Behavioural Safety Training IIRSM Approved
This course defines behavioural safety and explains the origins of the concept. It covers how it can be implemented in the workplace and some of the potential benefits. It includes analysis of some examples of ‘at risk behaviours’ and some examples of ways you can measure how well your organisation is doing when it comes to safety. Finally it touches on some of the key laws regarding health and safety in the workplace and how to ensure positive workforce attitudes.
How Behavioural Safety Works
Setting Up a Programme
Ensuring Positive Workforce Attitudes
Pass Rate Required 70%
Various approaches have had reasonable success in reducing unsafe behaviours in the workplace.
Some involve penalties; others involve surveillance;
others involve guidance,
codes and procedures to follow;
others still are supportive and training-oriented.
Some initiatives come from the employer, from the social partner organisations, from state regulatory bodies, and some worthwhile initiatives come from individual employees’
own insights, ideas, training and development activities around health and safety.
The following are some requirements for any approach to safety at work that brings about noticeable, lasting results and contributes to a total safety culture:
1. A strong management commitment towards maintaining and improving behavioural safety,
witnessed in the regular acts of individuals at management level.
2. Respectful, trusting, open communication between management and employee groups about all aspects of safety in the workplace.
3. An open, feedback-rich culture among employees, which enables employees to consistently learn and grow.
4. A commitment to improving the profile of and attitude to health and safety, and increased employee engagement in safety.
5. An emphasis on safe and unsafe behaviour; not a sole dependence on lagging indicators such as safety statistics.
6. A strong, consistent, timely reaction to the discovery of unsafe acts, whether they result in injury or not. Safety incidents are viewed as an opportunity to learn and improve.
7. Generally transparent and fair leadership from all, including managers, supervisors, and owners.
8. Awareness amongst all staff of different ways to consider or query human factors – how we do what we do, and why.