When workforce members have a personal interest in the success of any project, execution is easy. The Cultural Based Safety™ process takes this idea and puts it into practice with a straightforward process for ensuring workers engage in safe job site behavior so they go home each day unharmed without incident.
This HRS step involves monthly quality control audits, with informal job site interviews of workforce members to gauge individual feedback regularly as the project progresses to completion.
Workforce members have to be won over in the early stages so that they want to work safely and be recognized by management instead of being forced to work safely.
Workers will begin to realize that this continuous Cultural Based Safety™ process is about them personally, and this becomes a turning point for ensuring sustainable change in behavior.
HRS will deliver a thorough training model for this step as the project progresses to ensure sustainable workforce behavioral improvement through project completion.
These workforce changes in behavior impacts their perception of management commitment to them personally.
Readiness to change among workforce members needs to be assessed regularly to recognize various trades that show exemplary behavioral change and to identify those trades that require additional attention.
Identiﬁcation of safety barriers (negative) and safety leaders (positive) for successful behavioral change needs to be reinforced to all workforce members to ensure sustainable safety behavioral improvement.