Leadership and worker involvement toolkit – Case studies

Two proven methods of using the toolkit become apparent from a study of the five case studies below;

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  • Case studies
  • Case study 1:
  • Case study 2:
  • Case study 3:
  • Case study 4:
  • Case study 5:
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    • Case study 1: Archbell Greenwood Structures (AGS) Ltd
    • Case study 2: Allgood Services Ltd
    • Case Study 3: Bateman Groundworks Ltd
    • Case Study 4: MA Doocey
    • Case Study 5: Stortford Interiors

    The First Method

    The ‘Risk profiling’ approach

    Inspired by Step 3 of the LWIT, (Make it fit with what you do) this initiative requires you to involve your workforce to identify the top safety and health risks in your business, and then lead the way to manage these risks better.

    • Use the scenarios in Step 3 that are relevant to your business as a basis for toolbox talks.
    • Engage your supervisors to involve their teams in identifying  the top ten safety and top five health risks for your own business.
    • Develop  your own toolbox talks and checklists on these top risks.
    • Use the information sheet in Step 2 (‘Find the root of issues’), ‘Acting on Worker Engagement’, to ensure that control measures for these risks are in place and maintained.
    • Use training material from Step 4 (‘Lead this in your company’) to train supervisors in delivering interactive toolbox talks and safety briefings.
    • Use Step 7 (‘Make it last’) to help derive simple ways of measuring the effectiveness of the control measures, and to provide feedback to the workforce.

    The second method:

    The ‘Safety Observation Cards’ (SOCs) approach

    This initiative helps companies that understand their risk profile to foster worker engagement and increase ownership of health and safety by workers, and consists of the following steps:

    • Identify four to six critical behaviours that the business is trying to discourage, or encourage, and brief the entire workforce on the importance of these behaviours (See LWIT Step 4).
    • List these behaviours on a pocket-sized card for supervisors to write their observations (positive and negative) and provide space for feedback (for an example see the Archbell Greenwwod Case Study below).
    • Train your managers and supervisors on how to use the cards – ‘no observation without conversation’.
    • Train supervisors in giving praise and constructive feedback (Step 5, ‘What’s in it for your team’). Emphasise the need to use the card for positive reasons, giving praise when actions are well done.
    • Set up a system to monitor feedback from completed cards and ensure that workers are kept informed of the actions taken (‘You said, we did’).
    • On to the next level – extend use to peer on peer observations.

    Article source: http://www.hse.gov.uk/construction/lwit/case-studies/index.htm