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How safe are your employees?And your company?
June 15, 2017
Willis Towers Watson Sustainably Engaged Webcast Series
A copy of the slides and a recoding will be sent to you later this week.
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Today’s presenters
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Mike Fredebeil, CSPNorth America Director for Construction Safety and Risk Control
Willis Towers Watson National Construction Practice
Connect with Mike on LinkedIn
Tiffany Shortridge, Ph.D.North America Practice Leader
Willis Towers Watson Saville Assessment
Connect with Tiffany On LinkedIn
Jill Perkins, Ph.D.North America Practice Leader
Willis Towers Watson Employee Insights
Connect with Jill on LinkedIn
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Willis Towers Watson: A global leader with deep resources
Re/insuranceBrokerage & Advisory
ExchangeSolutions
Benefits
Talent and
Rewards
Risk &Capital
Management
Broad Appeal to Clients Worldwide
39,000 colleagues
in 120+ countries
Scale, diversity & financial strength
$8.2 billion revenue
A strong track record and
experience across industries
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Current safety guardrails only address part of the challenge
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Need to address behavior and culture within those guardrails
Safety tools, training,
policies and procedures
Safe Mindset and Behavior
Safety Culture
Safety Performance
Current Safety
Guardrails
Behavior and Culture within the Guardrails
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SafetyCulture
Safe Mindset and Behaviors
Creating an Employee Safety Profile through the identification of a key safety mindset and behaviors allows organizations to focus on hiring, assessing and promoting those aligned with the profile.Examples of profile elements: adhering to rules finishing tasks ensuring accuracy
Identifying the cultural and organizational elements associated with safety performance allows organizations to craft programs that drive safety behaviors.
Examples of cultural elements: quality of supervision teamwork level of empowerment
Taking a two-pronged approachEmployee mindset/behaviors and organizational culture
Talent / Reward Strategy
Assessment and selection of employee candidates
Performance management
Promotion / succession management
Incentive and pay structures
Employee engagement and involvement
Culture assessment
Manager assessment, selection and training
Assessment and selection of candidates
Culture assessment
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Safe mindset and behaviors: Hiring right
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Why is it important to businesses that they hire individuals with a safety oriented mindset?
Employee negligent /deviant behavior costs business more than $20 Billion annually and is the cause of 30% of business failures
Nearly 40% of construction
companies make a bad hire because they need to fill a
position quickly; the cost of each bad hire in construction is at
least 30% of their annual salary
Our managers execute our base pay program well
Methods to utilize to ensure you are hiring more safety oriented employees:
• Pre-hire Assessments• Realistic Job Previews (RJPs)• Hiring Interviews
SafetyMindset
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Operational strengths pre-hire assessment
Identifies individuals demonstrating potential for safety, construction, manufacturing and technical roles
Benchmarks candidates against a relevant comparison group of individuals holding technical roles across functions including construction, production, operations, engineering and transport
Short completion time of 10 minutes
Technical & Safety Report
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SafetyMindset
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Interview guides
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Interview questions are competency-based and provide a structure that allows collection of behavioral evidence in core areas (or competencies) key to success in the target role. Questions can probe both past effectiveness and motivation in any given area.
The benefits of a customized Interview Guide include: Reduce interview preparation time Establish a highly predictive competency based
interview Improve the content and structure of interviews Improve objectivity and consistency across interviews Guide a detailed exploration of both motives and
talents Standardize recording of interview information to allow
for more structured write ups
Aligned to the organization’s behaviors
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SafetyMindset
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Realistic Job Preview (RJP)
Benefits:• Increase applicant engagement
across all levels• Decrease applicant attrition
during the selection process• Increase applicant perceptions of
the organization• Provide the candidate a better
vision of what the job actually entails
• Reduce adverse impact• Reduce applicant : hire ratio
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SafetyMindset
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Laing O’Rourke case study
Laing O’Rourke were keen to provide a realistic insight into their organizational environment in the hope that they could:• Improve the cultural fit of applicants• Provide a realistic preview• Reduce the number of unsuitable
candidates at an early stage
Candidates completed a Saville Assessment on Laing O’Rourke’s Careers website.A dynamic real time report based on cultural/values alignment is presented to the applicant.Applicants decide whether or not they want to apply for the role.
