Abstract
We live in turbulent times. Our hypercompetitive and dynamic labour market requires both individuals and organizations to be highly responsive to change in a way to adapt, innovate, and, ultimately, thrive.
Besides employees are increasingly being asked to contribute to organizational learning and to the continuous improvement of organizational processes and practices, feeling safe to do so. How does occupational safety change look like in such a context? How can we liberate the brilliance of the people and make them play a significant role in this change? Behavioural-Based Safety (BBS) is a process aimed to answer to these questions by creating organizational dialogue and engagement, ultimately a safety partnership and a constant dialogue between management and employees. In fact, the BBS goal is to convey people’s attention and actions on their, and others, daily safety behaviour. BBS focuses on what people do, it analyses why they do it, and then applies a research-supported intervention methodology to improve their behaviours and to anchor those behaviours to a solid corporate safety culture with related written and “unwritten” norms.
What are the main resistances to change? How do you work on motivating people to change behaviours so that they can change results? Is an organizational culture that monitor and punishes error the way to manage safety at work? What is helpful to our goal of total safety and wellbeing in our organizations?These are just some of the questions and the topics we will go through DEKRA intervention.
We will show how the methodology gives a clear and detailed analysis and the Culture of Safety maturity of the organization, its strengths, and its weaknesses.
