life after cor.rev1 --pesentation
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8/8/2019 Life After Cor.rev1 --Pesentation
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Life After COR
Holly Elke CSP, CRSP, CHRP, CMQOE
Life After COR
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The Situation««
You¶re the Health and Safety Manager of a company that achieved its
Certificate of Recognition 3 or moreyears ago.
Thanks to your great communication
and management skills th
e company¶sHealth and Safety Management systemhas met most of its original goals . . .and yet, there are indicators that all is
not completely well in the trenches.
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The Conditions of ExistenceAll Management Systems within a
company must follow the path of
evolution if they are to continue tocontribute to a company¶s growth
and success.
Conditions th
at will drive th
e Evolutionprocess include technology, global
markets, the current values of
society, and organizational efficiency
and/ or effectiveness.
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The Conditions of Existence
However, the Health and Safety
Management system is subject to aneven more powerful influence that
can rapidly increase the demand for
evolution«.
PERCEPTION
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Perception, The Two Edged
SwordHow people perceive something will
dictate how they respond to it.
Positive Perception = Positive Response
Negative Perceptions = Negative Response
Getting COR creates a Positive Perception,
but that will only last for a certain period of time
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The Signs of a Perception
Change The subtle appearance of time
constraints by Middle Management.
An increase in the acceptance of
apathy towards health and safety
activities (meetings, inspections,
promotions).
A failure to correct document gaps
(missing or vague information on
records).
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The Signs of a Perception
Change The Committees start to encounter
difficulty in attracting membership.
A decrease in positive correction of
compliance issues (more negative
motivation towards GSR
compliance).
Silence (which is not golden in
Health and Safety Management).
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Kick Starting the Evolution
The best way to counter-act the growth of
negative perception is to start theevolution ball rolling early, while there
is still a positive foundation to build on.
³THE ART OF EMOTIONAL
INTELLIGENCE´
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Telling Evolution Where To
GoCULTURAL INITIATIVES PROCESS ADVANCEMENTS
Communication
Scope Expansion
Measurements
C/A Management
Training
System Integration
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Culture ±Th
e Human Side Changing the work environment
Communication:
Surveys ± looking at the present and thefuture.
Strategy Forums ± feedback for planning.
Newsletters with substance ± go outsidethe box.
Promoting goals that have meaning ±Proactive and tangible.
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Culture ±Th
e Human SideShift the focus from strictly ³Health and
Safety´ to a broader Wellness focus,
and introduce social topics tocommunication exercises.
Personal home safety and security
Health and Safety while traveling /vacations
Recreational Health and Safety
Financial education or social well beingissues
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Culture ±Th
e Human SideShift emphasis to measure progress towards
proactive goals, rather than negative events.
Measure how quickly problems arecorrected and evaluated, as well as howoften they occur.
Make the measurements more meaningfulto the actual work site, not just a ³VagueStatistical´ number.
Measure efforts to improve, not failures to
succeed.
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Process ± The Nuts and
BoltsHow well a Corrective Action is managed
is as important as the corrective action
itself.
Corrective Action (C/A) Management is
critical to advancing incident management
past a basic reaction stage. Adding profiling of events, assessment of
implementations and evaluation of
corrections will take incident management
to a more efficient and effective level.
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Process ± The Nuts and
BoltsTRAINING is not just teaching how to do a task,
but also is a tool to set standards and moldattitudes.
Add real structure and validation to on the job training. Move away from reactivetraining.
Adding process understanding to a trainingregime will help to foster a sense of ³I amperforming a key task´ on the part of thetrainee.
Develop and introduce career training plansto develop a sense of importance.
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Process ± The Nuts and
BoltsThe integration of Quality, Environmental
and / or Human Resources disciplines
with Health and Safety can: Stimulate interest in ³risk management´ in
all levels within the company.
Can lead to advance process analysis and
improvement studies. Can allow for the blending of resources
and efforts towards a common goal.
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TheK
eysT
o Revitalization PLAN ± Know what you want to do.
COMMUNICATE on all levels.
CELEBRATE small successes can
instill confidence, demonstrate
commitment and foster a ³We can do
this´ belief in the culture. Avoid trying to do it all at once,
small achievements celebrated in a
big way light the way.
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TheK
eysT
o Revitalization
ACCEPT the reality of your resources
and limitations. Resist the document trap,
increasing documents and records
does not indicate a successful
health and safety management
system.
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Once upon a time«..
Once upon a time, a man stepped on to a
podium to address the most powerful nation inthe world. With a speech that spanned less
than 20 minutes he convinced millions of
people to commit to a 10 year goal simply by
changing their perception from having to do it,to a choice to do it.