review a participant workbook

UN

IT 1

UNIT 1 Introduction

for Supervision

PREVIEW

PREVIEW

UNIT 1

PREVIEW

UNIT 1 Introduction

PREVIEW

Introduction

for Supervision

PREVIEW

for Supervisionfor Supervision

PREVIEW


PREVIEW


PREVIEW

for SupervisionONLYONLYONLY

for SupervisionONLYfor Supervisionfor SupervisionONLYfor Supervision

What You Will LEARN...

In Unit 1 you will learn how STOP® for Supervision helps you prevent injuries. In completing this unit, you’ll:

Think about ways in which injuries affect the injured person, family, co-workers, supervisors, and the organization.

Begin considering why it is important to prevent injuries and work-related illnesses.

Think about your special responsibility for safety and what you can do to help prevent injuries and work-related illnesses.

Learn how safety can become a part of your everyday activities.



PREVIEW

injuries and work-related illnesses.

PREVIEW

injuries and work-related illnesses.

Think about your special responsibility for safety and

PREVIEW

Think about your special responsibility for safety and what you can do to help prevent injuries and work-

PREVIEW

what you can do to help prevent injuries and work-related illnesses.

PREVIEW

related illnesses.

Learn how safety can become a part of your

PREVIEW

Learn how safety can become a part of your

PREVIEW

everyday activities.

PREVIEW

everyday activities.

ONLYThink about ways in which injuries affect the

ONLYThink about ways in which injuries affect the injured person, family, co-workers, supervisors, and

ONLYinjured person, family, co-workers, supervisors, and

Begin considering why it is important to prevent

ONLYBegin considering why it is important to prevent injuries and work-related illnesses.ONLYinjuries and work-related illnesses.

STOP® is based on these safety principles that have guided DuPont in becoming a benchmark in safety performance.

Principles of STOP®

All injuries can be prevented.

Employee involvement is essential.

Management is responsible for preventing injuries.

All operating exposures can be safeguarded.

Training employees to work safely is essential.

Working safely is a condition of employment.

Safety observations are a must.

All deficiencies must be corrected promptly.

We will promote off-the-job safety for our employees.

PREVIEW

PREVIEW

Training employees to work safely

PREVIEW

Training employees to work safely is essential.

PREVIEW

is essential.ONLYpreventing injuries.

ONLYpreventing injuries.

All operating exposures can be

ONLYAll operating exposures can be

ONLYsafeguarded.

ONLYsafeguarded.

Training employees to work safely ONLYTraining employees to work safely is essential.ONLY

is essential.

CONTENTSUNIT 1: INTRODUCTION TO STOP® FOR SUPERVISION What’s It All About? 1 Creating an Injury-Free Workplace 2

HOW STOP® FOR SUPERVISION WORKS 4 The STOP® for Supervision Process 4 Using the STOP® for Supervision Workbook 5 The Safety Self-Evaluation 6

PREVENTING INJURIES WITH STOP® FOR SUPERVISION 9 A Workplace without Injuries? 9 Creating a Safe Workplace 10

YOUR RESPONSIBILITY FOR SAFETY 12 Your Safety Standards 13 Observation and Communication:

The Keys to Success 13 Keeping STOP® Separate from

Your Discipline System 15

STOP® FOR SUPERVISION AND YOU 16

UNIT 1 REVIEW QUESTIONS 19

FIELD ACTIVITY 20

PREVIEW

FOR SAFETY

PREVIEW

FOR SAFETY

Observation and Communication:

PREVIEW


The Keys to Success

PREVIEW

The Keys to SuccessOP

PREVIEW

OP®

PREVIEW

® Separate from

PREVIEW

Separate from ® Separate from ®

PREVIEW

® Separate from ®

PREVIEW

Your Discipline System

PREVIEW

Your Discipline System

FOR SUPERVISION AND YOUPREVIEW

FOR SUPERVISION AND YOU

ONLY

UNIT 1 INTRODUCTION

PREVIEW

ONLY

What’s It All About?

Do you think you would notice that the employee isn’t wearing eye and face protection? If so, would you realize that he needs to wear this protective equipment to prevent a possible injury? And if you did notice that he needs eye and face protection, would you say something to him about it? What would you say?

Suppose you walk into a machine shop where one of your employees is using a grinder. He isn’t wearing his safety glasses or face shield, even though they’re required for the task.

Write your answers below.

