Behavior Based Safety

Disampaikan oleh :
Feriyanto, SKM
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Perilaku Keselamatan dan Kesehatan

Kerja

Perilaku dari bahasa inggris

behavior
Perilaku jg sering diartikan sbg
tindakan atau kegiatan yang
ditampilkan seseorang dalam
hubungannya dengan orang lain dan
lingkungan sekitarnya.
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Perilaku K3
Perilaku manusia merupakan aspek

penting yang menjadi pusat perhatian

para ahli dalam bidang ilmu
keselamatan.
Heinrich (1928) : kecelakaan kerja
umumnya disebabkan oleh kondisi
yang tidak aman (18%) dan tindakan
yang tidak aman (80%), 2 %
penyebabnya tidak dapat diperkirakan.
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 Perilaku sesorang dipengaruhi oleh

faktor internal dan faktor eksternal.

Faktor internal : need, motivasi,
personality, harapan, pengetahuan,
persepsi, dll
Faktor eksternal : kelompok,
organisasi, perusahaan, masyarakat,
peraturan, atasan, orang tua, kawan,
dll
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Pengembangan perilaku menuju

budaya K3
Pengembangan perilaku menuju budaya K3

dapat dimulai dg cara mengkondisikan

dengan cara menanamkan kebiasaan2
berperilaku sehat dan selamat, patuh pada
peraturan K3.
Pengembangan perilaku K3 jg bisa dilakukan
melalui faktor internal dengan cara
meningkatkan nilai-2 K3, pengetahuan,
kompetensi, kesadaran, motivasi
Bisa jg dilakukan dg menciptakan organisasi
perusahaan : mengembangkan P2K3,
menerapkan smk3, menciptkan lingkungan
dan alat kerja yang aman sesuai dengan
regulasi yang ada.
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 Laporan-laporan dari para praktisi

dan kajian akademis menunjukkan

masih banyak orang yang berperilaku
tidak aman/belum menampilkan
perilaku selamat : at risk behaviour
Program2 yang bertujuan untuk
mengembangkan perilaku K3 (BBS)
pada hakekatnya mempunyai falsafar
dasar untuk menghilangkan perilaku
berisiko dan sekaligus menumbuhkan
perilaku selamat.
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 Bila seluruh sdm di sebuah perusahaan

menampilkan perilaku K3 hanya sematamata untuk patuh pada peraturan, sekedar

untuk tidak melanggar peraturan, budaya
safety : budaya patuh (compliance-based
culture, Rule-based culture)
bila sdmnya berperilaku K3 karena
digerakkan oleh sistem MK3 yang sudah
menjadi bagian atau tercakup dlm visi dan
misi perusahaan : K3 menjadi bagian dari
budaya perusahaan (organizational-based
culture)
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 Yang diharapkan adalah bila sluruh

sdm diperusahaan berperilaku K3

karena pribadi masing-masing sdm
memiliki nilai-nilai K3 sbg suatu yang
selalu harus terus menerus dan
menjadi bagian dari perilaku nyata
sehari-hari untuk meningkatkan K3
secara berkesinambungan
(continuous improvement-based
culture, behavior-based culture)
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Why Safety Programs Do Not

Work:

Safety is a priority, not a value!

Safety is not managed in the
same manner as production,
quality, and cost issues!
Safety is not driven through
continuous improvement!
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Core Elements in Successful

Safety Programs

A culture that says safety is

important around here!
A tight accountability system!

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Behavior Based Safety: What Is It?

An excellent tool for collecting data on the quality
of a companys safety management system
A scientific way to understand why people behave
the way they do when it comes to safety
Properly applied, an effective next step towards
creating a truly pro-active safety culture where
loss prevention is a core value
Conceptually easy to understand but often hard to
implement and sustain
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Behavior Based Safety:What It Is Not!

Only about observation and feedback
Concerned only about the behaviors of line employees
A substitution for traditional risk management techniques
About cheating & manipulating people & aversive control
A focus on incident rates without a focus on behavior
A process that does not need employee involvement

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rs
vio
ha
Be

Ma Saf
n a ety
Sy gem
ste en
m t

Interventions: Always
Consider These 3 Components

Engineering
Controls

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Traditional Hierarchy of Safety

Interventions Included:
Attempts to eliminate the hazard
Having employees work around the hazard
Guarding or warning employees about the
hazard
Training employees to deal safely with the
hazard

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Safety Management System Interventions

7 components
Management leadership
vision, values, commitment
safety goals & objectives
costs of safety performance

Responsibility & accountability

defined for management & employees
accountable for performance

Safety organization
safety committees
safety staff resource
safety budget

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Safety Management System Interventions

