Health and Safety Initiative, Easier said than Done


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For those organizations seeking to successfully implement or modify their health and safety initiatives; some very basic facts need to be mulled over.

First off, it is absolutely crucial to realize early on that the success rate of any change initiative has always been quiet low. In fact studies reveal that only 53 % of change initiatives are successful. The top reason why change initiatives fail in many organizations is something that’s called CHANGE FATIQUE “too many change initiatives without prioritization.”

The second reason is that The Management and their teams are just dictating what the health and safety initiatives are and what the program is about. It actually doesn’t work very often. The organization can become quiet passive aggressive and wait for management to turn over.

Biggest mistake that organizations make is that it tends to consider communication same as engagement. Both are widely different and equally important. 

The impact of such poor implementation of system is three fold:

  • The organization fails to achieve the expected results.
  • There is waste of resources, time, people, money etc.
  • Most importantly the management and its representatives are typically left with diminished moral.

Bryan & Armstrong Recruitment a health and safety recruitment specialist company from their vast exposure to the numerous organizations disclose that when it comes to health and safety most organization believe that communication, some training and changing reward system is enough to move an organization into a new place which in fact is not the case.

According to Bryan & Armstrong recruitment, the respective organization should identify and address its cultural strengths. Most often it is an asset within an organization that’s rarely used. The respective organization needs to identify what is unique in its culture and needs to focus on it in order to aid their objective. For instance, within a particular organization the employees may be inclined towards cleanliness or maybe they have great sense of affiliation for their co workers well being and their safety etc. Whatever the cultural strength may be, the organization needs to focus on it to utilize it to its own purpose.

Secondly, when it comes to the successful implementation of HSE initiatives, the respective organization needs to find the informal leaders within an organization. Sometimes they have a position in management. Sometimes they don’t. These are the people who are trust worthy, who feel pride in being a part of the company and who motivate. These people need to be brought on board. Such informal leaders have proven to be indispensible assets and have proven to bring about overwhelming changes within organizations over the years.

Lastly and most importantly, the top management and their executive team need to not only need to expect compliance with regards to HSE initiatives but also need to start acting in different ways that is very visible to the rest of the organization in terms of commitment and demonstrating equal responsibility. This bar far has the single greatest effect on impacting the success of HSE protocol within the organization despite of its business or mode of operations.

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