Unit 1 | Page 1STOP® for Supervision • Participant’s Self-Study Workbook Copyright © 2015 DuPont. All rights reserved. The DuPont Oval Logo, DuPont™, The miracles of science™, STOP® and the STOP® logo are registered trademarks or trademarks of DuPont or its affiliates.

PREVIEW

PREVIEW

PREVIEW

Do you think you would notice that the

PREVIEW

Do you think you would notice that the employee isn’t wearing eye and face

PREVIEW

employee isn’t wearing eye and face

PREVIEW

protection? If so, would you realize that he

PREVIEW

protection? If so, would you realize that he needs to wear this protective equipment

PREVIEW

needs to wear this protective equipment to prevent a possible injury? And if you

PREVIEW

to prevent a possible injury? And if you did notice that he needs eye and face PREVIE

W

did notice that he needs eye and face protection, would you say something to him PREVIE

W

protection, would you say something to him

ONLY

Creating an Injury-Free Workplace

Some supervisors might say, “I notice you’re not wearing your safety glasses or face shield. I’m concerned your eyes and face could get injured. It’s important to wear the correct personal protective equipment to make sure you don’t get hurt.”

Other supervisors might not say anything to the worker. They might think the danger is not that great—after all, people have probably done the same thing before without getting hurt. Chances are nothing will happen this time either.

The difference here is whether the supervisors “see safety” or not. “Seeing safety” means being in the habit of noticing what’s safe and unsafe.

In STOP® for Supervision you’ll discover that being aware of safety and talking with employees about safety is important all the time. This is how STOP® for Supervision will help you prevent injuries—by showing you how to see safety everywhere you go and have conversations about safety with employees as part of your everyday job.

Think about what would happen if one of your employees suffered a serious injury. For instance, suppose he or she broke an ankle and needs to use crutches. The person may not be able to get around easily or possibly drive a car for weeks. Now think about how that injury would affect the employee’s family, his or her co-workers, supervisors, and your organization as a whole.

The Experience Factor

Do experienced employees need your help to work safely or do they already know how to do their jobs?

You may be surprised to learn that statistics show that six out of 10 employees injured on the job have done their jobs for at least one year. More than 25 percent have done their jobs for more than five years. So, even experienced employees can make a mistake.

Just one error can lead to an injury. Through STOP® training, you can help your employees—even experienced employees—prevent injuries.

Page 2 | Unit 1 STOP® for Supervision • Participant’s Self-Study Workbook Copyright © 2015 DuPont. All rights reserved The DuPont Oval Logo, DuPont™, The miracles of science™,

STOP® and the STOP® logo are registered trademarks or trademarks of DuPont or its affiliates.

PREVIEW

your employees suffered a serious injury.

PREVIEW

your employees suffered a serious injury. For instance, suppose he or she broke

PREVIEW

For instance, suppose he or she broke an ankle and needs to use crutches. The

PREVIEW

an ankle and needs to use crutches. The person may not be able to get around easily

PREVIEW

person may not be able to get around easily or possibly drive a car for weeks. Now

PREVIEW

or possibly drive a car for weeks. Now think about how that injury would affect the

PREVIEW

think about how that injury would affect the employee’s family, his or her co-workers,

PREVIEW

employee’s family, his or her co-workers,

PREVIEW

supervisors, and your organization as PREVIEW

supervisors, and your organization as PREVIEW

help to work safely or do they already

PREVIEW

help to work safely or do they already know how to do their jobs?

PREVIEW

know how to do their jobs?ONLYONLYThe Experience Factor

ONLYThe Experience Factor

Do experienced employees need your ONLYDo experienced employees need your help to work safely or do they already ONLYhelp to work safely or do they already

FAMILY SUPERVISOR ORGANIZATIONCO-WORKERS

EMPLOYEE

When an injury occurs, it “ripples out” and affects many more people than just the person who is injured. Family members will be upset and may have their lives disrupted. Co-workers may be so concerned about the injured person that they stop work while the employee is being treated. They may have to take over the employee’s workload for days or even weeks while the employee is out. Production may be slowed or even stopped because of the injury. Finally, the entire organization can be affected by a drop in morale, as well as by lost time and higher insurance costs.

As a supervisor, you are in a unique position to help employees prevent injuries and avoid the suffering caused by injuries. STOP® for Supervision will train you how to do this using a step-by-step process.

Write down the people you can think of who would be affected.


