When Managers tour a workplace, do they really see what is usually going on in the workplace? Maybe not.

Psychologists refer to this as the ‘Hawthorne Effect’, where people’s behaviour changes (subtly or even quite overtly) because they know that they are being monitored.

So how can Managers gain confidence that the workers are operating in compliance with the organisation’s procedures and process?

While there is a solution, it is not a ‘one size fits all’ answer, and thus there is a need to emphasise the following factors more or less, to suit your organisational context:

Set clear expectations – Workplaces should clearly define and communicate what is expected in terms of procedures and process, including why specific policies are in place, how they will be measured, and consequences for non-compliance.

Give them an Education – with comprehensive training in relation to the procedures and processes to be implemented and reinforced on a semi-regular basis.

Engage with them – in the development and management of the procedures, testing their understanding of policies, providing opportunities for feedback, listening to their concerns, and empowering them to address issues.

Once these are in place, then develop a layered approach for monitoring compliance – using all personnel and management system processes at your disposal, and explain the importance of each process to whomever is leading that process:

  • Have Supervisors informally ‘walk the shopfloor’ to casually monitor for procedural compliance (raising any issues as they identify then).
  • Incorporate a job task observation within the HSR’s workplace inspection process.
  • Encourage peer accountability and ‘looking after your mates’, and make it normal and accepted behaviour for a worker to tap a colleague on the shoulder and ask them why they aren’t wearing PPE.
  • Prescribe the need for formal safety interactions by Managers when touring the workplace, talking to the workforce, questioning any identified non-compliances, and praising positive behaviour.
  • Conduct unannounced spot checks to verify compliance.
  • Develop a plan to regularly audit high-risk procedures to ensure compliance.
  • Check the safety records and operational paperwork after the fact for signs of shortcuts or deviations from process.

Also, it is important to have a performance management framework at your disposal, linking back to the expectations and the consequences for non-compliance.

By considering all the input information from the above layered approach, Managers should be in a position to have more comfort and confidence that the workers are operating safely and as per the organisation’s documented safe work systems and processes.

Please contact QRMC for more information or assistance.