Such differences of opinion are understandable. As much as management wants the benefits of a safe work site, those benefits have to be continually balanced against the cost and must be understandably as cost effective as possible. Finding the balance is a challenge because the actual cost and the benefits are both influenced by manual defined variables. A common argument from management is likely to be, "How much should the company be expected to spend to avoid an accident/incident that is unlikely to happen - especially if it could be avoided at no extra cost if employees would just pay attention?"
Part of your responsibility is to present the concerns accurately to influence those decisions. Management may have a better understanding of the cost factors, but you, as a supervisor, probably have a better understanding of what's happening on the site. You know how the equipment really operates, what the workers are capable of, and what kinds of pressures they are dealing with.
Therefore, meeting responsibilities as a supervisor may depend, at times, on how persuasive you are. Just as the inspection is pointless, unless it is followed with recommendations for corrections, the recommendations may be pointless if management is not supportive.
1. Communicate well. As with your inspection report, your verbal communication about recommendations needs to be effective.
a) Be clear. Use specific language and accurate descriptions. Indicate exactly what would be required to implement your recommendations, including time, personnel, and approximate cost. Show the value of these cost factors by balancing them against human, legislative, and financial benefits. Make your recommendations an investment, not a cost.
b) Be concise. Make your case as directly as possible.
c) Be organized. Your major points should fit together logically, and they should work together to clarify and support your position.
d) Prepare for the decision. Review your major points and how you can support them, and mentally rehearse what you will say.
e) Think of the discussion as joint problem solving. Be willing to adjust your position if the discussion prompts ideas that work just as well as yours.
f) Use a calm tone in your voice. Do not be angry or defensive.
g) Listen well to the other person(s), and let them know you understand and respect their position(s).
- 2. Use effective arguments. Exactly which argument(s) and evidence you use to support your recommendation(s) will depend on the particular circumstances. Here are three effective arguments:
a) Moral/ethical arguments.
- Point out that a good moral reputation can make the difference in dealing with legislative requirements. Government officers tend to be a little more firm on companies with a reputation for cutting corners to save money. If they find a problem on a site where it is perceived that safety corners are cut, they are probably going to write it up, as soon as they see a concern.
- But if they know you have a genuine concern for your employees' welfare, they are as likely to approach you in a consultative manner to give you the benefit of the doubt. Chances are they'll say, "you've got to fix that" and I'll be back or phone tomorrow to confirm compliance stating what corrective action has been taken.
- Moral arguments can't really be proving based on money - they are two different things - but there often are indirect cost benefits that you can point to. When workers know that the organization/company cares about their personal welfare, they tend to have higher morale and more commitment to the organization/company; that translates into a lower turnover and a significant cost saving. You, as a supervisor, can play an important role.
- The cost of the recommended corrective action compared to the potential cost of property damage or injury.
- Long-term trends in safety expense per employee.
- The cost of having a site shut down by Alberta Human Resources and Employment - Workplace Health and Safety officers.
- Hidden costs associated with accident/incident.
- Regulations that must be obeyed, and why they are important (be specific)
- Potential legal costs - fines, court costs, court settlements
- 3. Use persuasive strategies, such as:
a) Explain why this solution is the best one.
b) Be specific about what might happen if this corrective action were not taken.
c) Explain your recommendation in terms of how it could solve a management problem or help achieve a management goal.