PREVIEW

PREVIEW

PREVIEW

PREVIEW

PREVIEW

PREVIEW

PREVIEW

PREVIEW

When an injury occurs, it “ripples out” and affects many more people than just the person who

PREVIEW

When an injury occurs, it “ripples out” and affects many more people than just the person who is injured. Family members will be upset and may have their lives disrupted. Co-workers may

PREVIEW

is injured. Family members will be upset and may have their lives disrupted. Co-workers may

PREVIEW

be so concerned about the injured person that they stop work while the employee is being PREVIEW

be so concerned about the injured person that they stop work while the employee is being treated. They may have to take over the employee’s workload for days or even weeks while PREVIE

W

treated. They may have to take over the employee’s workload for days or even weeks while the employee is out. Production may be slowed or even stopped because of the injury. Finally, PREVIE

W

the employee is out. Production may be slowed or even stopped because of the injury. Finally,

ONLYSUPERVISOR ORGANIZATION

ONLYSUPERVISOR ORGANIZATION

ONLYONLYONLYONLYONLYONLY

The STOP® for Supervision Process

HOW STOP® FOR SUPERVISION WORKS

STOP® is a safety training observation program that was developed by DuPont, a recognized leader in safety. During STOP® for Supervision training, you’ll learn important principles and practices that will help you guide employees to work more safely.

STOP® for Supervision uses a combination of workbook units, field activities, and group discussions with videos to help you learn to see safety and to talk with workers about it. The training proceeds one step at a time, with each step building on the one before until you’ve completed the process. Here’s how STOP® works:

1. First, you’ll complete the workbook unit, which presents important STOP® for Supervision concepts.

2. Next, you’ll do the field activity described at the end of each workbook unit. The field activity is designed to help you build your skills in seeing safety and talking with others in real-world situations.

3. Next, you’ll take part in a group discussion meeting to review the concepts presented in the workbook and discuss the results of your field activity. You’ll also view a STOP® for Supervision video.

4. Follow steps 1-3 to complete each of the five units.



PREVIEW

PREVIEW

PREVIEW

ONLY

observation program that

ONLYobservation program that was developed by DuPont, a

ONLYwas developed by DuPont, a recognized leader in safety. During

ONLYrecognized leader in safety. During STOP

ONLYSTOP®

ONLY®STOP®STOP

ONLYSTOP®STOP for Supervision

ONLY for Supervision® for Supervision®

ONLY® for Supervision®

you’ll learn important principles and

ONLYyou’ll learn important principles and practices that will help you guide

ONLYpractices that will help you guide employees to work more safely.ONLYemployees to work more safely.ONLY

Using the STOP® for Supervision WorkbookThe STOP® for Supervision workbook will help you learn STOP® concepts and provide the basis for the field activities and the group discussion meetings. Here’s how to get the most from the workbook:

1. First, skim the entire unit in the workbook.

2. Next, go back and read the workbook unit carefully, thinking about its concepts, examples and statements. Be sure to answer each question in writing. Your ideas are important, and answering questions helps you think through and apply STOP® for Supervision ideas.

3. After you complete the unit, do the field activity, which will help you put STOP® for Supervision concepts into action. You’ll share your experiences about the field activity with others at the group discussion meeting.

The next section will help you learn where you are right now with regard to safety.


PREVIEW

statements. Be sure to answer each question in

PREVIEW

statements. Be sure to answer each question in writing. Your ideas are important, and answering

PREVIEW

writing. Your ideas are important, and answering questions helps you think through and apply

PREVIEW

questions helps you think through and apply STOP

PREVIEW

STOP®

PREVIEW

®STOP®STOP

PREVIEW

STOP®STOP

After you complete the unit, do the field activity

PREVIEW

After you complete the unit, do the field activity

for Supervision

PREVIEW

for Supervision

concepts into action. You’ll share your experiences

PREVIEW

concepts into action. You’ll share your experiences about the field activity with others at the group

PREVIEW

about the field activity with others at the group

The next section will help you learn where you are PREVIEW

The next section will help you learn where you are right now with regard to safety.PREVIE

W

right now with regard to safety.

ONLYONLYONLYONLY

The Safety Self-EvaluationThe Safety Self-Evaluation is a way of measuring where you are in your safety awareness as of today. You’ll do the Safety Self-Evaluation again at the end of STOP® for Supervision training to see how much your awareness of safety has changed. Be honest as you complete the self-evaluation. Don’t answer with what you think is the right response but with what you really do or believe. There are no wrong answers. The evaluation is for your eyes only, but to get an idea where this group stands, we’ll score the evaluations and turn the scores in anonymously at the group discussion meeting.

Complete these statements by circling the letter that best describes what you do.

