Essential elements of contractor engagement include attention, recognition, resources, communication, development and education, said Tony Amador, contractor safety coordinator for Chevron Phillips Chemical Co. and co-director of the Chevron’s Voluntary Protection Program (VPP).
“We can’t move forward if we don’t understand exactly what we’re working with,” Amador said. “Having an engaged workforce, we want to make sure we achieve these goals. As an employee of the company, our engagement expectations are always aligned with the engagement expectations of an entrepreneur. .”
He suggests a structured program that promotes contract employee engagement. A supervisor who cares on a personal level – gathering feedback and making a connection – has an impact on the overall development of employees, he said.
“We meet each other’s needs and ensure that our expectations for this relationship are met. From the perspective of the book’s definition, our focus defines a point of engagement as a strength of mental and emotional state that employees feel towards their workplace, and Gallup defines it as a commitment.”
He added that increasing engagement starts with achieving the 12 individual, teamwork and employee growth goals:
- I know what is expected of me at work.
- I have the materials and equipment I need to do my job.
- At work, I have the opportunity to do what I do best every day.
- In the past seven days I have received recognition or praise for doing a good job.
- My supervisor, or someone at work, seems to care about me as a person.
- There is someone at work who encourages my development.
- At work, my opinions seem to matter.
- The mission or purpose of my organization makes me feel that my work is important.
- My association or my colleagues are committed to doing quality work.
- I have a best friend at work.
- In the past six months, someone at work has told me about progress.
Amador said expecting an independent contractor to perform or have the same “card game” as full-time employees creates unrealistic expectations. He said employees need to be realistic about what they’re trying to promote most in the contractor workforce. Businesses have big long term goals, whereas the entrepreneur may have less stretch goals but want “good state performance”. “They need to put themselves in someone else’s shoes and show empathy. This, he said, applies not just to contractors, but to all employees.
“You always have to put yourself in someone else’s shoes and understand what drives our environments. Employees are empowered by doing the work they love,” Amador said.
“Repetition plays a role in ensuring that entrepreneurs understand corporate culture,” he said. “If they don’t feel empowered, aren’t part of the team, or are worried about the implications of speaking up or raising a concern within the company, the plan isn’t effective. .” Amador said these are the raw effects of having an actively engaged population. More importantly, he said, a contractor-focused engagement program will help keep employees happy and ensure loyalty, engagement and improve retention.
“How likely am I to leave if I feel like I belong in this establishment, company, or group; that they care about me?” “I belong here, I am taken care of here. People are watching over me. Why do I have to go anywhere [else]?”
Ultimately, what are you doing in your establishment, what are you doing about engagement, and how do you promote it?
Contractor engagement and its importance was discussed at the recent EHS 2022 Seminar and Expo held in Galveston, Texas. The session explored the link between contractor engagement and its path to improving safety and culture performance.