7 components (continued)
Safe work practices & procedures
general & job specific
housekeeping
contractors
emergency

Safety review & improvement

a Plan / Do / Check / Act process
accident investigation process
safety audit / inspection process

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Safety Management System Interventions

7 components (continued)
Safety training

Based on needs assessments

Designed & presented effectively
For both management & employees
Results in observable changes in behavior on the job

Safety communications
Internal & external
Appropriate for audience
Effectiveness of communication methods

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If Safety Interventions are Effective You

Will See:
% of safe behaviors increasing and the % at-risk
behaviors decreasing
Reporting of near misses / hits increasing
Both the number of observations and level of
participation increasing
Frequency & severity of injuries decreasing
Increasing acceptance of responsibility and
accountability for personal behavior

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 A business succeeds or fails through the

performance of all of its employees

Business is Behavior

Success = Good performance

Failure = Bad performance
Performance = the combined results
of a series of behaviors
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Define Critical Behaviors - What is Safe & What

is At-risk?
Focus on relevant behaviors that will have a
direct impact on losses
Many behaviors that are directly related to the
losses are unconscious behaviors that occur
quickly
Select critical behaviors to focus on through
actual observation of people at work - not just
through discussion & brainstorming

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Obstacles To Success:

Poorly Maintained Facilities

Top-down Management Practices
Poor Planning/Execution
Inadequate Training
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Keys to Success:
Meaningful Employee Empowerment
Designing a Well Planned and
Supported BBS Process
Managing BBS Process with Integrity

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Human Behavior is a function of :

Activators (what needs to be done )

Competencies (how it needs to be done)

Consequences (what happens if it is done)

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Human behavior is both:

Observable

Measurable
therefore

Behavior can be managed !

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Definitions:
Activators: A person, place,
thing or event that happens
before a behavior takes place
that encourages you to perform
that behavior.
Activators only set the stage
for behavior or performance they dont control it.
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Some examples of activators

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Definitions:
Behavior: Any directly measurable
thing that a person does, including
speaking, acting, and performing
physical functions.

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Some examples of behavior:

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Definitions:
Consequences: Events that follow
behaviors.
Consequences increase or decrease the
probability that the behaviors will occur
again in the future.
Oh please let it be Bob!

If you dont send in that

payment well take you to
court

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Some example of Consequences:

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Consequences - How would you view

them?

Sunbathing

Aggressive Drivers

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Only 4 Types of Consequences:

Positive Reinforcement (R+)
("Do this & you'll be rewarded")

Negative Reinforcement (R-)

Behavior("Do this or else you'll be penalized")

Punishment (P)
("If you do this, you'll be penalized")

Extinction (E)
("Ignore it and it'll go away")

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R+

Good safety
suggestion Joe!
Keep bringing
em up!

One more report like

this and youre out a
here!!

R34

P
e
r
f
o
r
m
a
n
c
e

R+

The effects of positive

reinforcement

Time

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Both Punishment & Extinction

Decrease Behavior
P: a procedure in which a punisher
(consequence that decreases the
frequency of the behavior it follows) is
presented - You may get something
you dont want

E: withholding or non-delivery of positive

reinforcement for previously reinforced
behavior - You dont get what you want
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You bonehead!! You can kiss

that bonus for this year goodbye.... and take a few days off
without pay!!!

Let him cry honey. If

we get up every night
when he cries hell
never learn to go to
sleep peacefully.

E
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P
e
r
f
o
r
m
a
n
c
e

P
The effects of
punishment

Time

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P
e
r
f
o
r
m
a
n
c
e

E
The effects of
extinction

Time

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P
e
r
f
o
r
m
a
n
c
e

If you see this type of

performance curve, you can bet
management by negative
reinforcement is the
predominant management style

Time

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What Employees Want:

A Safe Workplace
A Positive Workplace
To Take Care of One Another
To Stop the Hurt!
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What Management Wants:

An Accident Free Workplace

Empowered Employees
Pro-active Rather Than Re-active Work
Process
To Minimize Direct and Indirect Costs and
Threat of Liability From Accidents

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Why is one sign often ignored, the other

one often followed?

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If you want to know what people find

to be reinforcing....
observe what they do when they have
the freedom to choose.

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The Behavior Based Safety Challenge:

To create conditions that encourage
people to collaborate because they want
Lets do
to
it!!

not because they have to

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A Values-Based Process

Focus on the process.not

resultsthey will come
later!

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Avoid The Following Headline:

Behavior Based Safety Scores
Show Significant Improvement while injury rate climbs!

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Why Do We Need to Change?

If you do what youve always
done, youll get what you always
got!
W. Edwards Deming

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