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slide number 1
The Role Of The Safety Manager
Gary KinseyKevin Martin
slide number 2
Responsibilities of the Health and Safety manager
• Defining the purpose of the role of the H&S Manager?
• Identifying the key capabilities required to fulfill the role
• Methods and tools for the effective implementation of the role
• ie how to get buy-in from senior management
• How to influence others in theorganization
• How to bring about change
• How to measure the change (roi)
slide number 3
QSMAn Exploration Of …
1. The Role of the Safety Manager
2. How to influence Business Leaders in terms of OHS and risk management
3. What “OH professionals” need to do to be effective in their influencing role
4. How to make sense of organisational complexity
5. What is required for change to happen
slide number 4
QSMAgenda
• Background to Quarto Safety Management
• Case Study example
• Changing Paradigms
• Developing a Consultative Approach
• Implementing Change
• Summary of the Safety Professional's Skills Set
and “Toolkit”
• Quarto Development Programmes
slide number 5
A Case Study
slide number 6
QSMHow We Became Involved…
slide number 7
QSMA Case Study In Safety Change
• Demonstrated ability to influence senior team around “terms and conditions” culture change
• Change project had demonstrated tangible results
• Recognition that safety was a management and mindset issue and the responsibility of the “line”
• Dramatically re-shaped the mind-set and approach of the OHS professionals
• Could link safety with our ability to bring about change? The client thought so…
• The Being Healthy Being Safe Project was born…
slide number 8
QSMThe Skills We Brought To Bear
• Understanding of the process of change
• Understanding of the organization’s real issues
• Ability to link the need for change to the organisation’s key business objectives
• Consultative skills both in terms of organizational change and ability to influence the leaders in the
organisation (at all levels)
• Ability to engage with people from the boardroom to the shop floor
slide number 9
A Client's Perspective
Gary Kinsey
BombardierSenior Adviser Learning and Development
(UK, Nordic and Central Europe Region)
slide number 10
The Role of the Safety Manager
slide number 11
QSMThe Role Of The Safety Manager
• Creating a clear vision and role for OHS and a
way of engaging within the whole organization
• Promoting ownership of OHS in the “Line”
• Forging excellent working management relationships
• Developing a competent delivery team with excellent advisory and influencing skills
• Being the centre of technical knowledge and expertise
• Creating and delivering OHS systems and processes
slide number 12
QSMTwo Very Different Paradigms for OHS
Takes responsibility Encourages responsibility
“Policeman” “Advisor”
Telling focus Consultative focus
Prescriptive solutions “Line owned” solutions
Focuses on “content” Focuses on “process”
Focuses on “what” Focuses on “how”
Focuses on “Safety” Focuses on “Business”
Focuses on compliance Focuses on improvement
Status Quo Change Agent
From To
slide number 13
Achieving OHS Change…Core Principles
slide number 14
QSMA Basic Quarto Consulting Premise
“You cannot
influence what
you don’t
understand”
…unless you have a gun!
slide number 15
QSMSafety Manager’s Tools
• Need for behaviour skills (consulting skills)
slide number 16
QSMThe Phases of EDICT®
Entry
Getting In
The process of preparing for, and building a
working relationship with the client.
Diagnosis
Finding Out
The process of gathering and assessing
relevant information about the client and
their current situation
Influencing
Gaining Movement
The process of influencing individuals and
situations in order to gain commitment to
the desired outcome.
ContractingReaching Agreements
The process of clarifying what has been
agreed and what will happen next.
TransitionMoving Forward
The process of implementing and
monitoring what has been agreed while
maintaining the client relationship.
