and what improvements have you seen or experienced

10.

Timely Response to OSH Issues

H=4 M=3 18

Incidents are logged and debriefs follow

11.

Safe Job Planning and Contractor Management

H=6 M=1 20

Requested JSA’s from contractors - now be our standard approach All major clients have JSA in their file, reviewed before work commences. All contractors are WC inducted & site inducted. CTW permits issued for

all work

12.

Injured Employees

H=4 M=1 L=2 16

As per WC policy, and help where possible if not a WC issue.

Final Coaching Evaluation

Outcomes / observations

• Participants highly complementary of coaching pilot and would recommend to others

• Benefits - helped coachees:– Focus on what they can influence– Increase their understanding of accountabilities – Improve their perception/attitude to change– Celebrate their strengths

• Improved approach/behaviours noticed by staff• Promotes sharing of explicit and tacit knowledge• Coaching seen as a resource for learning & development• Coaching a team leader, their supervisor and their line

manager has greater benefits for the whole team

Recommendations for the future• Format of coaching:

– 12 week program – allow for contingencies– Follow up coaching session after ~3 & 6 months

- Eg once per week for a month- Also opportunities to bring along new supervisors at that time

• Clarify linkages with existing plans & programs– Existing culture & leadership dvpt initiatives & training– Role of coaching vs management accountabilities vs EAP

- for managing stress and welfare of our employees

– Raise awareness with management & staff

• Coach “fit” essential to success according to the coachees– Professional and experienced coach– Contractor to the WC, not employee– Flexibility to fit changing work priorities of our staff

Recommendations for the future (cont…)

• Management commitment required– Understand coaching process, benefits and expected outcomes– Build strong awareness and support with coachees prior – Coach participants during and after, including prioritisation of

work to facilitate their involvement

• Establish a key contact person – Facilitate/coordinate coaching program– Weekly meetings (approx) with coach to resolve issues

• Coachee prerequisites/preparation – LSI to understand self– Safety Leadership Program to understand tools and theories – Assess OSH LMM of self near beginning of the coaching session

and assess growth at future session (+6 months)

What else do we need to consider?

• How do we build capability of new supervisors quickly? – We often set them up to fail. Supervisor induction?

• Best method of providing coaching for each area – Intensity, time, location, format

• 1 or 2 coaches contracted to us or network or both?

• Demographic cliff – Preparing people for retirement, sharing their knowledge

• Coaching Culture change Zero Harm

Over to you…

• The success of the coaching program rests with your leadership and support