Fostering Accountability and Engagement in Workplace Safety

Employee accountability and active participation in safety enhancement endeavors are crucial. This transition signifies a move away from the outdated concept of workers as mere task executors, exemplified by Henry Ford's famous quote, “Why is it every time I ask for a pair of hands, they come with a brain attached?” All too often, the expectation for workers to unquestioningly follow instructions is no longer sustainable.

The current world is characterized by increased accessibility to information, diminishing attention spans and working memory, and a growing need for frequent positive reinforcement. Research indicates that humans often respond emotionally to changes before processing them rationally. Given these societal and psychological changes, traditional methods of enforcing compliance with safety regulations, policies, procedures, and personal protective equipment requirements are becoming less effective.

Attaining employee accountability and involvement in safety initiatives requires more than just physical presence; it demands winning over hearts and minds. Sustainable advancements in safety cannot be achieved without a sense of ownership and a profound comprehension of the rationale behind safety protocols and improvement efforts.

Humans are naturally inquisitive beings, always seeking knowledge and insight. This trait is evident even in young children who persistently ask, “Why?” A dismissive answer such as, “Because I said so,” only leads to more inquiries and dissatisfaction. When exposed to new information or experiences, our brains compare them to past encounters. If something is novel or unfamiliar, our curiosity is piqued, often irrespective of an immediate, apparent benefit.

Pursuing safety excellence brings significant advantages, but these must be communicated to all parties involved. Presenting the reasoning behind safety enhancement endeavors solely in business terms risks fostering a culture of mindless adherence, lacking in learning and critical thinking development essential for cultural advancement. The conventional approach of “Do it or else,” enforcing safety regulations without context, may elicit compliance in the workplace, but this compliance often does not extend beyond it. In environments where individuals are expected to comply without comprehension, there is no guarantee that the desired behavior will be sustained without supervision.

An analogy can be drawn to how individuals react to speed limits and law enforcement presence. When a speeding driver spots a police officer, they slow down, but often resume speeding once the officer is out of sight. Even if caught and penalized, the driver may not internalize the importance of the speed limit but rather seek ways to avoid detection in the future.

In the context of workplace safety, we do not want employees to comply solely to evade consequences. If they do not perceive intrinsic value in safety regulations or the motivation to go beyond mere compliance, increasing mandates and threats may lead to disinterest and disengagement. To genuinely enhance safety, we must regard those impacted by safety initiatives as recipients of these efforts, not just targets. This shift in perspective is vital for fostering a culture where employees engage in safety practices out of authentic understanding and willingness, rather than obligation.

As consultants in HSE, our role is to facilitate this cultural transformation. By treating employees as knowledgeable participants in safety endeavors, we can cultivate a work environment that values safety as a collective objective, steered by comprehension and shared accountability. This approach not only boosts compliance but also nurtures a more resilient and proactive safety culture.