360 Degree Safety Performance Appraisal

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					         360 Degree
Safety Performance Appraisal
  Start with General Information
              The big Goal
• There is regular safety performance review
  and evaluation, which measures achievements,
  identifies weaknesses, and leads to
  continuous improvements.
  5 things to consider before you start 360
               degree appraisal
1.     Purpose
     1. clarify why and what
     2. communicate to everyone.

2. Culture – are you ready?
    1. Do you have a mature enough team dynamic?
    2. Are you open enough?
    3. Those involved need to feel comfortable & supported.

3. Timing of introduction – also link with the planning cycle.

4. Roll out – champion?
    1. How to generate buy-in?
    2. Involve everyone early.

5. Confidentiality for appraisees and raters – non-attributable.
        The Scope of the Prize
Everyone Everyday gets to go home safely
Performance reviews and evaluations should
address, inter alia:
• General safety performance;
• Employees’ attitudes; and
• Fulfillment of requirements in formal
  procedures.
How to avoid this?
Measure the Competency
Relate it to your Business
       Theory - Focus of appraisal


•   Job vs person
•   Performance (in the past) vs development
•   Performance vs competence
•   Summative vs formative
       Everything in Safety Should
•   principles of community
•   diversity
•   health and safety
•   leadership
•   performance management
Theory - Appraisal styles - continuum
•   Tell
•   Tell & sell
•   Tell & listen
•   Problem-solving




