Behavioural Safety Training and Consultancy Services
As part of our developing capability within the area of Behavioural Safety Programmes, Marsden International is pleased to announce the launch of this new service. We have recognised that clients who wish to improve their safety performance are often confused by the offerings of some consultants. Complex jargon, wayward presentations and unclear outcomes have been swept away. Instead, our offerings are clear, understandable and effective.
Because behavioural safety issues are usually quite particular to the circumstances of each organisation, we shape the product to meet your requirements. Our services are built around a framework that is outlined below.
By spending time with you, we can tailor the detail of this framework so you obtain maximum benefit. Effort spent developing a professional approach to BBS with our company will be incremental - you will not be making unnecessary revisions to your developing programme. Time and effort expended by staff at all levels of the organisation will not be wasted and you will build trust, respect and a safer working environment.
This training proposal delivers a programme in four parts:
Part One - to ensure focused and cost effective delivery
A half day session with senior team/s to establish:
- Vision and values for BBS strategy
- Culture change, need to acknowledge mistakes in approach of the past
- Current situation - accident stats, audit findings, HR measures
- Priorities for behavioural change
- Success measures for training programme
- Change management issues
- Leadership style re H&S
- Resources - time for attendees training, budget
- Communications plan - top down messages
- Visible support of senior teams
- Senior managers as role models
The outcome of this half day will enable us to tailor the training to meet specific organisational objectives. The broad objectives and content for this is shown below but adjustments will be made following this half day session.
Part Two - to give additional information about current behaviours
Pre attendance survey
A survey completed by all attendees prior to the workshop will give useful, additional information about current behaviours and attitudes towards H&S as perceived by the delegates.
The electronic survey asks questions about the perceived attitudes and approaches of the individual, their immediate line manager, colleagues and the organisation itself.
It comprises 20 multiple choice questions completed anonymously and submitted 3 weeks prior to the one day workshop.
Part Three - to change current approaches and behaviours
One day workshop (up to 15 persons per session)
Session 1 - A picture of the here and now (Circumstances)
- Contract of confidentiality, support of senior team to training and commitment to change ideally with opening address from senior representative
- Experiences, accidents, near misses
- Delegates feelings - about the training, H&S generally, the current legislation, the culture in this organisation re approach to H&S
- Life picture - what is enjoyed about home/work. What are the hopes, dreams and fears for the future. What do delegates see themselves doing in 1 year, 5 years at home and at work.
- Rights and responsibilities of individuals, teams and the organisation explored through a fictitious case study closely matching the industry
Session 2 - What could change the picture (Changes)
- List the types of accident that could happen and consider who might have prevented them from occurring. Categorise into anyone, supervisor/manager, the organisation through policy or procedures, the regulator through law.
- Most accidents are multi causal and the links in the chain of causality all need to be strong
- Links made back to rights and responsibilities and the life picture
- Risk analysis - how we make judgements in behavioural terms and what can change that judgement for better or worse (likelihood, experience, external pressures, the inner dialogue)
Session 3- Impact of changing the picture (Consequences)
- Impact of accidents on themselves, their family and friends, their colleagues, and the organisation within an emotional, practical and financial context
- Used case studies provided by the organisation (disguised) to fully explore the fictitious but realistic impacts. 1 minor accidents which was the fault of the individual and a more serious accident which was the fault of a colleague.
- Looking at emotional, practical and financial impacts of accidents discussed in previous session - Emotional (feelings), practical (coping physically), financial (monetary issues)
- Bringing in emotions of guilt, regret, blame etc
Session 4 - Tools to make a positive change (Commitment)
- Assertiveness - presenting concerns, communicating effectively, saying 'No' to unsafe practices, using inner dialogue effectively to address problems
- Observing and reporting - what to observe, how to record and report without fear of repercussions or bullying.
- Coaching and feedback skills (E2C2 model)
- How to receive feedback positively (SARAH)
- Buddying - caring for each other, looking out for odd behaviours or actions
- Action planning and commitment to behaviour change
Part Four - Individual or team coaching
This part of the programme is for those employees identified as being suitable for :
- Observing and reporting the H&S actions and breaches of others
- Giving coaching and feedback to employees in whom a behavioural change is required
This training will reflect the observing and reporting systems and methods in use at the client company. The facilitation session Part One with the senior team includes how observing and reporting occurs pre-training and what changes are required.
- Practice sessions using company focused examples will follow feedback and coaching theory
- Models used will be E2C2 (Evidence, Effect, Change, Continue) and SARAH (Receiving feedback)
- Importance of body language in influencing behaviour
- 8 step framework for behavioural performance improvement conversations
- Observing and reporting the H&S actions and breaches of others
- Giving coaching and feedback to employees in whom a behavioural change is required
This bespoke training is likely to be most effective if it combines formal training with observed practise within the training environment and the workplace.
Our Trainer
Janet Slater is heading up this department within Marsden International (UK) Ltd - read more about her background below.
Jan Slater is a professionally qualified and widely experienced learning and development practitioner, who successfully designs and delivers complex behavioural, sales, management, and procedural training programmes up to senior management level. She delivers this wide scope of training and facilitation within private and public sector businesses and clients include HSBC Bank plc and the Natural History Museum.
Jan specialises in identifying and delivering bespoke learning solutions to meet strategic and operational business needs and which return genuine performance improvement.
