Workplace Safety - Health Program


Many factors are put in place to create and maintain a safe and working environment. To succeed in creating a safe workplace, the key is to develop and implement an effective safety management system.

A safety management system is a combination of a variety of elements in the organization that need attention to provide a safe working environment for everyone who enters it. A well-designed and efficient safety management system make health and safety an inseparable part of your business’s core operation.

Health Program

Elements of Safety Program

Following are the most important elements of a safety program −

  • Proper planning to fulfill the safety and health policy needs
  • Dedication at all levels; by all stakeholders of the organization
  • Implementation and operation in accordance with set planning
  • Training and education to all who are the beneficiaries of the safety plan
  • Auditing and reporting performance
  • Preparation of an effective workplace safety and health policy program
  • Regular supervision of safety and health performance

A stay-at-work program can be yet another master plan or tool to help construct a safety culture and safeguard injury and/or illness. A specially educated consultant on your team can help offer human engineering involvement for those employees considered “high risk.”

Health and Safety Program - Responsibilities

As a manager, you have a responsibility to identify and fortify productivity and efficiency in your employees, and point out and motivate improvement where required. But to start with, you require viewing performance management as a two-way conversation that goes on throughout the year.

Your employees should never be surprised by the grades and feedback they receive in their basic performance reviews.

As a manager, you are expected to −

  • Utilize the performance management procedure as a precious tool for holding up the employee’s development and enhancement.

  • If your employees feel a lack of interest on your part, they'll lose interest too.

  • When talking with your team about the procedure, be sure to focus its advantages, and motivate the employees to take possession of their own performance and development.

  • Control a suitable plan for daily performance conversations with those you control directly.

Conduct short, daily meetings to talk over and track achievements, deed, successes and challenges as they happen, when details are fresh in both your minds. This will permit you to better detect progress on goals, and provide coaching as needed.

These short meetings also minimize the effort it takes to compose for and conduct your annual performance reviews because you've followed progress and performance and given the needed feedback when it was most precious.

  • Utilize the annual performance analysis meeting to analyses the attainments, issues, development and training that have already been conversed throughout the year and then use these particulars to set up goals and a development plan for the coming year.

  • Provide daily affirmative and constructive feedback. Give employees feedback during one-on-one meetings and as casually and regularly as possible.

  • Praise your employee in front of their companions. Make performance notes about each employee in the period between discussions, so that in the time of discussion, you have solid examples to share.

  • Remember that the aim of feedback is to narrate desired behaviors and expectations, not to live on unpleasant behaviors.

  • Check-in on goal progress. Daily check in with employees on their advancement on goals; offer guidance or help, or reconsider goals as necessary.

  • Impart and call for performance expectations. Tell your organizations’ performance standards and expectations to your employees. This will help your employees distinguish between adequate and intolerable behaviors and results and minimize any misunderstandings.

  • Upgrade your management and leadership skills. Take the time to learn how to be a best manager.

  • Instruct the employee ahead of time the issues you want to discuss. Emphasis on narrating your expectations and the required behaviors rather than describing the rift.

  • On daily basis, ask the employees about their career desires and assists them to recognize the areas they may hope to refine or develop, as well as resources available.

  • Give your employees the time they need to complete learning and development activities.