        Tells   & sells   & listens   & shares
      What is your scale or matrix
The five categories are:
• O = Outstanding: Performance that exceeds
  expectations and is consistently outstanding.
• M = More than Satisfactory: Performance that
  consistently fulfills the job requirements and exceeds
  expectations.
• S = Satisfactory: Performance that consistently fulfills
  the job requirements.
• I = Improvement Needed: Performance that does not
  consistently meet the job requirements.
• U = Unsatisfactory: Performance that consistently fails
  to meet the job requirements.
    What is the measurement stick
• Is there a system in place for monitoring and measuring the
  effectiveness of the safety management system (focusing on
  organizational and administrative matters? Does it include:
   –   A defined scope of contents;
   –   An unambiguous tool for measuring performance;
   –   A fixed schedule for regular auditing;
   –   Inclusion of all units/departments;
   –   Written reports;
   –   Follow-up of action items;
   –   Broad competence participation in the audit team;
   –   Adequate coverage of persons interviewed at all levels;
   –   Adequate coverage of documents;
   –   Adequate check at installations.
                The Balance of
 Measurement/ Performance /Understanding
• Is there a system for regular review and follow
  -up by the management of all the auditing and
  technical reviews including:
  – Penetration of reports (internal, external/audits,
    technical reports);
  – Own spot checks;
  – Formal reports (open for all stakeholders) with
    statements;
  – Setting new objectives;
  – Reviews of policies and procedures?
  How is the program understood
Knowledge of Job Safety Procedures
This section is used to rate employees on their
knowledge of job safety procedures based on the
following criteria:
• The employee knows and follows job safety
   procedures.
• The employee attends required health and safety
   training.
• The employee proactively promotes safety at work.
• The employee promptly reports accidents, injuries,
   close calls, unsafe practices, unsafe conditions,
   threatening behaviors, and emergencies to supervisor
   or appropriate company office(s).
        Are they Outstanding lets see
Employee may meet the following criteria:
                                     criteria
• Significantly and consistently exceeds expectation(s) by producing a high quality and quantity of
   work.
• Undertakes additional job functions/duties, through their own initiative, that further the goals of
   and make significant contributions to the department, division, and organization.
• Is dependable, highly reliable and follows through on all provided or otherwise undertaken
   assignments and is effective in a variety of settings including one on one communications, writing
   skills, correspondence, and public situations.
• Demonstrates exceptional in-depth knowledge of their job functions/duties and is highly
   recognized by others within the company community or within their area of expertise as an
   authority in their area of work.
• Exhibits model behavior that exemplifies the values and qualities of the organization and that is
   worthy of emulation by supervisors/staff members.
• Skillfully and in a highly reliable manner handles multiple and varied types of tasks with competing
   priorities.
• Skillfully resolves conflict in the midst of differing opinions by creatively developing a compromise
   within competing interests.
• Exhibits teamwork or is a team player in varied settings and influence others to work
   collaboratively to bring about a positive impact while furthering the goals of the department,
   division and organization.
                  Ok maybe moderate
Employee may meet the following criteria:
• Routinely meets and exceeds expectations and role requirements by producing a
  high quality of work on a consistent basis.
• Possesses full knowledge of their job functions/duties, as well as, other related
  aspects of the department, division, and organization, with the ability to explain
  and articulate such aspects clearly to others.
• Is dependable, highly reliable and follows through on all assignments.
• Is recognized by peers, managers, workers and other customers/personnel as
  collaborative, skilled, and reliable.
• In representing the department, division or organization, effectively interacts with
  peers, managers, colleagues, other company staff, contractors, and the public.
• Consistently exhibits model behavior that exemplifies the values and qualities of
  the organization.
• Exhibits teamwork or is a team player in varied settings without prompting and
  works collaboratively with others.
• Demonstrates the ability to take on progressive responsibility with a high level of
  success.
             Ok middle of the road
S=Satisfactory: Performance that consistently fulfills the job
requirements. Employee may meet the following criteria:
• Competently performs job functions/duties on a day to day basis
   and regularly meets expectations and job description requirements
   with some tasks performed beyond expectations.
• Consistently demonstrates full knowledge of their job
   functions/duties.
• Is recognized by peers, managers, workers/contractors and other
   customers/personnel as collaborative, skilled, and reliable.
• Regularly interacts effectively with peers, managers, colleagues,
   other company staff, workers/contractors and the public.
• Exhibits teamwork or is a team player in varied settings and works
   collaborates with others.
Ok we need to reach a little further
I=Improvement Needed Employee may meet the following criteria:
• Assignments/tasks are not consistently completed timely and
   accurately even when provided additional training and/or time
   extensions.
• Inconsistently demonstrates the skills and abilities to perform job
   functions/duties or responsibilities satisfactorily.
• Demonstrates minimal initiative to improve performance on a
   consistent basis.
• Requires frequent supervision on routine activities due to low
   performance or skill level even when provided additional coaching
   and training opportunities.
• Engages in less effective or less than positive interactions with peers,
   colleagues, management, workers/contractors or members of the
   company community.
        Its not working for either team
            member or the company
U=Unsatisfactory: Employee may meet the following criteria:
• Consistently fails to competently complete their assignments/tasks and
  consistently fails to produce quality work product even when provided
  additional training and/or time extensions.
• Consistently fails to meet expectations and job description requirements.
• Works at a level of minimum standards, with inconsistent productivity.
• Fails to possess full knowledge of their job functions/duties.
• Is perceived by peers and managers as non-collaborative and not being a
  team player.
• Ineffectively interacts with peers, managers, other company staff, or the
  public.
• Takes little or no initiative, even with prompting to improve their
  performance.
 Our program is not empty words
• The management of our company program
  should ensure that there is a sound foundation,
  on which all work can be based, to ensure safety.
• There should be a true safety culture that has
  permeated through all levels of the enterprise.
  The top management commitment to safety
  should be such that it is experienced in the rest
  of the enterprise as genuine and not as “lip
  service” or empty words.
            If the Teams Need Help
• Extent managers support the safety policy and, therefore, act
  consistently to set direction and priorities and are involved in safety
  -related activities.

• Extent managers take action to correct behaviour not consistent
  with the Safety Policy.

• Extent employees at all levels follow established procedures related
  to safety.

• Extent suggestions and complaints from employees result in
  improvements in safety.

• Extent employees consider management a trusted source of
  information on chemical risks, hazards, and safety.
Around the Circle and Back Again

				
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