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Employee engagement is driven by BBS.

Over one-third of employees are either not engaged or actively disengaged in their work, based on 67,000 interviews, with nearly half showing neutral behaviour and nearly one-fifth actively disengaged. This poses safety, health, and welfare problems for employees as they are not engaged in their work. To win the hearts and minds of neutrals and those actively disengaged employees, organisations need to provide clear guidance on what is expected of them in terms of job performance from their management and supervision and their EHS team. This isn't possible if these individuals are among the disaffected or the untrained.

Engagement can be created through innovation and gamification, by BBS to consider and develop improved hazard identification and management systems. BBS supports the development of observations, trained observers, feedback, and critical thinking about the work and how to undertake it safely. There is a benefit from the training that goes beyond the training as observers report improvements in their own work practices and interpersonal communication as they recognise their own cognitive biases and how this impacts their communication and interaction styles. Ask better questions and really listen to what is said, how it is said, and also take note of what isn't said. Braun and Clarke have used thematic assessment of these types of conversations to develop a better understanding of the important workplace themes. Provide clarity of mission to the workforce, but start by asking them and then working with them to work out how to show this, and if the workforce changes often, then ask again. The BBS process when it is done correctly supports and develops employee

engagement.





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