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SafetyMindset
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Safe mindset & behaviors and implementing a safety culture
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Why is it important to ensure leaders are leading by example?
of constructioncompanies currently
have leadershipdevelopmenttechnology
Only
27%Methods to assist in developing your leaders:• Leadership
Assessments• Developmental
Guides
1 out of 3Organizations do not develop their leaders to meet changing
business needs
SafetyMindset
& Culture
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What makes a leader effective? There are key areas of leadership effectiveness that are “universal”
Professional People
Pioneering
Handling a wide range of people issues across teams and functions. Interacting assertively with people to achieve results. Understanding and adapting to the needs of others.
Impact created through: Engagement Successful Teams Communication
Impact created through: Managed Risk Service & Product Delivery Expert Reputation
Applies expertise and deep knowledge. Uses strong analytical and reasoning capability. Investigates and solves problems using specialist expertise.
Driving success, change and growth. Seizing commercial opportunities and outperforming competitors. Generating imaginative solutions and a long-term vision.
Impact created through: New Product/Markets Organizational Transformation Organizational Growth
Based on our research, the requirements of the leader are guided by three performance factors and the impacts needed from the leader
SafetyMindset
& Culture
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Wave focus styles: Leadership assessment
• Most powerful personality questionnaire for predicting performance and potential• The only questionnaire to identify the alignment between work motives and
talents• Utilizes both ratings and rankings to provide a more accurate measurement of
response style• A wide range of reports can be generated to support different applications
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SafetyMindset
& Culture
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Development report
The Wave Focus Styles Development Report draws from a bank of more than 1,200 practical development actions designed to promote focused development planning, specific to an individual.
The benefits of the Development Reports include: Build self-awareness Prioritize strengths and development areas Set objectives Plan developmental interventions Add depth to onboarding discussions Support both individuals and managers in coaching,
development and performance management activities
Aligned to the organization’s leadership competencies
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SafetyMindset
& Culture
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The benefits of effective leadership
Effective leaders demonstrate these key competencies
Source: Willis Towers Watson 2016 Global Workforce Study – Global.
Rank How effective is your manager at… Favorable Not Favorable
1 Developing Talent (creating developmental opportunities, coaching and mentoring, giving feedback)
56% 20%
2 Leading Change (identifying change needs, driving change, addressing concerns)
54% 20%
3 Engendering Confidence and Trust (demonstrating reliability, being open and honest, being consistent)
53% 20%
4 Building Effective Teams (forming teams, creating shared purpose, identifying talent needs)
54% 19%
5 Displaying Entrepreneurial Spirit (perceiving subtle changes, thinking boldly, pursuing opportunities)
54% 21%
6 Focusing on Customers (identifying needs, developing relationships, developing solutions)
52% 20%
7 Articulating the Vision (communicating the vision, translating the vision, showing commitment)
52% 21%
Engagement levels are significantly higher among employees who rate their managers favorably on these competencies
Engagement levels are significantly higher among employees who rate their managers favorably on these competencies
SafetyMindset
& Culture
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Standard practices to drive safety performance are not enough
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“When organizations take action to improve safety, their efforts typically focus on one of three areas:
• engineering a safer work environment,
• providing training to educate employees on physical work conditions and safe work practices, and
• instituting policies and procedures that require employees to perform their jobs according to regulations.
Although these efforts can sometimes be effective, they do not provide a complete solution.”
Willis Towers Watson research
SafetyCulture
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Our model
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+
The Right Way: Engagement + Safety
The correlation between engagement and safety culture: .62****Statistically significant at a .001 level.
SafetyCulture
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Sustainable engagement pays dividends...
