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How to improve safety culture of factories having mostly contract and casual ever changing workers for whom training and monitoring both are major issues. Such qorkers are mainly meeting accidents in various hazardous industries

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Contract, and casual employees are mainly motivated by their paycheck. Unless they are long-term temps, or temp-to-hire, they aren't with the company long enough to build ownership within their job. So you must tie safety to their paycheck.

If you start emphasizing safety and safe work practices from the first day, then employees will see that as something that is tied to their paychecks as equal importance as how much they produce.

Spend time training these employees in how to do their job tasks safety. Make sure they understand what you are teaching.

Create a policy that unsafe work practices are unacceptable, and may result in disciplinary measures. More importantly, stick to that policy.

Just some ideas,

Pam
Contractors are the bane of every safety professionals existence, and you ask an excellent question. There are some companies with which I've worked who prohibit supervisors for disciplining contractors or contract-employees for anything, including lecturing them about safety. These companies were all worried that such discipline would constitute co-employment and would put them in legal hot water (which is hogwash, when it comes to safety both customer and contract house have joint responsibility and liability.)

So here's what I've found are the keys to improving safety in contractors:

1. Zero tolerance for safety violations. You don't need to use progressive discipline with contractors. If you find a temp without safety glasses send them home and call the contract house and let them know that the employee is not welcome back. In some cases, I recommend that you write into the contract employee contract with the contract house that they must reimburse you the money you spent training the temp if they are fired for violating safety.

2. Choose a contract house with a strong safety and training culture. Many providers of temporary workers operate on a "buy it for a nickle sell it for a dime" business model that doesn't value investment in their workers. Seek out a contract house that provides its employees with significant training.

3. Adopt a three strikes and your out policy toward contract houses. In this approach you don't continue to do business with a company that has had three dismissals for safety violations.

4. Don't hold a contract worker to a higher standard than you do their own. if you have zero tolerance for safety infractions among contractors than you'd better have similar strictures for your own workers. So there needs to be progressive discipline in place and enforced if you expect the contractors to be cooperative.

5. Be consistent. A key survival skill for temp workers is to quickly learn how to conform to a new work environment, and this conformance includes following safety norms. You'll notice that I didn't say "rules", rules are the codified laws of a company but norms are things are done on the shop floor. If the norm is that everyone follows the safety rules, than your temp workers will tend to follow the rules.

6. Ensure your temps are properly trained to do the jobs for which they have been hired. A compliment, properly trained worker is a safe worker
I agree with most of Phil’s comments although some may be the harsh route and would certainly get trouble makers out and in some cases is necessary. You may soon find that you are out of workers and also out of companies that supply them.

1. Training is a good start put together a training program for contractors and also temps that is directed at your operations. Have the temp or contract hous conduct the training like they normally would but this allows them to get site specific training that you control and not just general safety training that may not mean anything to what they will be doing..

2. If you have any full time employee’s link the temps or contractors safety actions back to their incentives. This way the employees on the line help to police your part time staff and keep them out of trouble.

3. Include part time workers in some sort of incentive program. This may be a two fold effect in that they keep with in the safety rules and stay longer so they qualify for the incentive. This will keep trained people stay around longer and help productivity. Your HR group and Operations group will thank you for that.

Hope some of these may be of help

For workplace safety in factories, It helps to protect anyone in your company, wherever they are. https://aware360.com/safetyaware/

1. Communicate

A great way to increase safety communication while building a positive culture is to hold weekly or monthly safety talks. Increase worker buy-in by having them lead the talks. Make safety policies readily available electronically or on paper, and communicate safe practices, expectations, and best practices when it comes to safety in your workplace.

2. Provide Training

Training employees demonstrate your commitment to safety. Trained employees also embrace safety culture more readily because they are aware of hazards and the effect that they can have on maintaining workplace safety. Review key messages from training sessions often to reinforce learning.

3. Lead by Example

Lead by example by following all safety policies and encouraging employees to do the same. If management commits to safety, employees will follow suit. Employee buy-in is crucial to a positive safety culture. Workers won’t buy-in to safety if they don’t see policies and procedures being followed by their superiors. Safety is more than talking the talk; its walking the walk.

4. Develop and Implement a Positive Reporting Process

Reward employees who report safety hazards or concerns. A positive safety culture will be much easier to build and maintain when employees feel comfortable reporting concerns and believe that the reporting process is positive.

5. Involve Workers

Building and maintaining safety culture starts from the ground up. Another way to build strong employee buy-in is to involve them in the process. Ask them what they would like the reporting process to look like, or get their feedback on current communication methods.

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