Beyond safety inspections and audits, informal safety walkarounds on job sites can help contractors see a fuller picture of what’s really going on—particularly if they encourage workers to be more forthright in sharing their own concerns. 

“Walkarounds allow managers to see for themselves how implementation of a safety and health program is working and whether it is effective in identifying and eliminating hazards,” said Kimberly Darby, a spokesperson for OSHA. “For example, how engaged are workers in the program? Do workers feel they have received appropriate training? Do they know how to report a safety or health incident or concern?”

The federal agency has published a guide to help managers and business owners conduct safety walkarounds. It includes recommendations on how to prepare ahead of time, what to focus on during a walkaround and how to incorporate any subsequent insights into the organization’s safety and health program.

Getting workers’ input

Contractors should limit the number of managers conducting a walkaround, as large groups tend to stifle open communication with workers, according to the guide. In addition to personally looking for hazards that could potentially result in incidents or near-misses, managers should seek worker input since they know the most about the hazards and safety issues in their jobs.

Managers should ask workers open-ended questions, such as what is the most hazardous task in your job? What makes it hazardous? If you have been injured in your job, what was the injury and how did it happen? What was done to make your job safer? How would you report an injury, hazard or near-miss?

Managers should also observe workers as they perform their jobs. For example, do they lift heavy objects? Do they stand or sit in awkward postures? Are they performing repetitive motions?

It’s also critical to get workers’ input into how to resolve any issues, as incorporating their solutions likely increases buy-in, OSHA asserts.

“Safety must be an enterprise-wide value and effort,” Darby said. “This means developing an effective safety and health management system, listening and learning through worker participation, and striving to be a leader in your industry.”

The agency will refrain from issuing a citation for a violative condition that an employer discovered during a voluntary self-­audit, including a walkaround, if the employer corrects the condition prior to the initiation of an OSHA inspection, she said.

Safety walkarounds should be included in job site reviews because they could identify hazards that exist on the job that traditional inspections might not focus on, said Adam Geller, safety director at Hanley Energy Electrical, Ashburn, Va.

“Walkarounds show the leading indicators, rather than being reactive due to incidents or corrective measures being put in place after an event has occurred,” Geller said. “They provide an opportunity to look at the current protocols or procedures that are in place and to make sure the company remains compliant.”

It’s also smart to include safety walkarounds when onboarding new workers to establish the organization’s safety culture—and expectations—right out of the gate.

“New workers on their first day are more likely to become lost without knowing certain safety procedures that are in place and the basic layout of the workplace,” he said. “This provides workers with the confidence to perform their tasks safely and to familiarize themselves with the specific hazards present in the work environment.”

Moreover, getting new workers involved gives them the opportunity to ask questions early on so they can focus on the task at hand.

For safety walkarounds to be effective, leadership must be involved in the process, and they must possess the knowledge of safety protocols, Geller said.

“Employee engagement is critical with establishing the culture that is desired,” he said. “It goes a long way when someone from management engages a worker, regardless of the situation.”

If a safety issue is presented, leadership must follow up to ensure corrective actions are in place and working effectively, Geller said. Walkarounds should also be conducted routinely to strengthen a safety-conscious culture and ultimately protect employee well-being. 

“I can’t stress enough the importance of getting to know your workforce,” he said. “If you use a more personable approach, workers might have the tendency to be more open to you about what’s going on in the field.”

Managers should try “becoming less of a disciplinarian, more of an educator” to establish more trust among the workforce—“one of the main ingredients for the recipe of a strong safety culture,” Geller added.

Safety is everyone’s job

One of the most proactive things any company can implement is safety walkarounds—it’s a chance for managers to get out of the office and make themselves available to the people “who are actually getting the work done,” said D. Scott Risch, vice president of environmental, health and safety at Rosendin Electric Inc., San Jose, Calif..

“When you go into the field to do a safety inspection or audit, you're going out there with compliance in mind,” Risch said. “A safety walkaround is much more informal. It's about engaging with people, forging real relationships, and learning about what's happening on job sites. I think a lot of companies lose sight of that and get too focused on compliance.”

Don’t perform the walkaround just to check the box, he said. Look informally for potential unsafe practices. Ask for the workers’ point of view about what could be better.

“If you don’t want to be a ‘firefighter’—someone who is always putting out fires—you need to get to know your people,” Risch said. “They won’t be comfortable seeking your assistance unless they have a relationship with you.”

If managers conduct a walkaround with “the right heart and the right attitude”—that they just want to help—workers will bring issues to them. Opportunities will present themselves 

Safety walkarounds are also great to introduce new workers to their surroundings and assist them in establishing key relationships to ensure success in their new role, he said. Managers should not miss the chance to make a first impression.

Risch stresses that managers don't need to be safety professionals to perform safety walkarounds.

“Safety is no longer just the safety professional’s job—it's everybody's job, and we all own it,” he said. “Management, supervision, quality control, HR, whoever you are—get out of the office, make yourself available, and engage with the team.”

Since walkarounds are more about building relationships than checking off the compliance list, managers don't have to know the latest regulations, such as those about confined spaces or machine guarding. They just need to get out there and be present.

“People want to work where they are appreciated and for a leader who values them,” Risch said. “Nothing states that better than getting out there and getting to know them on a deeper level. Understanding their ‘why’—the reason they even show up, whether that’s for their wife or husband or their kids—and also sharing yours.”

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