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StrategyDriven Human Performance Management Article

The Invisible Human Errors That Nobody Notices

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Human error is everywhere and often difficult to avoid without implementing the proper tools. More often than not, human error is the reason number One for the purchase of high-quality tech software solutions, so that a variety of business processes can be automated for best quality. Other entrepreneurs suggest deploying careful recruiting methods to ensure that you get only highly qualified professionals to work with you. However, while it seems that human error is another work for lack of skills and attention, it would be incorrect to assume that there is no other kind of human error. In fact, the workplace is full of invisible mistakes and behaviors that are perpetuated under your very eyes but that you don’t see. They can be damaging to your team, your production and your overall business. It’s time to start the hunt for the invisible human errors that eat away your employees’ health and sanity, day after day.


Do you know what’s going on in your office?

Unhealthy stress management

We get it: Every workplace is a stressful environment, from the impossibly short deadlines to the difficult client. The workload piles up, your staff stays longer hours, and somehow the stressful situation seems to normalize any unhealthy stress management behavior, from heavy drinking to the abuse of hard substances. It may be invisible to the naked eye, but you should pay close attention to people’s habits and natural warmth to detect the early signs of an addictive behavior. More often than not, a drug test can confirm your suspicion. That’s why it’s essential as a manager to monitor workloads and offer stress management classes before it’s too late.

Emotional abuse

Millions of employees of all ages, ethnic and racial backgrounds hate going to work. Why should they like it, when staying at home all day might sound a lot more appealing, you ask. These employees hate the workplace because they’ve fallen victim of emotional bullying, from colleagues, managers or subordinates. The problem with this form of emotional abuse is that it directly attacks a person’s competence, integrity and dignity over an extensive period of time in such a way that it can go unnoticed. The victims live in a state of psychological terror, which can be aggravated by bad-mouthing, isolation, criticism, etc. This destructive attack can lead to depression, anxiety disorder and extended sick leaves. It’s your responsibility to keep your eyes open for any peculiar behavior so that you can offer support to those who need it and help them to stop the abuse.

Air pollution inside the office

So you’ve got a trendy office in town with an air con and a fantastic view of the city? That’s great but how pure and fresh is your air? Fungal spores, chemicals and smoke can be harmful to human health as they create what is called indoor air pollution. If your office has not implemented any air purification solution — from using specialist plants to sophisticated ventilation systems — it’s likely that your team might be suffering from the sick-building syndrome.

In conclusion, it’s vital that companies rethink their health and safety protocols to offer sufficient coverage for several invisible human errors that impact both business growth and personal wellness.

StrategyDriven Human Performance Management Best Practice Article

Human Performance Management Best Practice 4 – Stop When Uncertain

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StrategyDriven Human Performance Management Best Practice Article“Do I go to the left or do I go to the right?” A common question asked when one reaches an intersection. Unless one is familiar with the area or has a map, the question may be answered with a nagging ‘gut feel’ rather than with certainty. Sometimes proceeding on the chosen course results in a successful outcome. At other times, it requires backtracking and results in a great deal of frustration, lost time, and unnecessarily spent resources.[wcm_restrict plans=”41196, 25542, 25653″]

The example above highlights an everyday case of proceeding in the face of uncertainty. Indeed, we take these types of seemingly benign chances all of the time. However, such chances can result in costly errors when taken during the performance of more critical tasks. It is one thing to make a wrong turn during a Sunday joy ride, another when an on-time arrival to a meeting with a potential client willing to make a significant purchase is at risk.

How are these kinds of errors avoided?

Stopping when uncertain is both a human performance tool and organizational mindset. Too often, employees proceed in the face of uncertainty because of a self-imposed sense of time pressure, the result of management rewards in the form of compensation, advancement, and/or direct communication and praise. In order to ensure these unwanted risks are not taken, organization leaders must reinforce a stop when uncertain and ask behavior. Such behaviors should be publicly recognized and reinforced, particularly when they occur during the performance of activities having elevated risk associated with production. Management can make no stronger reinforcement of a behavior than to reward the behavior over production.

Benefits of Stopping When Uncertain

Implementing a stop when uncertain policy provides the following benefits:

  • Reduced rework and its accompanying lost time, labor compensation, and material losses
  • Improved worker and equipment safety and the associated reduction in lost time and medical and repair expenses
  • Elevated quality and the associated reduction in warranty costs and refunds
  • Heightened reputation and customer satisfaction directly associated with the quality improvements

Risks of Always Stopping When Uncertain

Many organization leaders fear a stop when uncertain policy because of the potential loss of productivity this apparently radical concept may have. There is, in fact, a risk that some employees may use the stop when uncertain behavioral requirement as a tool to avoid work. In our experience, such use of the tool rarely occurs. Additionally, managers can mitigate this risk through the following actions:

  • Clearly define the competencies – knowledge, skills, and experiences – associated with each organizational role/position and the types of tasks individuals within each position should be able to accomplish. Should employees overly and inappropriately use the stop when uncertain rule to avoid work, well defined competencies provide management a basis for remediation and termination
  • Provide well-defined procedural guidance. Procedures containing a level of instruction detail such that a minimally qualified implementer can perform the tasks ensures uncertainty does not exist
  • Align training programs with positional requirements and procedural guidelines. Ensure training provides minimally qualified implementers with the knowledge, skills, and experiences necessary to understand and perform procedures as written
  • Make experienced personnel available to answer implementer’s questions, not perform the tasks for them. Organization leaders must reinforce a questioning attitude along with their stop when uncertain guidelines. Then, when work is stopped, questions appropriate to resolving the uncertainty should be asked and experience personnel available to answer these questions such that work may resume promptly

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