How many safety rounds does your company organize, and how effective are they? Do they reveal the real issues, or are the same rules being broken over and over again? Do the rounds help reduce violations and incidents in the long term? And does the data collected lead to action plans that actually have an impact on employees and the safety culture?
A walkaround can be conducted entirely by the book and still contribute little to sustainable improvement. This often has to do with the human factor. Employees usually know what they need to do to behave safely in the workplace. But they become accustomed to the risks they are exposed to, or the high workload causes them to become careless. A purely supervisory observation tour that merely ticks off risk points offers them no added value. In fact, it can provoke resistance, because the observation seems to be mainly about ‘catching’ mistakes.
One-way communication does not work
Many safety rounds are still too often used as a control tool, imposed from the top down. The focus is on the number of observations rather than their quality. The manager walks around, notes what is wrong, and talks to people if they are not wearing personal protective equipment or if inspections have expired. But often that is all that happens. There is no real dialogue, and no questions are asked about the underlying reasons. Such a negative, punitive approach can lead to employees being less likely to report irregularities and only following safety instructions “when the boss is watching.”
The expertise of the observer
An effective observation tour requires the observer to have sufficient practical knowledge: how the work is carried out, how machines work, and where the greatest risks lie. An observer does not need to be an expert in every task, but basic knowledge is crucial in order to be able to observe and address issues in a relevant manner.
Choose the right KPIs
Many KPIs are reactive and based on past incidents, or primarily on technical and business criteria. This may produce nice statistics, but few new insights. Therefore, choose KPIs that focus on the quality of the tour rather than just quantity.
Examples;
- Time between reporting and action plan
- Spot checks on the quality of observations
- Tours with multiple participants
Integration into safety policy
A safety tour only becomes truly valuable when it is embedded in the broader safety policy. This requires a clear vision: what is the crucial safety behavior you want to achieve? Where are the priorities?
Involve both managers and employees in this process. They know the reality of the workplace and can contribute ideas about relevant assessment criteria that go beyond technical parameters.
Dialogue is key
Antoine de Saint-Exupéry said it aptly: “If you want to build a ship, don’t drum people up to get you wood and gather the shipbuilders, but rather teach them to long for the endless vastness of the sea.”
The same applies to safety: talk about what it means, why it is important, and how everyone can contribute. During a tour, it is crucial to ask open questions and show genuine interest. This ensures greater insight and more involvement.
Safety-promoting conversation
A positive observation tour starts with an open attitude and curiosity. Ask questions about the why behind behavior, point out what is going well, and show appreciation. Combine this with targeted guidance where necessary.
Tip: apply the 3/1 rule – three times praise, one time guidance.
Approach behavior as key
Addressing people about their behavior is not always easy, but it is one of the most powerful tools for strengthening a safety culture. This requires skills that can be developed.
💡 Would you like to learn how to address employees effectively and constructively? Follow our training course “Addressing and being addressed” in the Samurai Academy and discover practical techniques for lasting behavioral change.
