WORKFORCE ENGAGEMENT A practical guide

HSE attaches a great deal of importance to a culture where worker participation is encouraged. Our own studies show that firms striving for sustained business excellence by cultivating a genuine partnership between workforce and management also attain an overall reduction in injuries and work-related ill health. The reasons for effective Workforce Engagement are obvious - it creates a collaborative safety approach and fully utilises the skills and knowledge that only the workers on the ground have.

Steve WalkerHead of Offshore Division, HSE

We see Workforce Engagement with regards to safety matters as absolutely vital to improving all round safety performance. Those exposed to day to day hazards, the workforce, must be able to influence decisions affecting their safety and the safety of others. We dont see this as a difficult concept; wed say it was common sense.

Jake MolloyRegional Organiser, RMT

What Workforce Engagement in Safety means to industry

Steve Walker

Jake Molloy

Making the UK the safest place to work in the worldwide oil and gas industry

Step Change in Safety vision

Good Workforce Engagement is required if we are to deliver world class safety performance, however, the key question we need to address is how to sustain and improve engagement over time. We hope that regular use of the engagement toolkit, including repeated use of the survey, will foster continuous improvement. We also hope that over time the level of Workforce Engagement as measured by the engagement survey will become widely accepted as an additional Leading Indicator of safety performance. Through establishing industry Workforce Engagement benchmarks we can recognise, and learn from, those companies with exemplary engagement performance.

Mike Bowyer and Ian Sharp(Workforce Engagement Steering Group co-chairs)

Workforce disengaged with the safety effort

Workforce partially engaged with the safety effort

Workforce routinely engaged with the safety effort

Workforce and management working in partnership to improve safety

Workforce leading the safety improvement effort

What are we trying to achieve?

Mike Bowyer Ian Sharp

A focus on Workforce Engagement in Safety

What exactly is Workforce Engagement in Safety?

In a safety context, Workforce Engagement is the active participation of everyone in the workforce in managing and improving safety performance. When engaged, workers feel as able as managers to improve safety where they work. Workforce Engagement therefore means that all workers participate in and challenge how safety is managed where they work.

Why is Workforce Engagement important?

Great improvements in the safety performance of the oil and gas industry have been made over the last 20 years. However, the trend of improvements has flattened and accidents and incidents continue to happen, including:

Accidents resulting in serious personal injury

Incidents resulting in fire or the release of hydrocarbons

More and more incidents with a root cause being indentified as human factor issues or individual behaviours

If we are to make the UK the safest place to work in the worldwide oil and gas industry, we need the help of our whole workforce. An engaged workforce is one of the most effective active barriers against incidents and accidents for an organisation to have. In practical terms, this means creating a workforce in which everyone feels able to actively participate and free to challenge.

There is clear evidence that a fully engaged workforce will drive a safer workplace and will also result in improved overall business performance. This process does not have a natural end as there will always be opportunities to improve further.

Piper Alpha

Deepwater Horizon

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This practical guide describes these behaviours and obstacles relative to improved Workforce Engagement. The associated toolkit aims to help the workforce identify areas where improvements can be made and gives tips on how this can be achieved.

Workforce Engagement increases when positive engagement behaviours are seen to be the norm and obstacles to engagement are removed.

Involvement Condition of plant and equipment

See page 38 See page 9 & 10 See page 1115

Working Formula for Workforce Engagement

Positive engagement BEHAVIOURS

OBSTACLES to workforce engagement

CULTURE of engagement

Challenge

Participation

Negative engagementbehaviours

Adequacy of processes

Visibility

Communication

Support

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Positive Engagement Behaviours

Visibility

Communication

Support

Involvement Participation

Challenge

All roles on a worksite are seen to be openly promoting Workforce Engagement in Safety

All roles on a worksite engage and encourage others by consulting, listening, and including them wherever possible

All roles on a worksite actively provide and exchange safety-related information or news

All roles on a worksite help others engage in safety by providing time, resources and support whenever these are required

All roles on a worksite ensure their views and ideas about safety are heard

All roles on a worksite actively and positively contribute to the safety effort

Engagement behaviours have been divided into six key elements: visibility, communication, involvement, support, participation and challenge. The following diagram shows enabling behaviours that, when improved upon, can increase those positive behaviours listed as outcome behaviours.

Enabling behaviours

Outcome behaviours

At all roles within an organisation, people need to exhibit the correct behaviours to reinforce and support Workforce Engagement. The following pages list the behaviours expected from the workforce at different levels.