1. Before I give an employee a routine job to do, I always

a. assume he or she knows the safe work practices to follow.

b. ask if he or she knows the safe work practices to follow.

c. tell him or her to review the safe work practices.

d. review the safe work practices with the employee.

2. I “see safety”

a. when management makes it an issue.

b. when I’m looking specifically for unsafe situations.

c. whenever an unsafe situation occurs.

d. in every situation, safe or unsafe, on and off the job.

3. When I see a potentially unsafe situation, I

a. tell someone to correct it immediately.

b. find out who is responsible and make sure he or she knows I’m unhappy.

c. correct it, then write it up.

d. correct it as needed and talk with the people responsible for the unsafe situation about working safely.



PREVIEW


PREVIEW



PREVIEW



PREVIEW


PREVIEW

d. in every situation, safe or unsafe, on and of

PREVIEW

d. in every situation, safe or unsafe, on and of


PREVIEW


a. tell someone to correct it immediatelyPREVIEW

a. tell someone to correct it immediately

b. find out who is responsible and make sure he or she knows I’m unhappyPREVIEW

b. find out who is responsible and make sure he or she knows I’m unhappy

ONLYa. assume he or she knows the safe work practices to follow

ONLYa. assume he or she knows the safe work practices to follow.

ONLY.

b. ask if he or she knows the safe work practices to follow

ONLYb. ask if he or she knows the safe work practices to follow.

ONLY.

d. review the safe work practices with the employee.ONLYd. review the safe work practices with the employee.

4. When I see an employee working safely, I

a. leave the employee alone since he or she isn’t doing anything wrong.

b. point out the person’s safe action to others in the area as a good example.

c. sometimes acknowledge the safe work by saying something like “Good job” to the employee.

d. often acknowledge the safe work by talking with the employee about the job and safe work practices.

5. To me, Total Observation means

a. looking all around an area to find unsafe situations.

b. looking closely at a small area to find unsafe situations.

c. using all my senses to see safe and unsafe situations in an area.

d. using all my senses and looking above, below, behind, and inside for safe and unsafe situations.

6. Having written procedures available for every job my employees or I do is

a. unnecessary; we already know the job.

b. a good idea in theory but not in practice; we rarely use written procedures.

c. a good idea; we sometimes consult written procedures.

d. important to safe work; we know and follow the written procedures for every job we do.

7. When I observe my employees, I look at their personal protective equipment

a. rarely. They should know what to wear to work safely.

b. if they are doing an especially dangerous job.

c. if it seems to be defective or inadequate.

d. from head to toe.

8. I consider neatness and orderliness

a. a waste of time that gets in the way of production.

b. good ideas, but not realistic when we’re on a tight deadline.

c. good ideas as long as they don’t interfere with other priorities.

d. important all the time, no matter what other priorities are involved.


PREVIEW


PREVIEW



PREVIEW



PREVIEW



PREVIEW


important to safe work; we know and follow the written procedures for every job

PREVIEW

important to safe work; we know and follow the written procedures for every job

7. When I observe my employees, I look at their personal protective equipmentPREVIEW

7. When I observe my employees, I look at their personal protective equipmentPREVIEW

. They should know what to wear to work safely.PREVIEW

. They should know what to wear to work safely.

ONLYc. using all my senses to see safe and unsafe situations in an area.

ONLYc. using all my senses to see safe and unsafe situations in an area.

, behind, and inside for safe and

ONLY, behind, and inside for safe and

6. Having written procedures available for every job my employees or I do is ONLY6. Having written procedures available for every job my employees or I do is

9. The physical positions that employees work in when they do their jobs

a. have very little to do with safety; I don’t look at them.

b. could be related to safety.

c. are sometimes related to safety; I sometimes look at them.

d. have a direct connection to safety; I always look at them.

10. If a tool or piece of equipment isn’t in good condition or right for a job, I expect employees to

a. use it anyway if production requirements demand it.

b. use it and report it after doing the job.

c. only use it if it is an absolute emergency.

d. not use it until it is repaired or replaced.

11. I do formal safety observations of employees for safe work

a. rarely. I am not a “safety official.”

b. when my management tells me to.

c. on a random basis.

d. on a regularly scheduled basis.

12. Which statement best describes your attitude toward safety?

a. Safety is not as important as things like production, quality, cost, or morale.

b. Safety is important as long as it doesn’t get in the way of production, quality, cost, or morale.

c. Safety is almost as important as production, quality, cost, or morale.

d. Safety is equal in importance to production, quality, cost, and morale.