slide number 17
QSM
Unified
Cultural
Underpinning
Executive BoardExecutive Board PolicyPolicy
SeniorManagement
SeniorManagement StrategyStrategy
MiddleManagement
MiddleManagement ImplementationImplementation
SupervisorsShopfloor
SupervisorsShopfloor
Action and Improvement
Action and Improvement
Board WorkshopsBoard Workshops
Strategy WorkshopsStrategy Workshops
Being Healthy Being Safe (BHBS)
Being Healthy Being Safe (BHBS)
At Risk and Local Initiatives
At Risk and Local Initiatives
Unified
Cultural
Underpinning
Executive BoardExecutive Board PolicyPolicy
SeniorManagement
SeniorManagement StrategyStrategy
MiddleManagement
MiddleManagement ImplementationImplementation
SupervisorsShopfloor
SupervisorsShopfloor
Action and Improvement
Action and Improvement
Board WorkshopsBoard Workshops
Strategy WorkshopsStrategy Workshops
Being Healthy Being Safe (BHBS)
Being Healthy Being Safe (BHBS)
At Risk and Local Initiatives
At Risk and Local Initiatives
Unified
Cultural
Underpinning
Executive BoardExecutive Board PolicyPolicyExecutive BoardExecutive Board PolicyPolicy
SeniorManagement
SeniorManagement StrategyStrategySeniorManagement
SeniorManagement StrategyStrategy
MiddleManagement
MiddleManagement ImplementationImplementationMiddleManagement
MiddleManagement ImplementationImplementation
SupervisorsShopfloor
SupervisorsShopfloor
Action and Improvement
Action and Improvement
SupervisorsShopfloor
SupervisorsShopfloor
Action and Improvement
Action and Improvement
Board WorkshopsBoard Workshops
Strategy WorkshopsStrategy Workshops
Being Healthy Being Safe (BHBS)
Being Healthy Being Safe (BHBS)
At Risk and Local Initiatives
At Risk and Local Initiatives
slide number 18
QSM
• Change and the role of the Safety
Manager
slide number 19
QSMEDICT The Twin Tracks
Influencing and Relationship Track
Building
Relationships
Understanding
People
Ensuring
Follow- through
Influencing
People
Gaining
Agreement
OHS Technical Solutions Track
Ensuring
Follow- Through
Proposing
Changes
Creating
Plans
Understanding
Complexity
Setting
Goals
E D I C T
slide number 20
QSMThe 7P™ Model
Positioning
Purpose
Processes
Plans
Power
Product
People
slide number 21
QSMAnd finally …
1. Modelling the Change
2. Communicating the Change
3. Involving Others in the Change Process
4. Helping Others Break From the Past
5. Creating a Supportive Environment in which to Learn
Five Keys to Success for the Safety Manager
slide number 22
QSMCompany Case Example: Days Lost
Days lost fell by 60% in the first year
0
20
40
60
80
Year 1 Year 2 Yr 3 Q1 Yr 3 Q2 Yr 3 Q3 Yr 3 Q3
100
% Total of Days Lost
Days Lost
slide number 23
QSMCompany Case: Defects Per Vehicle
0
25
50
75
100
Year 1 Year 2 Yr 3 Q1 Yr 3 Q2 Yr 3 Q3 Yr 3 Q3
% Change Defects per Vehicle
Zero Defects per Vehicle – first time in Rail history
slide number 24
QSMCompany Case Example: Accident Levels
0
50
100
150
200
Year 1 Year 2 Yr 3 Q1 Yr 3 Q2 Yr 3 Q3 Yr 3 Q3
Accident levels halved in the first year – Zero accidents in 6 periods (a first)
slide number 25
QSM10 Common Errors
1. Need for change not established - under estimate the difficulty
2. Not creating a powerful enough steering group
3. An unclear vision - if we don’t know where we are going how will we know if we have got there
4. Under communicating the vision by a factor of 10 - generate cohesion by incorporating message in hour-by-hour activities
5. Not walking the talk - unless managers change, staff will not bother
6. Employees not empowered to act – or not equipped to enable them to behave differently (training, skill acquisition and development)
7. Not removing the barriers
8. No short-term wins - prioritise and manage by results
9. Declaring a victory as the war won
10. Not cementing changes as the way we do things round here - part of culture
slide number 26
QSMOmissions and Implications
Model
the
Change
Commun-
icate the
Change
Involve
Others in
Change
Help Break
from
Past
Create
Supportive
Environm’t
+ + + + =Cynicism
and
mistrust
=Confusion,frustration,
no commitment
Model
the
Change
Commun-
icate the
Change
Involve
Others in
Change
Help Break
from
Past
Create
Supportive
Environm’t
+ + + +
=Felt imposition,
pushback and
resistance
Model
the
Change
Commun-
icate the
Change
Involve
Others in
Change
Help Break
from
Past
Create
Supportive
Environm’t
+ + + +
=Superficial,
cosmetic and
transient change
Model
the
Change
Commun-
icate the
Change
Involve
Others in
Change
Help Break
from
Past
Create
Supportive
Environm’t
+ + + +
=Repeated
mistakes andslow learning
Model