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Positive Engagement BehavioursSenior Management

Involvement

Ensure early involvement of the workforce when planning business changes that may affect their H&S

Encourage and recognise worker contributions to H&S improvements

Work with the management teams of other (partner) organisations to ensure an integrated approach to H&S

Prior to conducting worksite visits, research H&S issues and concerns, and prepare potential solutions to these

Conducts site visits to spend time with all members of the workforce

Spend time with the workforce on regular, planned visits to worksites

Visibly encourage workforce involvement in solutions to their H&S issues

Support

Set clear expectations regarding H&S for each worksite location and role

Provide people with the training and resources they need to be involved in H&S in a meaningful way

Provide people with the time they need to be involved in H&S in a meaningful way

Communication

Ensure the what and the why of H&S expectations are clearly understood by all groups in the organisation

Listens to workers views on H&S-related matters

Provide honest and timely feedback regarding workers views on H&S-related matters

Ensure that agreed H&S actions are managed to closure and communicated back to the worksite

Visibly recognise and communicate H&S achievements

Visibility

Senior managers are instrumental in establishing the behavioural expectations and reinforcing Workforce Engagement in Safety in their organisations.

4

Positive Engagement BehavioursSite Leaders

Involvement

Regularly initiate team discussions about H&S performance

Routinely involve safety representatives and the workforce when planning H&S improvements

Encourage safety representatives and workforce to share safe working lessons, knowledge and practice with each other

Work with the management teams of other (partner) organisations to ensure an integrated approach to H&S

Visibly reinforce expectations regarding H&S for each worksite location and role

Ensure a clear and mutual understanding of expectations about H&S behaviour when new workers and visitors arrive on site

Regularly participate in team briefs / informal team meetings in each worksite location

Visit individual work locations and get to know workers one-to-one

Demonstrate that production / time pressures never compromises H&S

Support

Adopt an open door policy by making themselves approachable for informal discussions about H&S issues and concerns

Provide people with the training and resources they need to be involved in H&S in a meaningful way

Ensure safety representatives have the training, time and resources they need to perform their duties effectively

Engage in regular dialogue with safety representatives in addition to communication during planned safety committee meetings

Provide one-to-one coaching to supervisors / foremen and safety representatives to improve their Workforce Engagement behaviours

Maintain a clear understanding of the strengths and limitations of the workforce in relation to H&S

Communication

Ensure the H&S priorities of different areas are clear, mutually understood, and communicated to the workforce

Respond quickly to H&S issues and concerns, and ensure progress remains visible to the worksite

Ensure safety committee meetings are formally documented with clear responses to any H&S issues raised

Maintain and share action registers for close-out of H&S issues

Provide honest and timely feedback on any H&S issues and concerns raised by workers

Visibility

Site leaders are critical in creating the environment and atmosphere for effective Workforce Engagement in Safety.

5

Positive Engagement BehavioursSupervisors / Foremen

Involvement

Encourage workers to actively participate in team discussions about H&S

Seek input from workers when planning H&S improvements

Involve workers and safety representatives in incident investigations / H&S-related inspections and audits

Encourage open reporting about H&S issues and concerns

Ensure a mutual understanding of expectations about H&S behaviour and practices with all workers and safety representatives in respective work areas

Prioritise spending time with the workforce at the work location on a daily basis

Take the time to get to know workers on a personal level

Be a H&S role-model by doing what you say in relation to H&S

Support

Maintain a clear understanding of the strengths and limitations of workers in relation to H&S, and take action to ensure the necessary competency to perform work safely

When required, provide one-to-one coaching to workers on H&S matters to ensure they perform their work safely

Ensure workers understand how changes in working practices may affect the H&S of themselves and their colleagues

Act quickly on H&S issues and concerns, and seek site leadership support where necessary

Communication

Set and reinforce clear expectations that workers need to take responsibility for the H&S of themselves and their colleagues

Seek to establish trust by treating workers with respect

Seek and listen to worker views on H&S

Provide regular feedback to workers on H&S priorities and progress updates on any issues and concerns raised

Visibly recognise positive H&S practices and behaviour

Visibility

Supervisors / foremen have a very strong influence on their teams attitude towards health and safety and Workforce Engagement in Safety.