The next section explains how STOP® can help you prevent injuries.



PREVIEW


PREVIEW


a. Safety is not as important as things like production, quality

PREVIEW

a. Safety is not as important as things like production, quality

Safety is important as long as it doesn’t get in the way of production, quality

PREVIEW

Safety is important as long as it doesn’t get in the way of production, quality

PREVIEW

cost, or morale.

PREVIEW

cost, or morale.

c. Safety is almost as important as production, qualityPREVIEW

c. Safety is almost as important as production, qualityPREVIEW

d. Safety is equal in importance to production, qualityPREVIEW

d. Safety is equal in importance to production, quality

ONLY1. I do formal safety observations of employees for safe work

ONLY1. I do formal safety observations of employees for safe work

PREVENTING INJURIES WITH STOP® FOR SUPERVISION

A Workplace without Injuries?Your goal in STOP® training is to see safety so you can prevent injuries. In fact, a key point of STOP® for Supervision is that all injuries and work-related illnesses can be prevented. This surprises many people because they think that some injuries are unavoidable.

The truth is that injuries are not a normal part of doing business. In fact, some organizations—even some that involve highly hazardous jobs—have gone years without an injury. Leadership in these organizations takes responsibility for the safety of each employee as well as for themselves. These organizations have made safety equally important to production, quality, cost, and morale. When safety is valued in this way, the entire organization benefits because injuries are prevented.

What do you think about the idea that all injuries and work-related illnesses can be prevented? Do you agree or disagree?

Write your response here.

If you don’t agree with this principle now, you may change your mind by the end of STOP® training. All you need to do is keep an open mind.


PREVIEW

PREVIEW

PREVIEW

important to production, quality, cost, and

PREVIEW

important to production, quality, cost, and morale. When safety is valued in this way,

PREVIEW

morale. When safety is valued in this way, the entire organization benefits because

PREVIEW

the entire organization benefits because

What do you think about the idea that all

PREVIEW

What do you think about the idea that all injuries and work-related illnesses can be

PREVIEW

injuries and work-related illnesses can be

PREVIEW

prevented? Do you agree or disagree?PREVIEW

prevented? Do you agree or disagree?

ONLYONLY

Creating a Safe WorkplaceHow do we create an injury-free workplace? The best way would be to eliminate all hazards and make every workplace so safe that we would never need to see safety in the first place, but this is an ideal that we may never reach. Until we succeed in creating a workplace free of hazards, you and your employees need to learn how to protect yourselves and others from injury.

Think about the example of the person using the grinder who wasn’t wearing safety glasses or a face shield. If he were injured because he wasn’t wearing personal protective equipment to protect his eyes and face, that injury would have been preventable.

Can you think of some reasons why a person might not wear required safety glasses or a face shield?

Write your answer below.



PREVIEW

PREVIEW

PREVIEW

required safety glasses or a

PREVIEW

required safety glasses or a

PREVIEW

Write your answer below.PREVIEW

Write your answer below.PREVIEW

ONLY

Perhaps the personal protective equipment (PPE) isn’t comfortable. Or maybe the person doesn’t see the value in wearing it because supervisors and other people in the area don’t wear all the right PPE either. Or perhaps the employee has skipped wearing eye and face protection before without having had an injury. Whatever the reason, it’s up to the supervisor to address the unsafe situation by noticing it and talking with the employee about how to work safely.

STOP® is based on the idea that although hazards may be an unavoidable part of life, injuries are not. Every time Dupont investigates a safety incident or injury, we learn that something could have been done to prevent it.

“Incidents” vs. “Accidents”: What’s the difference?

Why do we use the term “incident” instead of “accident” in STOP® for Supervision?

The word “accident” implies something that just happens—something that can’t be expected or controlled. In the workplace, this kind of thinking is dangerous. As you’ll see in STOP® for Supervision, we believe that all incidents have causes that can be understood and prevented and that “accidents” don’t just happen.

Once you start believing that incidents have causes, you’ll take steps to stop them from occurring again. Along the way you may also begin to feel that “incident” is a better word than “accident.”

All injuries can be prevented.


PREVIEW

What’s the difference?

PREVIEW

What’s the difference?Why do we use the term “incident” instead of “accident” in STOP

PREVIEW

Why do we use the term “incident” instead of “accident” in STOP

The word “accident” implies something that just happens—something that can’t be

PREVIEW

The word “accident” implies something that just happens—something that can’t be expected or controlled. In the workplace, this kind of thinking is dangerous.

