Author Archives: Peter Gibb
Human Factors presentation at The Lake Yard, Poole
SafeNett gave ‘An Introduction to Human Factors’ presentation at the Lake Yard breakfast meeting earlier in May. The small, select group who attended this month then discussed the subject further, covering a range of associated topics, but mainly around people’s driving practices.
SafeNett stressed that Human Factors, HF, does not have to be only for businesses with hazardous tasks; an understanding of HF will benefit any organisation, in any industry. One of Safenett’s business objectives is to extend the knowledge and benefits of HF into non-hazardous industries.
The Lake Yard breakfast meeting is held on the first Tuesday of the month and the first point of contact is firstname.lastname@example.org
How to make your organisation better, or even the best
- Strive to make your organisation a better place with better practices and with a good environment in which everyone can do good work. Then, when you get better, you can go again and become an even better place!
- Do positive things, think positive thoughts; do something that enhances your organisation’s processes and makes them better.
- Ensure that everyone is involved in doing good work, not just the leaders.
- Confirm that everyone is interested in doing good ‘stuff’ at work. Get everyone to talk about good ‘stuff’, good practices and being better, whether they are the leaders or not.
- Doing good work is what you do and not a series of projects and initiatives.
- Do good things, such as regularly introducing something new or changing something that could be improved. Practice being good at what you do.
- If you are a leader, be good, do better, and others will be inspired to do the same.
- When doing good work, everyone can be a leader.
- Trust everyone; that is trust everyone to do good work, to perform well and to strive to get better. See number 7.
- Commit to doing better.
Some thoughts about how to make your organisation better, or even the best:
SafeNett has recently helped at the Matrix Senior Officer’s Conference in Limassol. This was a real success and will only add to the work carried out previously. Matrix is one of the organisations that is keen to consistently improve the way things are, and to continue to make things better!
There were some very interesting topics discussed and some significant changes proposed. it is all looking good for future developments of the working practices.
Interested in safety, or money?
What would your reaction be if I wrote that I was not really interested in reducing the number of people who are injured, or even those who have incidents that don’t result in anything other than embarrassment? What would you say if I wrote that I am not interested in stopping the suffering and hurt and pain for the families of the workers? What would you think if I wrote that I am only interested in ensuring that the organisation makes more money!
So let’s make more widgets, let’s sell more widgets, let’s cut back costs and increase revenues. In fact, let’s find out what will create more returns on investments for all of the stakeholders.
I haven’t met anyone, CEO or FD, or anyone, who doesn’t want to make more money in their business; but is that the only motivator? In reality, no! Ideally the leaders would like to be in an organisation that makes money, but also that they enjoy, and one that motivates them. So what will achieve that, and at the same time will apply to all the people who work in the organisation? In simple terms people might be motivated by pay, time off, or not being sacked or made redundant. Some of these are positive and some are less so. Or the leaders can create an environment in which the people want to achieve, and, in many ways, motivate themselves.
So let’s go back to the earlier presumption that making more money one way or another is the prime consideration. Can that be achieved by looking at the motivators? Of course it can. People might make more widgets or sell more widgets and as a result earn more money; and by the way they can have very other Friday afternoon off work!
The leaders could also make the organisation they work for, an organisation where the people have some input to the way things are done, to the way the objectives are achieved. They could ask the people the best way to do a job, and then ask them to implement any improvements they identify. The workers could get involved in designing the most efficient, most productive way to provide the service or to make the widgets, and they could also help make decisions about the organisation. As a bonus there are two key beneficial bi-products of conducting business like this. One, which is absolutely vital, is that customer satisfaction invariably improves.
The other, an even more important benefit, is a safer organisation where fewer people have fewer incidents. As a result of that, fewer people get hurt, or worse, and of course the organisation makes more money, which for all of the stakeholders is good news.
So, the organisation makes more money and is safer! Win – Win for everybody!
Who should lead organisational change?
In January 2015 the car carrier Hoegh Osaka capsized after leaving Southampton. The report about what happened was published today, 17th March.
As far as I can see there is not one conclusion or recommendation or action taken that can be attributed to the company management. If one doesn’t understand Human Factors (HF) or Crew Resource Management (CRM) or whatever else you want to call it, you would think that the only place that can do anything to prevent this occurring again is onboard the vessels. In the report it even states that one of the actions taken by the ship management company has been to issue an advisory notice to all of its masters and crews, including for “the Masters and crew to not come under any ‘perceived commercial pressure”. Surely this is the wrong way around? What can Masters and crew do, to not come under any perceived pressure?
It should be “the company should not put the Masters and crew under any ‘commercial pressure’ that might be perceived as such”.
Looking to the future in 2016
The future in 2016 will be a new phase in SafeNett’s development.
SafeNett has commitments through the next couple of months and beyond for helping teams and individuals to attain even greater excellence than they have already achieved. If you need any help with employee engagement, coaching or facilitation in your organisation, then contact email@example.com.
In 2015 SafeNett trained people from a range of industries. Most, but not all, have been from the maritime world, and locations in the UK have included Poole, Newcastle, Chester and Lowestoft. In 2016 we hope to help more people in more places with more events.
Help with an organisation’s website
Is your website giving potential clients or business partners the impression that you want them to have?
SafeNett helps organisations to improve good websites, and to avoid publishing mistakes. SafeNett will identify and correct the mistakes that might already have been made. It is remarkable how many websites have ‘Errors in content’, ‘Design issues’ or ‘Technical problems’. A new part of SafeNett’s business looks at other organisation’s websites and advises on how to improve them, and importantly from a genuinely independent perspective.
We can help identify these and this news item is that we have just conducted this service for two new clients.
A busy start to 2015
In 2015 on behalf of Wrightway, SafeNett has already trained 40 people from different parts of the maritime industry. These have included officers from offshore supply vessels, international ferries and specialised bulk carriers. Importantly, shore based management staff have also attended these training courses alongside their seagoing colleagues.
Employee Engagement Conference
SafeNett attended an important Employee Engagement conference in London. This event demonstrated that all organisations from all sectors and of all sizes can benefit from ‘engaging’ their employees.