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Safety incentive programs that count days without an incident have a reputation for success. A simple program posting the number of days on a scoreboard seems to raise safety awareness particularly when the number of reported incidents decrease. If the last score reached was 55 days without an incident, the next one is usually higher. Employees will naturally want to beat their collective high score. They will work together to accomplish this, especially if there is a reward for doing so. Rewards for maintaining an incident-free workplace may range from paid time off to a celebration pizza party. What could go wrong?
This is an easy program to put in place. Many scoreboards are commercially available showing the current number of days without an incident and the previous record. Models range from whiteboard type to electronic. Some boards even show days without a lost-time incident and days without an OSHA-recordable incident. A scoreboard with this detail suggests employees know and appreciate the difference. The definitions would probably be posted and discussed in safety meetings. The assumption is that this knowledge would increase safety awareness.
Most of these boards carry an inspirational message such as "safety first," "safety is no accident," "help do your part to make a new record," or "safety pays." Many also have the words safety, quality and excellence, implying that this score is really a reflection of all three. These scoreboards remind workers to think about safety every day.
So far, everything in this article is true and would probably be of great interest to senior management and even some safety professionals. After all, it presents a simple return on investment for innocent efforts. If this information leaves the reader room for doubt, chances are s/he is a seasoned professional or perhaps a federal OSHA administrator.
Employees Work as a Team
When provided with a carrot, employees will work together to win. At first glance, it may appear this team cooperation occurs on a cultural level and results in preventing incidents. It is easy to assume that results achieved must be because employees are looking out for each other and speaking up about safety issues that could lead to incidents.
Instead, the author believes that employees who see scoreboards and signs every...