Engaged employees not only have fewer incidents but those that do occur are significantly less costly and more than likely allows workers to get back to work far more quickly.

Employee engagement is influenced by how the individual perceives the work culture, reacts emotionally and responds behaviorally.

To improve their safety, outcomes some organizations advocate "everyone is responsible for safety." The thinking behind this is that it will create a universal mindset in their workforce to actively engage everyone. The fundamental problem with this thinking is that it is not practical to hold a group accountable for individual behavior. 

One sweeping glance across the Seattle skyline is enough to see that something is happening in the area. If a region’s tower crane count is any indication of economic growth, then companies should pay attention to the Pacific Northwest.

Be careful, pay attention, watch what you’re doing, follow the rules... and you won’t get hurt!” Not exactly the most positive form of communication, is it?

Most organizations, especially those that manage higher risks, have a “requirement” for the workforce to stop work and get help when they are “unsure.” When you talk to managers, they believe this empowerment is what is needed to get people to stop.

There is a difference between “caring” and “acting.” The mission of behavior-based safety (BBS) is to promote and support “actively caring.” In this article, I want to introduce the STEP process of actively caring for people’s safety. 

Behavior is not right or wrong, good or bad. It just is. It is neutral. Approach behaviors with the dispassionate, objective view of a scientist. Not with emotions.