Evaluating site induction practice efficiency and effectiveness: an organisational case study

Daniel Gilmour, Edward Simpson, David Blackwood, Craig McCartney, Matthew Reynolds

    Research output: Working paper/PreprintWorking paper

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    The style of induction presentation and other processes, irrespective of duration, immediately establishes the context and attitude of the construction site team and is where initial behavioural standards are established. A case study within a large contractor investigates site induction activities in practice to better understand the operational demands on time for those involved in managing site inductions and the impact of this activity on safety behaviour on site. The research method adopted was a desk-based review of company policy through document analysis, observations of site induction practice, operations and semi structured interviews. Trade-offs between time losses/benefits, safety in practice, technology implementation and their impact on administrative processes are examined. It is argued that the use of observations has allowed the identification of the actual time commitment in practice. The principal contractor's allocated time for providing and undertaking site induction activities was underestimated by 16% to 20%. There is potential to save time through exploitation of existing and new technology solutions more fully. However, those with an H&S leadership role have indicated difficulties in keeping up with the pace of change in technology development for this purpose.
    Original languageEnglish
    Place of PublicationManchester
    Number of pages10
    Publication statusPublished - 2017


    • Practice
    • Leadership
    • Lost time
    • Safety
    • Site induction


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