6

Positive Engagement BehavioursSafety Representatives

Challenge

Ensure a mutual understanding with site leadership of safety rep regulatory functions

Work with site leaders to ensure enough time is allocated for the effective performance of the safety rep role

Encourage open reporting of H&S issues and concerns

Provide regular feedback to workers on any H&S issues and concerns raised

Actively seek opportunities to improve H&S performance

Challenge any work-arounds / short-cuts, or unsafe instructions, procedures, practices or behaviours

Participation

Regularly participate in team briefs and other informal team meetings

Regularly conduct H&S meetings with workers and encourage open and honest dialogue

Take time to meet any new members within your constituency to ensure a mutual understanding of expectations about H&S behaviour

Actively support H&S improvement initiatives by explaining the specific purpose and benefits of these initiatives to workers

Participate in incident investigations / H&S-related inspections and audits where appropriate

Regularly attend facility / cross-asset H&S meetings and monitor actions to close-out

Communication

Ensure the H&S priorities of different areas are clear, mutually understood, and communicated to the workforce

Respond quickly to H&S issues and concerns, and ensure progress remains visible to the worksite

Ensure safety committee meetings are formally documented with clear responses to any H&S issues raised

Maintain and share action registers for close-out of H&S issues

Provide honest and timely feedback on any H&S issues and concerns raised by workers

Safety representatives are the conduit to Workforce Engagement in Safety and need to proactively support open dialogue between workplace supervision / management and the workforce.

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Positive Engagement BehavioursWorkforce

Challenge

Insist on getting feedback on any H&S issues and concerns raised

Challenge any unsafe instructions, procedures or practices

Challenge any work-arounds / short-cuts

Challenge any unsafe behaviour on the spot

Stop work when you have a H&S issue or concern

Stop other workers from acting unsafely

Participation

Take the time needed to plan and undertake work safely

Check your assumptions about work tasks and verify understanding of the steps involved

Anticipate potential risks by appropriately using permit to work processes

Report any H&S issues and concerns to site leadership or safety representatives

Report incidents or near misses to the appropriate workplace supervisor

Report to your direct supervisor when unfit to work for any reason

Communication

Seek to establish trust by treating other workers with respect

Listen to feedback on your personal H&S behaviours and thank anyone who gives you feedback

Share safe working knowledge and practice with other workers

By taking personal responsibility for their own and their colleagues health and safety, an engaged workforce has the largest influence on incident-free operations at any worksite.

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There are many obstacles to engagement, which can be difficult to understand let alone remove. The following provides an overview of the different types of obstacles identified by workers in the UK oil and gas industry.

THE INDIVIDUAL

Negative engagement behaviours

Negative engagement behaviours are those that decrease participation and challenge in the workplace. They create worksites where people do not feel part of the safety management system. They stop people speaking up. They reinforce a hierarchical approach to safety and promote attitudes that safety is the responsibility of certain people / functions. They make worksites undesirable places to work. Negative engagement behaviours include:

not sharing information

not having an open door policy

not making time available for discussions and support

breaking commitments

responding to intervention in negative ways

treating contractors differently to permanent workers

failing to involve safety representatives

acting to undermine change efforts

not always welcoming constructive input and challenge

Why do people perform negative engagement behaviours?

Most of the time, people are unaware that they are performing negative engagement behaviours. They dont realise the impact that they are having their intentions are usually positive, but they arent translating this into behaviour as well as they could. Sometimes, people choose negative engagement behaviours because they feel these are a good way to reinforce their position, or the way that things are done around here.

Obstacles to Workforce Engagement in Safety

9

THE WORKSITE

Adequacy of processes

Inadequate processes are those that make people want to avoid them. They dont seem to result in the outcome they should they seem long-winded, out-of-date, too bureaucratic, or serving a purpose other than what they should. The processes which affect engagement are varied relating to things like training and development, risk assessment, production planning, maintenance and shut-down processes. Examples of inadequate processes can include:

not consulting safety representatives during implementation and review of processes

not actively seeking input on how and where processes can be improved

failing to review processes to ensure ongoing clarity

having poor communication and information sharing processes

a lack of coordination in scheduling and shut-down processes

Condition of plant & equipment

Not surprisingly, the condition of plant and equipment impacts how engaged people feel at work. Well-maintained, fit-for-purpose equipment makes it easier for people to engage with safety. If people in control of worksite resources are willing to invest in plant and equipment, they clearly value the safety and efficiency of the workforce. Plant and equipment in poor condition communicates an unhelpful key message, not to mention creating potentially hazardous conditions to work in. Factors involving plant and equipment which impact on how engaged people feel include:

pressure in capex, operating and maintenance budgets

poor housekeeping and general condition of plant

ageing equipment

Obstacles to Workforce Engagement in Safety

10

A Culture of Engagement

Engaged employees participate in safety and challenge the status quo by doing the following.