the
Change
Commun-
icate the
Change
Involve
Others in
Change
Help Break
from
Past
Create
Supportive
Environm’t
+ + + +
slide number 27
QSMKotter’s Reflections On Change
• Establish a sense of urgency
• Form a powerful coalition
• Create a vision
• Communicate the vision
• Empower others to act on the vision
• Plan to create short-term wins
• Consolidate improvements and produce still more change
• Institutionalise new approaches
slide number 28
Developing A Consultative Approach
slide number 29
QSMWhat is a “pure” Consultative Approach
Doesn’t take final
responsibility
Listens and reflects
Clarifies
Interprets
Probes
Diagnoses
Forms judgements
Adds new data
Identifies options
Proposes criteria
Recommends
Prescribes
Plans and undertakes implementation
“Facilitator”
Process Manager
Technical Expert
“Expert”
Greater use of
“consultants”
experience,
skills andknowledge
Greater use
of “client’s”
experience,skills and
knowledge
slide number 30
QSMAdopting A Consultative Approach
Ability to:
1. Build effective relationships with key business leaders
2. Understand organizational complexity and business needs
3. Influence OHS “mind-set” and improvement mentality in “business leaders” and their teams
4. Manage the process of change
slide number 31
Influencing Change
slide number 32
QSMEDICT® – The Consultative Process
Value of process models:
• Help us prepare
• Help us react appropriately in real-time
• Help us review successes and failures
• Help us understand development needs
slide number 33
QSMEDICT® – A Single Meeting
Entry
Getting In
Preparation. Ice breakers, climate and
agenda-setting. Introductions, agreeing role
and expectations.
Diagnosis
Finding Out
The two-way process of gathering and
assessing relevant information, needs,
views and opinions.
Influencing
Gaining Movement
The process of exploring and making
proposals for moving forward the
opportunities under discussion.
Contracting
Reaching Agreements
The process of clarifying what has been
agreed and what will happen next and
gathering firm commitment to action.
Transition
Moving Forward
The process of managing the close and
exit. Setting out the communication and
support processes between meetings.
slide number 34
Understanding Complexity
slide number 35
QSM
RiskManagement
Responsibilityand Risk Control
Measure andMonitor
Review, Learnand Improve
QSM’s Risk Management Framework
Hazard andRisk
Evaluation
Policyand
Commitment
Organisationand
People
MetricsandKPIs
Monitoringand
Measurement
ManagementSystemAudit
Reviewand
Improve
Communicationand
Consultation
ImplementControl
Measures
slide number 36
ImplementingChallenges
slide number 37
QSMNow Here’s A Thought
“There is nothing more difficult to carry out, nor
more doubtful of success, nor more dangerous to
manage, than to initiate a new order of things. For
the initiator has the enmity of all who would profit
by the preservation of the old system, and merely
luke-warm defenders in those who would gain by
the new one” …
Niccolò Machiavelli “The Prince”
slide number 38
QSMImplementation Challenges
SeniorManagement
MiddleManagement
OperationalGroups
slide number 39
QSMImplementation Process
Align the Leadership team
Engage Middle Management
Install The Change
Leadership Team Workshops
Management WorkshopsTraining and Development
Communication EventsTraining and Development
slide number 40
QSMOur Approach at Each Level
1. Establish strategic direction
2. Set strategic objectives
3. Check alignment with culture and values
4. Formulate a strategy
5. Create a plan for deploying and aligning the strategy
6. Establish what different or new behaviours are sought
7. Set key performance indicators
8. Review strategic performance
slide number 41
QSMThe BREL Approach
Unified
Cultural
Underpinning
Executive Board Policy
SeniorManagement Strategy
MiddleManagement Implementation
SupervisorsShop floor
Action and Improvement
Board Workshops
Strategy Workshops
Being Healthy Being Safe (BHBS)
At Risk and Local Initiatives
slide number 42
Developing Competence
slide number 43
QSMQuarto’s Core “Toolkit”slide number 44
QSMKPI’s
Learning and Growth
Days Lost
Internal Processes
Overdue
Actions
Finance
Budget (+ -)
Customer
Ambience
Identify Specific KPI’s with top team e.g.
slide number 45
QSMQuarto Development Programmes
• Consulting Skills Programme
• Safety Leadership Programme
• Business Organiser Programme
• Safety Management For Projects
• Safety Technical Programmes
slide number 46
The Role Of The Safety Manager
Kevin MartinEugenio Grandi