BSC in Prevention of Labor Risks

The concept of a balanced scorecard is not new in the business world and is used by all types of organizations that want to manage strategically, basing their decisions on reliable data that allow them to chart the course to achieve the objectives. It is not that it becomes necessary to work with a balanced scorecard as a guarantee of success, however, its use will greatly facilitate the management of any area of ​​a company and, through a system of indicators, will provide the necessary information to Decision-making.

In the prevention of occupational risks, it is not usual to work with scorecards, since only indicators related to accidents and / or isolated objectives / indicators are usually handled within the different elements of the preventive management system. However, more and more management instruments are needed to optimize resources and improve results, so it is necessary to have an instrument that allows us to measure the evolution of preventive management and place it as a strategic element within the organization.

Conceptually, a balanced scorecard is a management tool that facilitates decision-making and collects a coherent set of objectives along with its metrics, developed in at least four perspectives (financial, customer, internal processes and learning and growth ) That provide top management and responsible functions in organizations with an understandable view of the business or its area of ​​responsibility.

These definitions, which may appear more or less abstract, have a more or less “landing” in organizations; A CMI will simply consist in the definition, treatment and exploitation of a system of objectives and indicators, at least in the four previous perspectives, linked by means of cause and effect relationships that, derived from the vision and strategy of the organization, Transfer their statements or “philosophies” to tangible and measurable actions (connects the strategic definition of the company with its strategic direction).

Now, if we are faced with the doubt or the challenge of wanting to implant it within the area of ​​occupational risk prevention, how could we do it?

First of all, is to have the advantages clear, do you have them ?, is it worth the effort? The answer to these two questions, in my view, is a double if, the comprehensive scorecard in occupational risk prevention will help:

Establish a system of strategic management of OSH by monitoring the key actions within the different elements of OSHMS.
Provide a system of strategic measurement of health and safety at work, helping to have a global vision to be able to optimize decision making:
It will show the influence that each process, measure or preventive action has exerted on the results.
It will allow to prioritize the processes, measures or preventive actions.
It will help optimize preventive management.
It will make available tools to increase the effectiveness and efficiency of preventive management.
Provide a communication-training-strategic information system for safety and health at work. In carrying out a deployment of actions within the company will need the necessary training and internal information to ensure comprehension, assumption and overall alignment with the objectives decided.
Align the management of safety and health at work with the mission, vision and values ​​of the company, as well as with their strategies.
Position the management of safety and health at work as a key element in the company.
Having clear the advantages and being encouraged to carry it out, the first thing that must be taken into account is that before going to the choice of any type of objective and indicator, it requires two fundamental things, without which, it does not deserve The penalty to continue in the process:

Change of mentality: we must move from having a technical-legal mentality to having a strategic and holistic vision of both the company as a whole and the prevention of occupational hazards as a strategic area of ​​management.
Analysis: we must carry out a profuse analysis of our organization, analysis that should go in two lines at least:
Organizational: Who is the company, what it is, what it wants, how it relates, mission, vision, values, threats, strengths, etc., that is, we must know very well the company and the environment in which it operates.
Preventive: Where we are at a technical-legal level, what risks we assume, what is strategic, within the area of ​​risk prevention for the company, that is, we must be very clear how risk prevention can bring value to the organization and how it can to affect Negatively in their overall performance.

Once this first analysis and with this change of mentality in our heads, we can move on to either design a balanced scorecard in risk prevention to provide strategic data to the company, or contribute to the Strategic objectives and indicators of the preventive area. For this, the most sensible thing is to carry out a structured process that, without having to be exactly described, could be summarized in the following phases-tasks:

Phase 1: Management support.

Phase 2: Designation of the “architect” of the WCC.

Phase 3: Define the architecture of the measurement.

Task 1: Selection of the area of ​​the company in which the WCC will be implemented.

Task 2: Identification of the linkages between the company and the area in which the IMC is to be implemented.

Task 3: Elaboration of the strategic map.

Phase 4: Establish consensus around the strategic objectives.

Task 1: First Workshop 2: Synthesis session.

Task 3: Executive workshop: first round.

Phase 5: Select and design indicators.

Phase 6: Construction of the implementation plan.

Task 1: Development of the implementation plan.

Task 2: Communication

Task 3: Training of people involved in the WCC.

Step 7: Exploitation of the WCC

Task 1: WCC Review

Task 2: WCC decision-making and improvements

Task 3: Communication of results.

Any organization seeking results Excellent management of its activities and resources through a set of systems, processes and data that allow them to make effective decisions in any of the functional areas that make it up, so manage risk prevention at work under this premise, not only It will make or allow us to be at the height of any other strategic area of ​​the organization, but it will make us grow, the prevention technicians, as professionals, equipping us with tools, Aptitudes and thoughts that, in many cases, we did not know we could have, so I encourage you to try or at least to deepen it, because in no case will be harmful for us or for the organization.

balanced scorecard in Labor Risk Prevention

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