Visibility Communication SupportInvolvement ParticipationChallenge

Colour key:

Go the extra mile to improve H&S

Feel fully involved in H&S

Stop others from acting

unsafely

Report H&S issues

Look out for the H&S of co-workers

Care for their personal H&S

Work as a partner to improve H&S

Challenge unsafe work

practices

Raise H&S concerns

Respond well when unsafe behaviour is

challenged

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Visibility Communication

Leadership impact is only felt through decisions.

Leaders rarely visit worksites.

Communication is passive and on a needs to know basis.

Leaders generally only visit / become visible on worksites

when there is particular news to share.

Communication is regular, but typically one-way, top-down and information-focussed.

Leadership roles are often visible on worksites and are seen /

felt / heard to promote worker engagement in H&S matters.

Communication is often two-way, with clear messages and

content.

Leadership roles are frequently visible on worksites and are seen / felt / heard to promote worker

engagement in H&S matters.

Communication is frequently two-way. Active feedback

is sought to make sure that the messages sent are the

messages received.

Leadership roles are highly visible on worksites and

consistently available to workers to engage in all aspects of H&S

management.

Communication means dialogue frequent, multi-

directional, open, on all topics, and ultimately constructive.

Workforce

disengaged

with the safety

effort

Workforce partially

engaged with the

safety effort

Workforce routinely

engaged with the

safety effort

Workforce and

management working

in partnership to

improve safety

Workforce leading the

safety improvement

effort

LEVEL 1

LEVEL 2

LEVEL 3

LEVEL 4

LEVEL 5

Culture of EngagementMaturity Model

Safety is seen to be a management issue. The

common view is that workers should just follow the rules and let management take care of

safety.

Worker involvement is based on reactive management of safety in response to issues. When these occur,

they tick the box on worker involvement.

Managers provide opportunities to be involved, but participation is still seen as a worker responsibility.

Workers are proactive in the H&S improvement effort.

Managers encourage workers by walking the talk and

ensuring that any opportunity for involvement is taken

advantage of.

Workers lead the safety effort as much as managers do. Worker consultation and involvement in the management of safety is the norm involvement is the way

that things are done around here.

Involvement

means that the different roles on a worksite are seen to be openly

promoting workforce engagement in safety.

means that the different roles on a worksite actively provide and exchange safety-related

information or news.

means that the different roles on a worksite engage and encourage others by consulting, listening, and including

them as often as possible.

Definitions

Incr

easi

ng

en

gag

emen

t

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Workers are told what to do and then left alone to do it.

Managers rarely use soft skills when interacting with workers its all about getting the job

done.

Workers receive little or no support other than

instructions / directions to work. Support usually comes in the form of corrections regarding how to do the job

properly.

Leaders and managers usually provide resources and support

when required. Workers feel that they are accessible,

though support is still generally only provided through worker

request.

There is an open door policy in relation to any

support required by workers. Consideration is given to both

current and future needs.

Leaders and managers gauge their own success by the

competence and success of their workers. They anticipate

opportunities to provide personal and meaningful assistance and support.

Support

means that the different roles on a worksite help others engage in safety

by providing time, resources and support whenever these are required.

Workers only show up to do the minimum. Leaders and

Managers recognise workers only for their direct job-

related effort; workers take an approach of working only

to an acceptable minimal standard.

Safety rules and procedures are never questioned

managers, supervisors and the safety function dictate the way things should be done. Workers are only focused on

themselves.

Creating engagement is primarily seen as someone

elses responsibility. Workers only do more than is required

when they are watched; leaders and managers tend to take a

similar approach and think their intentions alone will create

engagement.

All levels of the workforce tend to think only about their own results. Intervention and

challenge is based around correcting others mistakes

and therefore mostly a negative experience.

There are some instances of people doing more than is required to get their jobs

done. Voluntary contributions to H&S improvement are

beginning to happen.

Workers usually report safety concerns, and challenge rules

and procedures that could be improved. Intervention occurs, but the impacts

of intervention can still be experienced as negative.

Workers have an active interest in things outside

their direct job roles, and act to directly engage others in the H&S effort. People who

dont look for opportunities to participate seem out of place.

Safety concerns and challenges are almost always raised and communicated. There is openness to H&S challenge intervention

is generally seen to be an improvement opportunity.

Going the extra mile for H&S is the normal thing to do. All levels of the organisation take responsibility for current and

future success and they work to improve the business together.

Intervention and challenge are frequent and always welcomed

across the worksite. Safety issues and concerns are seen

as learning opportunities. Everyone is seen to proactively challenge H&S for the better.

Participation Challenge

means that the different roles on a worksite actively and positively contribute to the safety effort.

means that the different roles on a worksite ensure their views and

ideas about safety are heard.

