Management of At-Risk Behaviour in Organizations

Abstract

This research paper attempts to identify and reviews a host of strengths and gaps in Indian organizations towards managing the at-risk behaviours at work sites which included 30 multinational companies from 24 geographically distinct diverse locations in India. Nearly 45,000 study participants were trained as mentors and observers over a period of 15 years 2000‒ 2015 included heads of departments, managers, contractor's workmen, safety officers. The intervention programme included the concept and process of behavior-based safety (BBS), plant visits for observation and correction of at-risk behaviours, developing road map for implementation of BBS, developing training module for imparting training to all employees, formation and functions of BBS steering team. Both qualitative and quantitative data were gathered from participating companies in India. A comparison of the multinational organizations all over India revealed the following behavioural trends that on an average, 70% safe behaviours, 30% unsafe behaviours, 67% corrections of unsafe behaviour, and interestingly safe behaviours went up to 94%, which means there is a 24% increase in safe behaviour after corrections by all-category observers. The unsafe/at-risk behaviours resulting into accidents are rooted in organizational culture. Hence in order to achieve total safety culture, the identified gaps that organizations need to address are: the major concerns of BBS while shifting from safety culture 1‒2, the key BBS elements for implementation assessment, the functions and concerns of BBS lead trainers, making use of BBS implementation feedback, the barriers in BBS implementation, keeping in mind the way forward for BBS implementation after every quarterly review, monitoring reduction in injuries every 6 months post-BBS implementation, the 10 criteria for BBS audit, the significant questions of corporate safety department on BBS implementation for bench-marking.