Monitoring of workplace culture and risks: Leading indicators Questions to ask

Transcription

1 Monitoring of workplace culture and risks: Leading indicators Questions to ask Professor Helen De Cieri, Monash Business School Monash University 2016

2 Some questions to consider for health, safety and well-being (HS&WB) 1. Which HS&WB indicators are currently reported to your board? 2. How well is your organisation performing on leading indicators? 3. What are the opportunities to build business capability to strategically measure, report on and act on leading and lagging indicators? 4. Is HS&WB performance considered at senior executive and board level in the same way that financial performance is? Resource Measure Report Act Evaluate 2

3 Health, safety & well-being: Leading and Lagging Indicators HS&WB performance Leading indicators (Janicak, 2016, Safety Metrics) Incidents Injuries & Illness claims 3

4 Health, safety & well-being: Leading Indicators are Positive steps organisations take to prevent an incident or improve HS&WB Resources available in the workplace and that impact HS&WB performance A good starting point for proactive approaches to managing HS&WB We measure OHS leading indicators using the Organizational Performance Metric- Monash University (OPM- MU) A set of 8 items in a questionnaire format

5 Research: Understanding HS&WB from different viewpoints Managers and Workers views Union members views Workhealth improvement Network WorkSafe Inspectors industry study of WHS leading indicators in Australian workplaces Union members views of WHS HS&WB in public hospitals and m facturing worksites Inspectors checklist for WHS leading indicators (See for project details and reports) 5

6 workplace surveys: Leading indicators across 6 industries (3600 responses) OPM-MU scores can range from 8 to 40. A higher score reflects agreement that OHS leading indicators are present in the workplace Differences can be seen across industries. Average = 29/40 Arts and Recrea@on Services 28.0 Construc@on Electricity, Gas, Water and Waste Healthcare and Community Service Mining Transport, Postal and Warehousing (Sheehan et al., Accident Analysis and Prevention)

7 workplace surveys: Leading indicators across industries Higher scores on leading indicators (OPM-MU) are associated with better OHS Performance (measured three months later). Safety leadership enhances the effect of leading indicators. Leading indicators and safety leadership influence workers safety behaviours Leading indicators OHS Performance Leadership injuries Medical treatment injuries (Sheehan et al., Accident Analysis and Prevention)

8 Aust. Nursing & Midwifery (ANMF - Vic) Survey Responses from 4,891 members OPM-MU scores can range from 8 to 40. A higher score reflects greater presence of OHS leading indicators in a workplace. Average OPM-MU = 27.4 (SD = 6.7) for all ANMF (Vic) respondents Aged care Disability District nursing Emergency General medical General surgical Intensive/Critical care unit Maternity Mental health Rehabilitation Theatre Report available at ohsleadindicators.org

9 ANMF (Vic) Survey 80% 60% 40% 58% 32% 42% of respondents reported experiencing workplace bullying at least a in the past year. Managers/Supervisors/Colleagues were the main source of bullying 20% 0% 2% 5% 3% Never A few times Monthly Weekly Daily Report available at ohsleadindicators.org 9

10 ANMF (Vic) Survey 60% 40% 33% 44% 67% of respondents reported experiencing violence or aggression at least a in the past year. Pa@ents, their rela@ves and visitors were major sources of violence or aggression. 20% 6% 11% 6% 0% Never A Monthly Weekly Daily Report available at ohsleadindicators.org 10

11 ANMF (Vic) Survey Leading indicators HS&WB Performance ANMF members with higher scores on leading indicators and better supervisor support had Fewer OHS incidents Higher work engagement Less experience of violence and bullying at work Less burnout 11 Report available at ohsleadindicators.org

12 Workhealth Improvement Network (WIN) Evaluation: Workgroups in 16 Public Hospitals Simplified design Baseline Period: HS&WB Follow-Up Workplace audit of HS&WB Surveys with 991 employees July 2016 (See Joss et al. Research reports at

13 WIN Workplace Audits: 16 Public Hospitals leadership and commitment between OHS & Health 65% 63% Processes for accountability and training Management & employee engagement strategies 59% 73% Benefits and Integrated and surveillance 39% 52% Comprehensive program content Total Integra,on Score 63% 61%

14 WIN Baseline Surveys: 16 Public Hospital Workgroups Healthcare worksites do not compare well on OHS leading indicators (991 employees) Average OPM-MU score in study: 29.0 (SD = 5.8)

15 WIN Baseline Surveys: 16 Public Hospital Workgroups Physical Health component of the SF-12. Group mean scores on physical health for most worksites were within normal range compared with an Australian sample

16 WIN Baseline Surveys: 16 Public Hospital Workgroups Mental Health component of the SF-12. Group mean scores on mental health for all worksites were lower than scores obtained in an Australian sample

17 WIN Baseline Surveys: 16 Public Hospital Workgroups Leading indicators HS&WB Performance Workers with higher ratings for leading indicators had Fewer OHS incidents Beler mental health Beler physical health Fewer days off due to musculo-skeletal injuries 17

18 Research to HS&WB requires strategic positioning for impact A co-ordinated set of positive, preventive leading indicators and workplace interventions will contribute to continuous improvement of HS&WB performance. An integrated approach can contribute to HS&WB performance. Leadership plays a key role in improving HS&WB performance

19 Strategic positioning and impact of HS&WB How would you rate your organisa,on on? 1. CEO and board support for HS&WB 2. HS&WB to boards of directors 3. HS&WB providing expert knowledge to and influencing 4. Quality of exchange among members of the about HS&WB 5. of HS&WB issues at the level 6. Strategic involvement of HS&WB in key decisions, strategy development and on senior commilees. 7. and leadership at all levels for HS&WB 8. Measurement and monitoring of managers track record on HS&WB risk management 9. Acknowledging and addressing HS&WB road-blocks 10. Everyone valuing HS&WB 19

20 Useful references Cooklin, A., Joss, N., Husser, E. & Oldenburg, B. 2016, in press. Integrated approaches to health and safety: A systema@c review. American Journal of Health Promo,on. Shea, T., De Cieri, H. Donohue, R., Cooper, B., & Sheehan, C Leading indicators of occupa@onal health and safety: an employee and workplace level valida@on study. Safety Science, 85: Sheehan, C., Donohue, R., Shea, T., Cooper, B., & De Cieri, H., (2016) Leading and lagging indicators of occupa@onal health and safety: The modera@ng role of safety leadership, Accident Analysis & Preven,on, 92: Janicak, C.A Safety Metrics: Tools and Techniques for Measuring Safety Performance (third edi@on), Bernam Press: Lanham, MD. Research reports at: and

21 Thank you! Acknowledgments: Funding support from WorkSafe Victoria via ISCRR Key contacts and participants at participating organisations WIN Networks: DHHS and Victorian Chamber of Commerce and Industry Research team for Leading Indicators: Helen De Cieri, Tracey Shea, Cathy Sheehan, Ross Donohue, Brian Cooper - Monash University. Research team for WIN Evaluation: Nerida Joss, Brian Oldenburg, Fabrizio D Esposito, Shae Quirk - The University of Melbourne Helen De Cieri, Tracey Shea, Paula Lorgelly, Rachel Knott - Monash University. 21 contact: surveys@monash.edu