COMPLAINTS HANDLING
CIRAS helps improve internal reporting
Chris Langer, human factors advisor at CIRAS, suggests that rail companies need to do more to improve their internal reporting channels.
A
been reported
using the correct internal
channels before we get to hear about them. Many people are surprised to learn this.
The common assumption is that, when a been through the proper channels. Yet when we are contacted with an issue, it has typically been reported locally, but may not have surfaced at a more senior level. Raising the report through to member organisations.
senior management. Why would anyone want to avoid using the correct channels? Who would be motivated to do that?
These are questions managers are naturally inclined to ask, albeit from a slightly defensive position. Yet 75% of the reports we receive have already been reported internally.
reporting channels. But, whether you subscribe for improvement.
What reporters say to us about their experience of using their internal reporting channels is a valuable source of intelligence, which can be used to improve the robustness of the internal reporting system.
response from their company. A conscientious individual has reported a
safety concern internally, only to see it disappear into thin air.
From their point of view, there is little incentive to report again once apathy sets in. They’ll be inclined to say: “I’ve reported it, but I’ve heard nothing. Why bother reporting in the future?”
The lack of internal response can undermine the whole reporting system. Once trust and preventing this situation from arising.
as possible, ensure they get a response every time they make a report.
responses for all outstanding reports until we can close them out.
In theory, an internal reporting system should be able to ensure a 100% response rate. But there are plenty of other ways to improve internal reporting.
How to avert reporting apathy
reporting system, how would you set about doing this?
Reporting internally is sometimes seen as a time-consuming, thankless task, especially if reporters believe their safety concern will not be addressed, or feedback will not materialise.
turn the tables:
• Make reporting a positive experience for the reporter;
• Make it quick and easy to report without paperwork;
report should be considered too trivial; • Provide timely feedback, checkable online with follow-up actions listed;
reporters;
level; and
• Include clear messages in training materials, safety briefs and merchandise.
It is important for perceptions of reporting to
In addition to the above, it can be emphasised that reporting something is actually about looking after your colleagues, rather than getting them into trouble.
If all these factors are present in an internal reporting system, there is a much greater chance it will be a success. Of course, no internal reporting system is perfect, and there’s always a danger that important safety information will slip through the net.
that otherwise might be lost.
But before things ever go that far, there are plenty of things a company can do to encourage an optimal level of internal reporting.
This article was reproduced, with CIRAS permission, from the organisation’s latest newsletter.
W:
www.ciras.org.uk FOR MORE INFORMATION
rail technology magazine Dec/Jan 15 | 29
Chris Langer
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