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work environment based on a positive leader-member exchange, creating a safe and healthy worksite.
Innovation, Growth & Learning. Innovation, growth and learning are important because of the nature of modern business. Just about the only constant in business is that change is inevitable, and change is occurring at faster rates than ever. So, the organization has to understand its environment and learn from it so as to change its internal processes and procedures, foster growth and remain competitive. The innovation continuum includes efficiency, evolu- tionary and revolutionary innovation. Growth involves increased knowledge and understanding of the employees, thereby enabling them to effectively operate and support the internal integration and alignment necessary to create the injury free workplace.
Dashboards & Metrics. To effectively manage you need to measure. Senior management will understand that the measure- ment system influences organizational behavior. Effective mea- surement has to be predictive as well as prescriptive in nature if it is to provide information for managing performance. Another thing that contributes to difficulty or complexity is that often important factors tend to be hard to measure consistently and objectively.
The scorecard also serves to bring together into one report several important but seemingly diverse aspects of the business. Another important aspect of the organizational scorecard is that
it creates a platform for alignment within the organization. ThThis is important to strategy deployment as well as guarding against sub- optimization. A robust scorecard represents all the important op- erational measures holistically.
Conclusion
Excellence in safety can only be achieved through a strategy-driven, performance-based safety management process that is supported by operational excellence, driven by principle centered leadership, sustained by engaged and involved employees and facilitated by a value-based culture. Obviously, we need to approach the process holistically. Safety should be fully integrated into the organization’s operations, and safety outcomes should be aligned with business goals. Therefore, the safety process will become woven into the very fabric of the organization and become instinctual. Achieving an injury free workplace will naturally flow from the operational activities.
Peter G. Furst is the president of The Furst Group which is an Orga- nizational & Human Performance Consultancy. He teaches courses in architecture, engineering, management, construction, risk and safety management at the University of California Berkeley (part time since 1998) and is a published author with almost 100 articles in magazines and online.
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