John, a safety officer at a mid-sized manufacturing company, spent two months developing a new electronic hazard and incident reporting form for workers. This digital version replaces the old paper form, which was often incomplete or improperly filled out.

The new form is accessible via a dedicated platform on work computers, smartphones, or tablets, making it easier for employees to use. Once submitted, the form is automatically sent to John, giving him a more accurate and comprehensive view of workplace incidents. This helps him implement stronger prevention measures.

Excited about the improvement, John met with supervisors and workers to explain the benefits of the new system. He felt confident that everyone was on board.

However, after launching the form, John noticed a major issue: he wasn’t receiving any reports, even though he knew incidents were still happening.

So, what went wrong?

“Although John had a great idea, he forgot a critical piece of the puzzle,” says Ayden Robertson, a WSPS Senior Health & Safety Consultant. “He didn’t involve workers and supervisors during the development process.”

If he had, he would have learned that many of the workers do not have smartphones or tablets, or easy access to a work computer. He would also have discovered that many workers found the new form too complicated and confusing to fill out. “If John had gotten this feedback ahead of time, he could have developed an approach that considered the needs of the end-users,” notes Ayden.

John’s story illustrates how, despite time and effort, some health and safety programs can either grind to a halt completely or fall short of meeting expectations. “In my experience, workplaces are great at launching new or updated health and safety programs or initiatives, but momentum and sustainability can prove challenging to maintain,” says Ayden. 

Roadblocks to implementation

“Falling short of the goal with any health and safety initiative is not only a frustrating setback, it can also have serious implications,” says Ayden. “It could mean a continuation of injuries or illnesses, or a lack of ability to demonstrate compliance with the Occupational Health and Safety Act and associated Regulations.”

Ayden looks at some of the roadblocks that can derail your new health and safety initiatives:

• Poor management commitment. Limited resources and unrealistic deadlines are common issues faced by people implementing new programs. “Setting intent is easy, but following through with adequate support to problem solve along the way is more challenging,” says Ayden.  
• Lack of worker engagement. “If workers see the new program—like John’s electronic hazard reporting form—as too complicated, time-consuming, or unrelated to their job duties, it becomes much harder to gain their support and change their behaviour,” explains Ayden.
• Limited supervisor oversight. It’s true that supervisors wear many hats and are trying to keep up with their core work demands. But they play a key role in implementing a new program and reinforcing associated work practices through observation, coaching and holding workers accountable. “It’s important for management to find ways to help supervisors prioritize this essential role,” says Ayden.  

How to keep the momentum going 

Don’t give up if a program or initiative doesn’t stick, says Ayden. Try again, using these six tips.

1. Establish clear leadership commitment and support. “It’s important to recognize that meaningful changes in how people work take time and effort to implement effectively,” notes Ayden.

2. Make it a priority. “Include health and safety responsibilities in the performance goals of managers and supervisors to help ensure they take ownership,” suggests Ayden. 

3. Engage workers. Involve workers as “safety champions” to help drive and sustain new health and safety programs. 

4.  Provide feedback and support. Don’t expect a seamless transition and allow room for growth. “For example, tell workers to call when they are filling out the new form, and you will do it with them,” says Ayden. 

5. Keep it simple. Don’t overcomplicate any program. Make it clear who needs to do what, why, when, where, and how to do it safely. 

6. Integrate into daily work. “Don’t frame any new health and safety requirements as separate or 'extra' to work-related tasks. This immediately makes your intended changes less likely to be integrated into existing worker routines and ways of working. Instead, embed them into daily work procedures, plans or schedules. You want any new or altered requirements to fit naturally into how the work is already being done,” says Ayden. 

How WSPS can help

Consulting

• Building Blocks. Receive tailored guidance and resources on over 30 health and safety topics, including templates for policies, procedures, and forms. 

Resources

• Developing a Health & Safety Policy & Program: The Elements (guide)
• The ROI of OHS: Boost your organization with a strong health and safety program (article)

Free webinars: Safety Connections

• Navigating the OHS Act and Regulations (live, November 19, 10:30am)

Other 

• WSIB Health & Safety Excellence program - Get expert guidance developing and implementing safety programs while earning WSIB rebates.

The information in this article is accurate as of its publication date.