Watch What items do you include for pre-job starts and post-job learning?

SHOW NOTES.

Ownership by the people who are responsible for implementing them. We know organizations understand workers don’t have unlimited time. They time is valuable, it’s what we pay for and try to get things done. And the time to plan and think about work before we go out and touch and engage it is valuable time. So it needs to be used valuably.

When we communicate to workers that we want them to take this space and time to think about what you are going to do, and if they’re quite generous and forward thinking they are going to give some time following the day or following the operations to talk about what we learnt when we went out and did that thing. That’s fantastic.

Unfortunately, what often happens is we give the workers some tools, some pre-job instrument which is usually formed by some committee, maybe there was worker engagement. It might start of as something fantastic, such as a few simple points to get everyone on the same page going forward. And then over time, it tends to become bigger over time.
I have seen pre-job laminated sheets that grew into an excess of a dozen pages. When new compliance comes in or here’s been a mishap somewhere else, now we know to do A instead of B., the logical place in the committee mindset is to put it on the pre-job. And from there it goes away from being a useful tool to the workers to being a bureaucratic and compliance document.

One of the best things we can do is freshen up that process. Ask the workers, ‘what on here actually keeps us safe?’ and they recognize that some of the stuff on there is important to the organization and might not be important to them. It might be important to a regulator, they get that. But, when it becomes overwhelming, then it’s no a tool. It gets in the way.

And then the bad thing that happens is sometimes, it becomes weaponized. In other words, when you are signing a document such as on a worksite where you go through the pre-job and they have a nice conversation and they tick all of their boxes or useful stuff and then there’s a solemn moment when the clipboard gets past around and everyone has to sign it.

And culturally what you are saying when you are signing something is that you attest to the fact that this is true. What you are really signing is your impression of the work you are about to do. Then you go out an something bad happens and all of a sudden you are on the hook and responsible for it. Even though we don’t intend for it to be the case, as any good attorney will tell you, is to limit what you say and don’t volunteer or be forthcoming with any information because you might be on the hook for it.

So what were actually doing is subconsciously is suppressing the amount of information in the conversation that we get. And what we really want is to open tat up broadly and get as much information as we can and have the workers sharing it among themselves.

Marc Yeston | Proudly brought to you by Southpac International.

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