24 june 2015 the health and safety laboratory/media/documents/networks/branch/east anglia... ·...

An agency of the Health & Safety Executive Enabling a better working world © Crown Copyright, HSL 2014

Enabling a better working world

24th June 2015

The Health and Safety

Laboratory

Employee Engagement in a Shrinking World IOSH East Anglia Annual Seminar


Objectives

Employee Engagement: Challenges posed by a

shrinking world

Employee Engagement: Potential Solutions?

Employee Engagement: Good Jobs?


Global Challenge Workshop

GC1 focussed on:

– Safety culture-related issues: cultural diversity, workforce transience, persuading the ‘boss’ (i.e. more senior management)

Deliverables: Article in the Safety & Health Practitioner (Health & Safety in a Shrinking Word) http://www.shponline.co.uk/features/features/full/health-and-safety-in-a-shrinking-world

Global H& S Challenge:

http://www.shponline.co.uk/features/features/full/health-and-safety-in-a-shrinking-world















Safety culture throughout the supply chain:

(a) Cultural diversity (national culture)

(b) Workforce transience


(A) Cultural Diversity

What is it?

Rapidly changing

‘Collective programming’

(Hofsted, 2001)

Variation in ethnicity, race, age (e.g. generation X & baby boomers and national culture etc.

Hofsted’s (2001) national culture dimensions

Masculinity/femininity (MF) Uncertainty Avoidance (UAI) Long-term orientation (LTO) Power Distance Index (PDI) Individualism-Collectivism (IDV)

Maslow’s (1944) Hierarchy of needs (Food/shelter first)

Common historical, political, survival, economic drivers



Why important?

Migrant Workers*

Multicultural teams Operating across

national cultures

Variation in social security

and legal frameworks, local politics)

Middle Management

Bottleneck

* Link with workforce transience



What impact?

PDI: compliant but unwilling to challenge IDV: look out for self v other; group think M/F: Macho risk taking UAI: Compliant but inflexible. LTI: Short term over long term

Actual

Local determinants

more powerful (e.g. snr

management commitment)

“Convergence Hypothesis”

(macro factors more influential

if increased globalisation)

Hypothetical

Migrant Workforce (overlap with workforce transience) • Short duration/ high turnover (e.g. >100% per

annum; family member substitution) • Economic motives • Little knowledge of H&S, rights or law Limited

comprehension of company’s main language. • Lack of opportunity to attend training • Deferential/submissive to authority • Unregistered/unskilled/unregulated work • Eager to please (implications for H&S reporting)

Harder to have shared values, norms, expectations, risk perceptions,

understanding of the consequences, attitudes (e.g. fatalism/ sharing learning

uniform safety climate/culture)


Safety culture throughout the supply chain:

(a) Cultural diversity (national culture)

(b) Workforce transience


(B) Workforce Transience

What is it?

Fixed term/temporary contracts/workforce ‘churn’

Workforce Patterns (can be..)

Flexible Isolated/remote/mobile

Seasonal /Rotas/High turnover )

Remote management

Types

Visitors

Migrant Direct hire/agency

Knowledge



Why important?

Intermittent support (peak loads/specialist

skills)

Increase in globalisation & IT

advances

Terms & conditions (less protected)



What impact?

Competency Management

Knowledge Management

Worker Involvement

Motivation

Isolation

Support ‘Normal’ benchmark

Reduced exposure to company H&S ethos

Small window of opportunity

Reduced emotional investment

B’hvrl Modificati

on Solutions

Reduced trade union

representation

Reduced face-face/2 way

communication

Monitoring

Permanent workforce buddying (divided attention)

Eager to please to become permanent

Underestimation of H&S

risks


Objectives


shrinking world




Top Tips: Cultural Diversity

Cultural Diversity (National Culture)

Have a strategy that anchors. E.g.: • Values & Expectations • Minimum standards

• Avoids assumptions

Overcome language barriers. E.g.: • Pictograms • Company dictionaries • Rules of thumbs

Create flexibility & consistency. E.g.: • What not how • Management rotation • Cultural considerations Motivate meaningful. E.g.

• Benefits for the family • Local stories

Design in WI & Learning


Top Tips: Workforce Transience

Workforce Transience

Competency. Assurance E.g.: • Monitoring • Mentoring

Inclusion/involvement E.g.: • Statistics • Voice • Events/Training

Conditioning to company ways vs catalyst for change • Induction • Shadowing

Familiarise with contractors • Understand motives • Avoid third parties • Using trusted sources


Objectives


shrinking world




The conventional perspective

Nature of the job

Quality of the relationship with the

employer

Social Capital

Job Characteristics - Demands vs

Control/autonomy - Mastery/person job-fit - Variety - Role clarity etc - Intrinsic motivation etc

• Effort-reward balance • Participation/Voice/Inclusion • Equity/fairness • Prioirity given job quality etc

• Terms and conditions • Working conditions • Flexible working

• Networks (quantitative & qualitative)

• Instrumental & emotional support


The Challenges (from the PEROSH Wellbeing

Group)

Nature of the job


employer

Social Capital

• Homeworking/Nomadic Work

• Chronic Health Issues

• Broader age range working together

• Ageing workforce

• Temporary/Transitional Working Relationships

• Technology/remote working

• Boom/bust • Globalisation

• Sedentary work • Knowledge


Implications?

Nature of the job


employer

Social Capital

Incentives to keep jobs good?

With who? How?

Job crafting to keep good job?

Reputation?

Reputation?

http://www.google.co.uk/url?url=http://brady8421.blogspot.com/2013/06/blog-post_11.html&rct=j&frm=1&q=&esrc=s&sa=U&ei=6saCVeKFI4vnUpD3gvgP&ved=0CCwQ9QEwCzg8&usg=AFQjCNGCPW62PTvtJTJ-LjK0bxk9G64nAw




Upshot

Flux and flexibility

Resilience: Diverse skills

sets; self-management

Innovative communication –

images, pictures, not rather

than words

Anchors?

Global H& S Challenge:


Enabling a better working world

Thank you very much

[email protected]

24 june 2015 the health and safety laboratory/media/documents/networks/branch/east anglia... ·...

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