Page 55 - OHS, June 2024

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It’s important to celebrate when goals are hit and training wins are hit. And always be flexible and adjust as needed, based on results and feedback.”
— Rachel Hook, KPA
“When will you train them? is it’s going to take place in the morning?” Hook asks. “Will all training take place during work hours? How is this going to be communicated to employees?”
Getting Started with SMART Goals
In terms of getting started with using SMART goals for safety train- ing, Hook suggests that trainers let leading indicators help to drive the goals that they implement using the SMART system.
“I would lead with some things that you’ve been seeing or you
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line and helps maintain accountability and discipline. Ensuring employees are trained in a timely manner is essential for them to perform their duties safely and effectively.”
How would this work in the real world? Well, an example would be providing forklift safety training to the warehouse team. A good SMART goal would be to have all warehouse employees complete forklift safety training by the end of the quarters, Hook says. Why? Because it is specific, measurable, achievable, relevant, and has a clear timeline. Because that SMART goal is so well defined, it also helps the training planners more rapidly start thinking about the “how,” Hook notes.
“In this instance, you’re probably going to use a combination of hands-on training, and some software learning for them to retain the information,” she explains. “Are you going to do group training or individual training? What do your employees need to know in order to hit this goal? What resources will they need?”
Another example might be that a company that has noticed an uptick in hand injuries. Safety managers decide to have all em- ployees participate in at least two safety meetings focused on hand safety by the end of the month. Again, all the characteristics of that plan adhere to the SMART approach, so management can imple- ment that training much more quickly.
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JUNE 2024 | Occupational Health & Safety 53
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