Introduction

There are many reasons that might explain why both managers and employees have no interest in a safety committee. What drives that lack of interest? Their perceptions. Here are a few perceptions that might cause a lack of interest:

• Why join the safety committee? Who cares?
• Safety committee members were "volunteered;"
• Meetings are boring;
• Safety committee members aren't properly trained;
• Safety committee duties cut into busy schedules;
• Employees receive an unspoken message that management doesn't really support the safety committee, and are left wondering, “Why bother?”;
• The chairperson often seems like a rudderless ship in a storm (or, “clueless”). Even a rat would desert such a ship!
• One person dominates meetings;
• The safety committee never gets anything done;
• Safety committee meetings end up just being gripe sessions;
• The safety committee is just a pack of snitches.

To get things done, you must have credibility: Expert power. To be believable, it's important that members of the safety committee have a clear understanding of their role, purpose, duties, and responsibilities. They need to understand where their responsibility ends, and where management's responsibility takes over.

When the safety committee realizes they play the role of an internal consultant to the employer, they know that their credibility depends on the expertise they bring to the role. How do you gain expertise? By increasing your knowledge and gaining experience.

Writing and submitting effective recommendations to management is crucial if credibility is to be gained. The most effective recommendations will discuss costs and benefits -- talk the bottom line to management, and it will offer reasonable options for correcting workplace hazards, unsafe work practices, and ineffective administrative controls.

Communication is the key here. Employees see the safety committee as a communications conduit to management. When an employee informs or makes a suggestion to the safety committee representative, he or she expects to get some sort of feedback soon thereafter. They want to see action. If the safety committee representative takes the information to the safety committee, but neglects to give the worker feedback, what is the employee going to think about the safety committee: A bunch of do-nothings? They're a waste of time?

Therefore, to gain credibility with employees, communicate regularly and often with them. If a hazard can't be fixed for a while, let the employees know the "whats" and "whys" behind the delay. They will appreciate it, even if it's not the answer they want to hear. The safety committee has done its job.

Another good idea is to appropriately "brag" about safety committee accomplishments. I don't mean that members of the committee should go out and literally brag about how great they are....just let employees know about its accomplishments, and do so with some excitement and pride.

Apathy towards the safety committee is common in many companies. There may be many reasons, but usually this problem is due to factors that can be controlled by top management. Lack of top management support is a common complaint forwarded by safety committee members. But, is the safety committee premature in "blaming" management for their ills? The safety committee may want to first reflect on how well they are fulfilling their own responsibilities before they accuse management.

What does it mean to be credible? A quick look in the dictionary tells us that to be credible means, "capable of being believed: deserving confidence". What's the message here? Credibility must be earned! So the real question to ask is, "What can the safety committee do to increase its believability and earn confidence in its recommendations?"

Through word and deed. Investing time and money.

How is commitment expressed? Formally through the mission statement, policies, job descriptions, and performance appraisals. Informally through word of mouth; a simple recognition of a job well done; or appreciation expressed before a group of peers.

How is commitment accomplished? Investment in time and money. A few examples include:

• Allowing members of the safety committee more than an hour a month to work their safety responsibilities;
• Promoting those who serve on safety committees because they have increased knowledge and skills in safety and health management;
• Responding to the recommendations made to correct conditions, practices, and systems;
• Through active membership in the committee;
• By attending (as observers) safety committee meetings from time to time.

Motivated safety committee members

It goes without saying that safety committee members should be volunteers. The committee will always be more effective as a group of interested volunteers who are enthusiastic about voluntary activities. But, when employees do not volunteer, management may feel obligated to do something. Consequently, management "volunteers" employees as members of the safety committee. Well, I'm sure you can understand why those employees might not appreciate their new responsibility and will likely not put more into the committee than required.

Be a "wanta-be, not a "hafta-be"!

Answer the employee's question, "what's in it for me?"

• Tangible rewards might consist of monthly merit pay increases or bonuses for taking on additional professional responsibilities.
• Intangible rewards include career incentives. Membership on the safety committee might be recognized on performance appraisals under professional development.

Final words...

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