LOSS CONTROL MANAGEMENT

PERSONAL COMMUNICATION
 PERSONAL COMMUNICATION
▪ Training in Personal Communication
Techniques
▪ Job Orientation
▪ Job/Task Instruction
▪ One Point Lesson
▪ Planned Personal Contacts
▪ Coaching for Personal Development
▪ Correcting Weaknesses
▪ KPI Development and Review
▪ Evaluation of Personal Communication
Program Effectiveness
COMMUNICATION PROCESS

BARRIERS: BARRIERS:
▪ Hearing ▪ Cultural
Differences
▪ Noise
▪ Values and
▪ Language Attitudes
(Generation Gap)
 BARRIERS TO EFFECTIVE COMMUNICATION

LANGUAGE
TIME NOISE

OTHER PEOPLE DISTRACTIONS

BARRIERS TO
EFFECTIVE
COMMUNICATION
TOO MANY QUESTIONS PUT DOWNS

DISTANCE LACK OF INTEREST

DISCOMFORT DISABILITY
WITH THE TOPIC
 EFFECTIVE COMMUNICATION SKILLS

EYE CONTACT AND VISIBLE MOUTH

SOME QUESTIONS BODY

LANGUAGE

ENCOURAGEMENT
EFFECTIVE
SILENCE
TO CONTINUE COMMUNICATION SKILLS

SMILING FACE
SUMMARIZING CHECKING
WHAT HAS BEEN SAID FOR UNDERSTANDING
 STEPS TO EFFECTIVE LISTENING
▪ Face the speaker, maintain eye contact and observe his
mouth.
▪ Be attentive, yet relaxed.
Unit Two

▪ Keep an open mind to the speaker’s message - try to feel what

the speaker is feeling.
▪ Listen to the words and try to picture what the speaker is
saying.
▪ Do not interrupt and do not impose your idea.
▪ Wait for the speaker to pause to ask clarifying questions - ask
questions only to ensure understanding of something that has
been said (avoiding questions that disrupt the speaker's train
of thought).
▪ Give the speaker regular feedback, e.g., summarize, reflect
feelings, or simply say "uh huh."
▪ Pay attention to nonverbal cues - to feelings, tone of voice,
inflection, facial expressions, gestures, posture.
▪ Be aware of potential barriers that impact your ability to listen
effectively.
 LEARNERS TEND TO REMEMBER

▪ 10% of what they read

▪ 20% of what they hear
▪ 30% of what they see
▪ 50% of what they see and hear
▪ 70% of what they say as they talk
▪ 90% of what they say as they do something
 BENEFITS OF TRAINING
▪ Improve employees’ performance
▪ Improve operational flexibility
▪ Attract high-quality employees
▪ Increase employee commitment
▪ Help manage change
▪ Help develop a positive culture
▪ Provide higher levels of service to
customers
 TRAINING POLICY
▪ Explains company’s overall attitude to
training
▪ Sets out priorities, standards, scope of
training activities
▪ Provide the framework
▪ Can be seen as a cost or as competitive
advantage
▪ Explicit or implicit
 INFLUENCES ON TRAINING POLICY
▪ OSH legislation
▪ Economic climate
▪ Company OSH performance
▪ Technological changes
▪ Labour market
▪ Company resources
▪ Nature of the product/service
▪ Employee expectations/level of influence
▪ Management views on the value of training
 JOB ORIENTATION
The Importance of Orientation: Studies
have shown that people new in the site
are more likely to have accidents;
▪ New employees
▪ Transferred employees
▪ Personnel from long-term leave
▪ Contractors / Suppliers
▪ Visitors
 JOB ORIENTATION
▪ General Orientation covering Company-
wide topics to be done by key people
with specific training
▪ Specific Orientation in the newcomer’s
department to be done by the
department head
▪ The orientation should be done before
the employee starts work.
 JOB ORIENTATION CHECKLIST
▪ Plant Safety Rules/ Regulations
▪ Workers compensation
▪ Clinic / Canteen / Showers / Parking
▪ Emergency signals/ procedures
▪ PPEs
▪ Communications systems
▪ Etc.
 JOB INSTRUCTION
This is usually done by the immediate
supervisor:
▪ On-the-job training
▪ Buddy system with experienced
worker
▪ Personal training by supervisor
▪ Special training from HRD
▪ Training by 3rd party specialists
WSO/LCM/BOR 15
 PREPARATION FOR JOB INSTRUCTION
▪Set a Time-table
✓Knowledge of job to taught
▪ Prioritize tasks to be learned
✓Start with important steps
▪Make everything ready
✓Do it right the first time
▪Practice
✓Review and refresh knowledge and
training skills
 STEPS FOR JOB INSTRUCTION
▪ Motivate
✓Find out what the learner knows
✓Emphasize importance of the job
▪ Demonstrate
✓Position learner properly
✓Do the work as you would want him do
▪ Test
✓Ask the learner to tell and show
▪ Check
✓Follow-up progress of learner, assign
buddy
 COACHING FOR PERSONAL DEVELOPMENT
CPD is the day-to-day actions you make
to help your people perform as well as
possible, composed of:
▪ Motivating
▪ Work identification
▪ Setting standards
▪ Measurement and evaluation
▪ Correction and commendation
 COACHING FOR PERSONAL DEVELOPMENT
CPD is based on the basic principle that
every employee has the right to know:
▪ His/ her job
▪ Job performance requirements
▪ How well he or she is doing
▪ Opportunities for improvement
▪ Specific steps he/she must do.
WSO/LCM/BOR 21
 COACHING FOR PERSONAL DEVELOPMENT
The pitfalls for non-coaching:
▪ People who do not know there job
will cause waste, damage and
injuries
▪ Not knowing performance
requirements result in hit-and-miss
efforts
▪ People not knowing what to do have
low motivation
▪ People without a plan for
improvement will stagnate in place.
 ONE POINT LESSON
OPLs are vital bits of information that will pass
/ fail the job. Examples:
▪ Safety tip: “Remember A&W, add Acid to
Water”
▪ Efficiency tip: Always weigh and prepare
all ingredients before you start mixing.
▪ Cost tip: Shut down lights and air-
conditions when leaving the room
▪ Quality tip: Do it right the first time.
WSO/LCM/BOR 25
 PLANNED PERSONAL CONTACTS
▪ PPCs should be a follow-up to Group
Communications such as safety
meetings, toolbox meetings, tailgate
talks)
▪ Personal and purposeful meetings
initiated by a manager/supervisor and
an employee
▪ Choose a safety topic critical to the
particular employee
 PLANNED PERSONAL CONTACTS
A manager must plan at least 1 PPC per
employee a month. Ideally it should
increase to 1 PPC a week.
▪ Pick a critical topic
▪ Prepare with samples or visual aids
▪ Ensure communication is 2-way
▪ Log the contact
▪ Follow-up so the worker knows the
improvement he is expected to do.
END