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but only one-third of employees are highly engaged
Research shows that companies with high levels of sustainable engagement outperform those lacking energy and enablement
37%
17%
21%
25%
Global
Highly Engaged: Those who score high on all three aspects of sustainable engagement
Unsupported: Those who are traditionallyengaged, but lack enablement and/or energy
Detached: Those who feel enabled and/or energized, but lack a sense of traditional engagement
Disengaged: Those who score low on all three aspects of sustainable engagement
-13.3%
1.9%5.2%
-20%
0%
20%
12-month change in gross profit margin vs. sector
Highly engagedDisengaged Unsupported
35%
14%23%
28%
Construction
SafetyCulture
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To achieve desired outcomes, companies must address the drivers of sustainable engagement
Sustainable Engagement Drivers
Rank 2016 - Construction 2016 - Global
1 Senior Leadership Senior Leadership
2 Clear Goals & Objectives Clear Goals & Objectives
3 Supervision Supervision
4 Image & Integrity Image & Integrity
5 Communication Workload & Flexibility
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What is Sustainable Engagement? Engagement – Rational, emotional and behavioral attachment to the company Enablement - A local work environment that supports productivity and performance Energy - Individual physical, interpersonal and emotional well-being at work
SafetyCulture
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Understanding the drivers of safety engagementStatistical analysis to determine what drives safety engagement in your organization, and the impact on safety outcomes
TOPICS MEASURED
SAFETY ENGAGEMENT
Leadership
Supervision
Safety Prioritization
Empowerment
Goal Clarity
Accountability
Communication
Collaboration
Addressing concerns
Fewer accidents and claims
Reduced insurance spend
Fewer lost work days
Higher retention
Improved image
Supervision
Empowerment
Communication
DRIVERS OF SAFETY ENGAGEMENT
Improved experience modifier
SafetyCulture
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Linking safety culture and multiple outcomesA client example
Data analyzed for 163 sites in time-lag study of the effect of workplace culture on safety Linkage analysis found strongest correlates with rates of safety incidents Safety statistics include: DAFW: rates of days away from work due to injury (standardized by head count) TRIR: total recordable incident rates (standardized by head count)
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Note: When considered alone, Empowerment showed a significant correlation with TRIR. Adding in the influence of Supervision took that relationship to non-significance, which means that good supervisors empower people, and feeling empowered becomes essentially redundant with good supervisory behaviors.
SafetyCulture
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Actions we’ve supported to help clients build stronger safety cultures
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At the company level At the local level At the employee level
Established corporate safety culture steering committee:meets quarterly to review safety culture progress and action items flagged as opportunity areas from the previous survey
Established safety culture steering committee member: at the site level to review action items and performance
Safety culture performance integrated into manager and employee performance reviews and compensation
Quarterly reports to board:reports singularly focused on safety culture
Established safety culture team at each site: teams locally run by a safety culture manager plus individual contributors
Increased efforts to integrate contractors into culture processes
Monthly reports to executives:reports singularly focused on safety culture
Upgrades: equipment, training, inspection and procedures
SafetyCulture
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A great enabler of change.
• Large scale collection of employee opinion, covering a variety of topics• Scalable from the smallest to the most complex of organizations• User centered software with intelligent advice and best-in-class
benchmarks• Direct future actions to support all HR and business initiatives• One click to print one-page manager report, or high quality
PowerPoint presentation• Combine with: Willis Towers Watson Pulse Software for
frequent sense checks
SafetyCultureWillis Towers Watson Employee Engagement Software
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For an intelligent sense check, of the past, present and future.
• Quickly and easily sense check employee sentiment and/or response to initiatives
• Easily design and deploy employee surveys, using proven software
• 50 safety culture related questions validated by safety experts with a core 25 item question set available for immediate use
• Choose from 400 validated questions and 400 annually updated benchmarks, available in 19 languages
SafetyCultureWillis Towers Watson Pulse Software
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Giving insight a purpose.
• Tool for managers to translate employee feedback into a successful action plan
• Provides tried and tested guidance/solutions for managing change
• Encourages managers to use employee feedback effectively with tools to collaborate with other managers
• Ensures employee feedback isproactively used
• Combine with: Willis Towers Watson Employee Engagement Software to ensure effective change prevails
Action plannerSafetyCulture
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Bringing it all togetherThe power of insights to drive better safety outcomes
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Data Collection Analysis Talent/Reward Strategy
Behavioral Assessment
Safety Data
Employee Opinion Data
Safety Profile Elements
Cultural Driver Elements
• Establish approach / framework for defining Employee Safety Profile and Cultural Safety Drivers
• Collect robust data through assessments, surveys, and data mining
• Conduct quantitative analysis to develop understanding of key behaviors and cultural elements associated with strong employee safety records
• Identify safety profile and cultural priorities
Employee impact
Cultural impact
Employee Engagement
Incentive and Pay structures
Manager Assessment,
Selection, Training
Promotion / Succession
Management
Performance Management
Employee Assessment and
Selection
• Manage (optimize / leverage) safety risk through program design and administration
• Monitor outcomes and assess sensitivities to inform ongoing review and refinement
Build governance and monitoring to ensure ongoing conversation about safety
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Questions?Please submit your questions in the chat box over WebEx
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Thank you!
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A copy of the slides and a recoding will be sent to you later this week.
More information…
Employee Insights
Saville Assessment
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