Crew Leaders Crucial to Job-site Safety
By William Atkinson, Electrical T&D World, July/August 2001, Vol. 215 No.4

Utilities are feeling competitive pressures, and customers do not appreciate being out of power. This has significantly increased the amount of live line work that the crew leader must plan and accomplish," Drew notes. Add to that the significant increase in vehicle traffic in many locales, placing line crews at greater risk of being hit. Furthermore, many utilities have reduced workforces (or not filled open positions), resulting in a shortage of qualified line workers to adequately staff the crews. Last, but not least, substance abuse continues to be a problem among work crews, leading to increased risk of injuries and equipment damage.

All of these challenges dictate that crew leaders be thoroughly trained to protect crews from accidents caused by exposures to equipment, tools, each other, and even themselves.

Briefing key to safe work

How can leaders meet those challenges? By communicating clearly and delegating well. "One important skill the crew leader must possess is the ability to communicate, especially during job briefing sessions, " states Drew. "When accidents or other problems are investigated, it turns out that, in almost every case, the job briefing session did not address the potential hazards adequately or a [briefing] was not even held."

The importance of job briefing sessions cannot be overstated, as they provide the opportunity both for the crew leaders to share information, and their concerns. "The effective crew leader creates an atmosphere that fosters input from all crew members," Drew emphasizes.

In most cases, crew leaders tend to do a good job with briefing sessions related to large jobs, because, in many cases, multiple crews are involved, and more discussion is necessary. However, adequate sessions are less likely before routine jobs, since the work appears to be straightforward. It is important to hold job-briefing sessions even during routine work to foster an awareness of the possible hazards.

According to OSHA, four elements must be covered in a job briefing session: the hazards associated with the job, the work procedures involved and any special precautions, energy source controls, and personal protective equipment requirements. Many companies require that crew leaders document the job briefing sessions in some manner.

Delegate clearly

Next, the crew leader must delegate work. Part of effective delegation is the ability to minimize idle time. This obviously has an impact on productivity, but it can also impact safety. If a crew leader has five employees on a job that only requires two, chances for accidents increase, because those who are not needed tend to stop paying attention. It’s when they stop paying attention that they become vulnerable.

But doesn’t splitting up a crew to work on different jobs increase the risk of accidents, since it limits the crew leader's ability to observe them and make sure they’re working safely? Not according to Drew. "First, even if crew members are working on different jobs, they are usually working in a close enough area that the crew leader can observe everyone," he replies. "Second, good crew leaders will delegate a more distant job to an experienced crew member with an excellent safety record, so there is less concern for an accident." Third, as noted above, when everyone is working, they tend to pay more attention to safety. It’s when they’re standing around that their attention wanders.

Handling Infractions

What’s the best way to handle an employee who violates a safety rule or procedure? That all depends on the circumstances, reports Drew. "In a situation where it is obvious the employees know they are doing something wrong, you need to be direct." Example: Everyone on the crew should know that hardhats are required on the job. If someone is not wearing a hat, Drew recommends saying something like: "Get your hardhat on. You know that’s a rule."

In situations where employees may not know something is a rule or required procedure, Drew recommends a more understanding approach. "if you chew them out under these circumstances, you’ll just create hard feelings and reduce morale," he notes. His recommendations: "Hey, what you’re doing isn’t correct procedure, and here is why it’s not." Then, explain in detail what is wrong, what is the correct way, and why it is correct. "Do all of this in a very positive tone," he emphasizes.