Workforce

disengaged

with the safety

effort

Workforce partially

engaged with the

safety effort

Workforce routinely

engaged with the

safety effort

Workforce and

management working

in partnership to

improve safety

Workforce leading the

safety improvement

effort

LEVEL 1

LEVEL 2

LEVEL 3

LEVEL 4

LEVEL 5

Increasin

g en

gag

emen

t

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Culture of EngagementA Continuous Improvement Approach

It is true that increasing Workforce Engagement can be challenging. It is also true that the specific set of activities and perfect pathway to greater engagement at any particular worksite cannot be prescribed. However, there is a sustainable approach which, if fully implemented, will result in greater engagement in any workforce. The following figure presents this approach:

Workforce Engagement -

Continuous Improvement

Cycle

Implement plan and review progress

Desire for change

Understand areas of strength and areas for improvement

Select and prioritise improvement areas

Prepare actionplan

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Next steps to good Workforce Engagement in Safety

The Step Change in Safety Workforce Engagement toolkit has been developed to provide useful guidance on how to drive continuous improvement in engagement at your worksite. Every stage of the continuous improvement cycle is important. If a stage is either ignored or poorly executed then you will be setting yourself up for failure.

This process may be initiated by anyone on an installation or in a facility, who should first ensure there is support for taking this process forward from their colleagues and from line management at the worksite. The next step should be to check that your senior leaders are committed to supporting your worksite through this process. The benefits of the process should be explained to all before you start the process. Details of initiating the Workforce Engagement programme can be found in the accompanying toolkit, which can be downloaded at www.stepchangeinsafety.net.

Using the Workforce Engagement survey

To improve Workforce Engagement you first need to identify what is currently working well and where there are opportunities for improvement. The Step Change in Safety Workforce Engagement survey will provide an understanding of current levels of engagement and help to identify areas where improvement is needed. It will also allow the impact of improvements made to be measured over time by repeating the survey at a future date.

Your worksite survey results are likely to indicate that some things need to be changed or improved to get better Workforce Engagement. You will be able to implement many of these changes and improvements at a local level. Other changes may require support from your senior leaders. The Workforce Engagement toolkit offers material and advice on how Workforce Engagement can be improved.

In addition to measuring your own worksites level of Workforce Engagement, you will also be able to compare your worksite with others in our industry. We hope this will encourage you to seek good practice from worksites that appear to be doing better in areas you have selected for improvement.

Features of the survey include:-

All information is 100% confidential, with responses collated by Step Change and a summary report issued back to the worksite.

All personnel, regardless of their employer can participate.

Can be delivered via web or on paper.

Culture of EngagementWorkforce Engagement Toolkit

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Toolkit Contents (download from www.stepchangeinsafety.net)

Section Element Purpose

1. Getting Started

Introduction to Workforce Engagement in Safety memo / flyer

Provides an overview of Workforce Engagement in Safety and the key benefits of an engaged workforce

A culture of Workforce Engagement in Safety self-reflection checklist

Provides an overview of what a Workforce Engagement in Safety culture is and a simple way to reflect on this

2 Creating the desire

What does Workforce Engagement in Safety mean to us poster?

A worksite communication tool designed to raise awareness of Workforce Engagement as a topic / initiative

Workforce Engagement in Safety survey communications pack

Provides a range of communication tools (such as emails / memos) to ensure a shared understanding of the topic

Engaging communications self-reflection checklist

A self-reflection checklist to help review how well worksite communications help or hinder engagement

3. Running the survey

Guide to completing the survey at your worksite A briefing kit for managers and leaders planning to run the Workforce Engagement survey at their worksite

Running a survey completion session briefing notes

A detailed administration kit for people responsible for administering the Workforce Engagement survey at a worksite

4. Understanding the results

A guide to accessing survey results from the Workforce Engagement survey portal and how to focus on key messages

Understanding your survey results and how to communicate them

5. Action Planning

Engaging the workforce in simple and effective action planning

A briefing kit for managers and leaders planning to undertake an action planning session at their worksite

Summary of positive behaviours and common obstacles to Workforce Engagement in Safety

A description of the positive behaviours and types of obstacles that typically prevent Workforce Engagement

6. Feedback Improvement activity implementation and review self-reflection checklist

A self-reflection checklist to support the ongoing implementation of actions designed to increase engagement

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desi

gned

by

foye

r gr

aphi

cs

address 3rd Floor The Exchange 2 62 Market Street Aberdeen AB11 5PJ

telephone 01224 577268fax 01224 577251

email info@stepchangeinsafety.netwebsite www.stepchangeinsafety.net

Produced in association with

Published August 2012