the institute for employment studies worker involvement training courses: early evaluation findings...
TRANSCRIPT
the institute for employment studies
Worker involvement training courses: early evaluation findings
Andrea Broughton24 March 2011
Evaluation methodology
“Census” telephone survey aiming to capture the views of all managers from participating organisations in the introduction to worker involvement training course
Second wave survey after 12 monthsQualitative telephone interviews with 60
course participants. Three waves:●first wave almost completed●second wave after six months● third wave after 12 months
Results so far: telephone survey 698 interviews achieved so far in the first wave 206 interviews achieved so far in the second wave interviews are 11 minutes long on average, covering:
● attitudes to worker involvement in health and safety
● practices relating to worker involvement in health and safety
● reasons for participating in the training● what organisations would have done if they hadn’t
participated in the training● any changes that have taken place in attitudes and
practices in the 12 months between the two waves, the reasons for the change, and barriers to making change
Results so far: telephone interviews
42 interviews achieved so far Balanced sample in terms of:
● company size● when they attended the course● sector
Questions about:● the individual rep● the organisation, including the processes in place
before attending the course● views of the course● any impacts from the course in terms of
confidence, understanding of the issues, awareness, influencing, interaction, implementation of actions and processes
Role of telephone survey participants
What is your job title?
1.2
6.9
18
2.9
39.1
0.9
18.5
2.6
0
10
20
30
40
50
Owner/partner Managing
Director/MD
Other equiv
snr job
Personnel/HR
Manager
H & S
Officer/Risk
Manager
Facilities
Manager
Manager
(unspecified)
Office
Manager
% R
esp
ondents
Starting points: effectiveness of WI arrangements
My organisation's arrangements for consultation on health and safety are effective
42 43.4
6 7.31.3
0
10
20
30
40
50
Stronglyagree
Tend toagree
Neitheragree nordisagree
Tend todisagree
Stronglydisagree
% R
espon
den
ts
Starting points: frequency at which workers are consulted / involved
28.5
44.7
19.6
38.1
34.7
43.4
26.7
17.7
29.5
6.3
6
0% 20% 40% 60% 80% 100%
Employees and managers worktogether to manage health and safety
risks
My organisation is receptive tosuggestions from the workforce on
health and safety
My organisation involves workers whenmaking decisions about any aspect of
health and safety
Always Usually Sometimes Rarely Never Don't Know
Starting points: formal systems of WI
Thinking about systems your organisation used before you attended the training, which of the following ways BEST describes how, if at all, workers were involved in the
management of health and safety issues?
42%
41%
17% Formal systems for ensuring thatworkers were involved in healthand safety management
Workers involved but no formalmechanisms
Workers not typically involved
Starting points: type of systems currently in placeFormal systems in place to ensure workers are involved in health and safety management
Positive responsesN % (Prev
Qn)%
(sample)
Regular meetings between managers and employees or their representatives 164 57.1 23.9
Non-regular or ad hoc meetings between managers & employees or their representatives
34 11.8 5.0
Regular discussions with designated employee health and safety representatives 61 21.3 8.9
A joint committee between managers and employees or their representatives 112 39.0 16.4
Health and safety induction & training courses 78 27.2 11.4
Staff encouraged to report issues 52 18.1 7.6
Written updates or feedback to staff from management 50 17.4 7.3
Staff suggestion scheme 31 10.8 4.5
Having a designated health and safety manager 23 8.0 3.4
Consultation on risk assessments 113 39.4 16.5
Inspections or audits 65 22.6 9.5
Topical talks (i.e. Toolbox Talk) 59 20.6 8.6
Provision of information to assist the rep 14 4.9 2.0
Other (specify) 33 11.5 4.8
Don't Know 6 2.1 0.9
The participants and their experiences The participants: often quite sophisticated in terms of health and
safety knowledge, including quite a lot of managers Many attended due to their organisation overhauling H&S
practices High levels of satisfaction with the course overall: even those who
did not concretely learn anything new valued it as a refresher People liked the fact that there were participants from different
sectors on the course, although different knowledge levels could cause difficulties
Some fears about the exam, particularly those who were not expecting it, although there was a view that it helped to concentrate the mind
Participants liked the communication/soft skills aspects of the course, the interaction and the practical information
Some were expecting it to be boring and were pleasantly surprised Participants said they would be happy to recommend the training
to colleagues Some said it was the best course they had ever been on!