PREVIEW

expected or controlled. In the workplace, this kind of thinking is dangerous.

for Supervision, we believe that all incidents have causes that can be understood

PREVIEW

for Supervision, we believe that all incidents have causes that can be understood and prevented and that “accidents” don’t just happen.

PREVIEW

and prevented and that “accidents” don’t just happen.

PREVIEW

Once you start believing that incidents have causes, you’ll take steps to stop them from

PREVIEW

Once you start believing that incidents have causes, you’ll take steps to stop them from occurring again. Along the way you may also begin to feel that “incident” is a better word PREVIE

W

occurring again. Along the way you may also begin to feel that “incident” is a better word

ONLYONLY

“Incidents” vs. “Accidents”: ONLY“Incidents” vs. “Accidents”:

What’s the difference?ONLYWhat’s the difference?

Read the following statement and answer the question below.

Every person in your organization is responsible for working safely. However, as a manager or supervisor, your responsibility for safety is greater than the responsibility of the people who report to you.

YOUR RESPONSIBILITY FOR SAFETY

Agree Disagree

Do you…

Why?

An important principle of STOP® for Supervision is that as a manager, supervisor, or team leader, you are accountable for the safety performance of the people in your area of responsibility. This includes:

■ the physical area where you work■ everyone who enters your area, possibly including contractors■ the people who report to you, no matter where they’re working.

So your responsibility for safety is greater than the responsibility of the people who report to you.

As you become a skilled safety observer, you’ll help your employees see safety. Then they can take responsibility for their own safety and the safety of others. When this happens, your organization will become a safer place to work.



PREVIEW

PREVIEW

PREVIEW

for Supervision

PREVIEW

for Supervision

are accountable for the safety performance of the people in your area of

PREVIEW

are accountable for the safety performance of the people in your area of

the physical area where you work

PREVIEW

the physical area where you workeveryone who enters your area, possibly including contractors

PREVIEW

everyone who enters your area, possibly including contractorsthe people who report to you, no matter where they’re working. PREVIE

W

the people who report to you, no matter where they’re working.

ONLYONLY

Your Safety StandardsSafety standards are the guidelines or measures you set for safety. If your safety standards are high, you help make sure your workplace is free of unsafe conditions. You work safely yourself and expect your employees to follow safe work practices all the time. If you set high safety standards, you don’t accept the idea that some injuries are unavoidable. Instead, you hold yourself and your employees accountable for working safely.

It’s important to set your safety standards high because the highest level of performance you can expect from your employees is based on the minimum standards you set and maintain. You set your safety standards by deciding what they should be and by making sure people know and understand them. You maintain standards by setting an example through your own behavior and by making sure standards are followed.

The highest level of safety you can expect from employees is based on: (Check one.)

the minimum standards you set. the highest standards you set.

The highest level of performance you can expect from employees is based on your minimum standards, so set your safety standards high!

Observation and Communication: The Keys to SuccessDuring STOP® training you’ll learn to see safety by observing employees as they do their jobs. But just observing people isn’t enough. You also need to talk with employees to encourage safe work or address unsafe situations—with an emphasis on encouraging safe work whenever possible. Correcting unsafe situations is important, but reinforcing or encouraging safe work is even more important for motivating employees to continue to work safely.

How do you reinforce safe work practices? By letting employees know you notice and appreciate their safe actions. You can do this by saying a few words that show you recognize their effort and by thanking them for working in a safe way.


PREVIEW

The highest level of performance you can expect from employees is based on your minimum

PREVIEW

The highest level of performance you can expect from employees is based on your minimum


PREVIEW

Observation and Communication: The Keys to Success

PREVIEW

The Keys to Success

training you’ll learn to see safety by observing employees as they do their jobs.

PREVIEW

training you’ll learn to see safety by observing employees as they do their jobs. But just observing people isn’t enough. You also need to PREVIE

W

But just observing people isn’t enough. You also need to safe work or address unsafe situations—with an emphasis on encouraging safe work whenever PREVIE

W

safe work or address unsafe situations—with an emphasis on encouraging safe work whenever possible. Correcting unsafe situations is important, but reinforcing or encouraging safe work is PREVIE

W

possible. Correcting unsafe situations is important, but reinforcing or encouraging safe work is

ONLYThe highest level of safety you can expect from employees is based on: (Check one.)

ONLYThe highest level of safety you can expect from employees is based on: (Check one.)

The highest level of performance you can expect from employees is based on your minimum ONLYThe highest level of performance you can expect from employees is based on your minimum

review a participant workbook

Documents