A worker wears the right PPE, follows the procedure, and completes the task safely. Another worker, doing the same job, takes a shortcut because the task is repetitive, the work area is inconvenient, or production is running behind schedule. These everyday behaviours can have a direct impact on workplace safety.<\/p>\n
The scale of workplace safety challenges remains significant. The International Labour Organization (ILO) estimates that 2.93 million workers die each year as a result of work-related factors<\/strong>, while 395 million workers sustain non-fatal work injuries annually.<\/p>\n This is where Behaviour-Based Safety (BBS) observations become valuable. The observer uses what they see as an opportunity to start a constructive conversation with the worker.<\/p>\n The process is simple: observe the behaviour, have a respectful conversation, understand what influenced the action, and encourage a safer way of working.<\/strong> Over time, these conversations can help workers recognise risks, reinforce good practices, and develop safer habits.<\/p>\n Safety observers therefore play an important role in turning workplace observations into meaningful safety improvements. They observe work activities, identify safe and at-risk behaviours, listen to workers, provide constructive feedback, and help address the factors that influence everyday decisions.<\/p>\n Effective BBS coaching is not about finding fault or catching people doing something wrong. It is about using observations to understand behaviour, solve problems, and encourage safer choices before an incident occurs.<\/p>\n BBS is a proactive approach to improving workplace safety. It focuses on how people make decisions and perform tasks in everyday work situations.<\/p>\n BBS observations generally focus on two categories of behaviour:<\/p>\n Core Purpose of the BBS Observer<\/strong><\/p>\n Safety observers are experienced employees who conduct peer-to-peer safety observations. They may be either front-line employees, team leaders, or supervisors.<\/p>\n It is not an observer’s responsibility to control and punish other workers. The observer should observe work practices, listen to worker suggestions, provide effective coaching, help identify potential hazards, and encourage safer behaviours.<\/p>\n Safety coaching is a dialogue between the observer and the worker being observed. The dialogue should take place immediately after a safety observation.<\/p>\n It is not a one-sided speech about dangers. It is an open discussion when the coach asks questions, listens to objections and gives suggestions.<\/p>\n Appropriate BBS coaching skills ensure that the observer gives feedback in a way that does not annoy the worker. The following is a list of skills that every safety coach must know:<\/p>\n Begin the conversation by reinforcing safe behaviours. Observe small details such as correct PPE usage, proper body positioning, and cleanliness around the workplace.<\/p>\n Positive reinforcement establishes trust quickly. The employee will be more open to discussing at-risk behaviours later during the discussion.<\/p>\n For instance, “I observed the way you maintained a clean workspace when operating the saw. This eliminated any risk of trip hazards.”<\/p>\n In discussing an at-risk behaviour, be observational by describing the physical activity and not the intention behind the activity.<\/p>\n Do not judge the attitude or personality of the worker. Refrain from saying things like, “You were being careless.”<\/p>\n Instead, give factual observations: “I noticed that you lifted that box without bending your knees.”<\/p>\n Ask open-ended questions to prompt workers to discuss their decisions. The questions with “what,” “how,” or “why” can uncover operational problems hidden from the eyes.<\/p>\n This approach allows workers to find better solutions independently.<\/p>\n Workers are usually prone to risky behaviour due to malfunctioning equipment, insufficient lighting conditions, or deadline pressure. This is what happens behind the scenes.<\/p>\n Good BBS coaching techniques can tell whether the reason behind some particular behaviour is a bad practice or a system defect. In case there is a problem with some equipment, do not blame the worker but solve the issue with equipment.<\/p>\n At the end of each coaching process, reach a mutual agreement. Ask the worker to commit to implementing the desired behaviour in the future.<\/p>\n Keep your agreements realistic, clear, and easily implementable in the next shift.<\/p>\n The giving of feedback is an art and involves both skill and communication. This table highlights various feedback techniques that either support or hinder safety improvement:<\/p>\n Some of the common human factors that impact employee work practices include:<\/p>\n The safety observer usually experiences resistance or barriers when coaching. Below are ways an observer should address common coaching issues:<\/p>\n Issue 1: “You Are Observing Me So That I Get in Trouble”<\/strong><\/p>\n Issue 2: “I Am Too Busy to Engage in Safety Conversation”<\/strong><\/p>\n Issue 3: “Observers Are Uncomfortable Coaching Friends”<\/strong><\/p>\nIntroduction to Behaviour-Based Safety (BBS)<\/h2>\n
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What Is Safety Coaching in BBS?<\/h2>\n
Key BBS Coaching Skills<\/h2>\n
1. Start with Positive Reinforcement<\/h3>\n
2. Be Observational Rather Than Judgmental<\/h3>\n
3. Ask Open-Ended Questions<\/h3>\n
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4. Separate the Problematic System from the Human Error<\/h3>\n
5. Get Commitment for Future Behaviour<\/h3>\n
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Feedback Techniques for Observers<\/h3>\n
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\n \nEvaluation Parameter<\/th>\n Effective Feedback Technique<\/th>\n Ineffective Approach<\/th>\n<\/tr>\n<\/thead>\n \n Timing<\/strong><\/td>\n Delivered immediately after the observation.<\/td>\n Delayed for several days or weeks.<\/td>\n<\/tr>\n \n Focus<\/strong><\/td>\n Specific, observable safe behaviours.<\/td>\n Vague, general statements like “be careful.”<\/td>\n<\/tr>\n \n Tone<\/strong><\/td>\n Constructive, supportive, and respectful.<\/td>\n Critical, aggressive, or condescending.<\/td>\n<\/tr>\n \n Ownership<\/strong><\/td>\n Guided dialogue with joint problem-solving.<\/td>\n One-sided lecture with strict demands.<\/td>\n<\/tr>\n \n Goal<\/strong><\/td>\n Long-term habit change and worker protection.<\/td>\n Quick compliance out of fear of punishment.<\/td>\n<\/tr>\n<\/tbody>\n<\/table>\n The Human Factors in BBS Coaching<\/h2>\n
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Handling Coaching Issues in BBS Observers<\/h2>\n
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