In this month’s Hot Topic, we explore safety from a holistic perspective, and highlight the role we can all play in creating a happier and healthier working environment.
Safety: The Business Case
According to research from the World Health Organisation, the creation of a robust framework for workplace safety is fundamental to business survival and thriving. As such, should we be met with any reluctance when it comes to investing in safety, it’s important we are able to put across a strong argument for its inclusion as a strategic priority.
The Moral Argument
First and foremost, we must endeavour to create a culture of safety because quite frankly, it’s the right thing to do. Creating a safe working environment that prevents harm (both physical and psychological), and promotes safety and well-being is not only an advisable initiative: it is a moral imperative.
The Logical Argument
Should we fail to sustain a culture of safety within our organisations, the cost will far exceed the financial. When employees feel unsafe in their working environment, they may find themselves increasingly vulnerable to the experience of work-related stress. Not only does this stress precede engagement in unhealthy behaviours (smoking, drinking, and a lack of exercise to name but a few), it also increases risks of accidents and injuries, job dissatisfaction, and reduced perceptions of commitment. If left unaddressed, this will ultimately lead to increased absenteeism and employee turnover, reduced productivity, and ultimately business failure. That being said, let’s not forget the positives associated with creating a culture of safety; namely the fact that the most successful and competitive companies are those which have the best health and safety records, and the most physically and mentally healthy employees.
The Legal Argument
Previously, the minimum requirements for organisations have been to protect their employees from hazards which could result in injury or illness. However, with ever-increasing emphasis being placed on key pratices such as safeguarding, we appear to be in the midst of a changing tide whereby safeguarding employee safety is regarded as a holistic legal requirement, one which encompasses both mental and physical health dimensions.
Become a Safety Citizen
Whilst those of us in positions of leadership are professionally and ethically duty bound to promote a culture of safety, it’s important we also encourage our workforce to play their part in adopting the role of “safety citizens”. Safety citizenship behaviours relate to acts which help to protect the safety of others by working to prevent the occurrence of accidents, whilst proactively striving to improve organisational safety systems.
Below are some of the key safety citizenship behaviours we should be seeking to promote within our own organisations:
Stewardship
Employees should be encouraged to adopt the role of stewards through seeking to protect others from risky situations and events which may impact upon physical safety or psychological wellbeing. Leading by example is key here.
Voice
Employees should feel confident in voicing their opinions regarding ways in which to improve safety and wellbeing. It’s important that managers and leaders don’t underestimate the value of their employees’ insights and ideas.
Civic Virtue
Employees should be given the opportunity to maintain an up-to-date knowledge of safety-related issues in the workplace. This may involve proactive engagement in training courses and CPD related activities such as NEBOSH certifications or mental health first aid certificates.
Whistleblowing
Employees should have the courage to make their superiors aware of working pratices they believe to be unsafe or unethical. At times, this may involve reminding colleagues of their responsibilities and exercising continued vigilance when it comes to possible safety related violations.
Improving Safety
Employees should be committed to continually improving safety standards within an organisation. We should encourage a climate whereby members of our working teams are actively involved in contributing to policies or changing the nature of their working pratices, so it more closely aligns with emerging legislation.
Helping
Employees should feel inspired to help sustain a culture of safety. The success of help-related behaviours will depend heavily on a manager’s capacity to create a climate which seeks to enhance feelings of affective commitment (e.g. feeling emotionally connected to the organisation), psychological ownership (e.g. providing autonomy to support independent action), and organisational support (e.g. providing resources required to drive forward positive change).
Action Point
Think about specific strategies you can employ to help drive forward the behaviours highlighted above.