Impacts of the course
The main impacts seem to be around:● increased awareness of health and safety: “now when I go
around, I see things that I would have ignored before”● increased knowledge of health and safety regulation and
rights and responsibilities of workers and employers● improved communication, including between shop floor
and management● increased confidence in dealing with health and safety
issues, including in conflict situations (although confidence generally high at the outset)
● better influencing skills: better able to “sell” health and safety to colleagues and managers
● better listening and understanding of body language● some barriers: lack of time, management unwilling to
spend
Views on impacts
“We were able to get back to our managers and feed back new strategies. Before the course, we were dealing with issues with a punishment approach. But afterwards, we thought, well maybe this isn’t the solution.”
“We are not telling people, you should wear safety glasses, we are explaining why. By asking them why they were not wearing the safety glasses and listening to their reasons, we were able to change things. This is most valuable lesson learnt in the course.”
“It’s important to make sure that PPE is actually worn. Even for those who occasionally walk through the workshop, such as the office staff. I now make sure that they are properly kitted out. I wouldn’t have done that before”.
“I’m not going to use things that I don’t think are safe. If they fail, there will be a serious accident and that’s not a risk I’m prepared to take.”
“I used to be nervous about discussing health and safety with managers, but now I feel that managers take me more seriously”
Practical impacts
Introduction of new processes or actions such as:● toolbox talks● risk assessments● staff suggestion boxes● recording near misses● better use of PPE● introducing new safety equipment (for working at height)● sending employees on targeted H&S courses● putting guards on machinery● replacing old equipment● identifying and removing hazards
A minority have tried to change how they approach the rep role in a pro-active way
Not many interviewees had formulated an action plan
Who gets the most out of the course?
Those with the least prior experience and knowledge of H&S appear to benefit most from the course
People who directly manage or have responsibility for workers (eg shift managers) – increased confidence in dealing with colleagues, including upper management
Managers benefit to a lesser extent, particularly if their role is particularly in H&S
Alternative actions
What would your organisation have done to involve workers more in H&S if the training offer had not been available?
46.1
16.6
6.1
33.3
0
10
20
30
40
50
Sought otherpaid
advice/training
Involvedworkers in other
way
Something else Nothing
% R
esp
ondents
Some data from wave 2 of the survey 57.8% of respondents had formal systems in place for involving workers in
health and safety Putting into place new systems:
● regular meetings between managers and employees (19)● ad hoc meetings between managers and employees (8)● regular discussions with designated employees (11)● joint manager/employee committee (14)● H&S induction and training courses (4)● encouraging staff to report issues (9)● written feedback from management to staff (11)● staff suggestion scheme (8)● designating H&S manager (2)● consultation on risk assessments (9)● inspections or audits (4)● toolbox talks (8)● provision of information to assist the rep (8)● noticeboards/bulletin boards (13)
Progress in 6 months
54% said that activities related to their systems to involve workers in H&S occur more often than 6 months ago (41% said as often)
59% said their H&S worker involvement systems had become more effective in the past 6 months (40% said they were as effective)
have the skills of their H&S reps who attended the course improved over the past 6 months?
● 75% said that their communication skills had improved● 58% said that their negotiation skills had improved● 72% said that the quality of their H&S suggestions had
improved● 80% said that their overall contribution to H&S had
improved
Main changes to H&S policies and practices
What changes, if any, do you think that there have been to health and safety policies and practices in your organisation over the past 6 months?
1. New arrangements for consultation 20.4%2. New personal protective equipment (PPE) 4.9%3. New policies (eg fork lift truck policy) 17.5%4. New procedures 39.3%5. New equipment purchased 4.9%6. Review of risk assessments 18.4%7. New method of risk assessment
9.7%
Base = 206
Barriers to change
costs (18%)time (23%)business pressures/workload (25%)lack of worker participation (15%)lack of manager support (13%)issues around PPE (0%)communication channels breaking down
(1%)working patterns, eg communication
difficult due to shift working (2%)
Some conclusions
Views of the training are very favourableStarting points are quite high in terms of
knowledge and procedures in place: very few starting from scratch
Subtle impacts: formalising or refining existing procedures
Increase in ‘soft skills’: confidence, communication, interaction, awareness
Some progress over six months in terms of new processes and procedures
Next steps
Second wave of telephone survey now underway Second wave of interviews due to start
imminently Third wave of interviews to start in six months 6 case studies Evaluation of the joint training:
● interviews with course facilitators● 3 waves of telephone interviews● 6 case studies
Analysis of survey and interview data will measure impact of the training
Interim report due at the end of November 2011 Final report due at the end of May 2012
… thank you
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