In the modern workplace, the concept of lone working is becoming increasingly common. Whilst it offers flexibility and autonomy, it introduces unique challenges, particularly in fostering trust between managers and employees.
One significant hurdle in lone working is the perception among lone workers that management’s primary goal in implementing safety measures and “monitoring” technologies in the workplace is to keep an eye on them, rather than ensure their safety and well-being. Overcoming this mistrust is crucial for creative a safe, productive and positive working environment. We come across this problem from management who want to implement a lone worker system. Here’s how managers can effectively bring lone workers on board by addressing their concerns and fostering trust.
1. Understanding the Perception
Lone workers often feel isolated and may view monitoring tools as a way for managers to micromanage rather than support them. This perception can stem from a lack of communication, transparency, and involvement in the decision-making process. To counter this, managers must adopt a strategic approach that emphasises collaboration, transparency and mutual benefit.
2. Communicate the Purpose Clearly
The first step in gaining trust is clear and transparent communication. Managers need to explain the rationale behind implementing a lone worker solution and safety protocols. Emphasise that these measures are in place primarily to ensure the workers’ safety, respond quickly in emergencies, and provide support when needed.
TIP: Explain to lone workers that you are using the system to ensure their safety, especially in case of an emergency, so that help can be sent immediately if they are in a dangerous situation.
3. Involve Employees in the Process
Involving lone workers in the decision-making process can significantly reduce their resistance to new measures. By soliciting their input and addressing their concerns, managers demonstrate respect for their autonomy and expertise.
TIP: Before implementing a lone worker solution, hold meetings or surveys to gather feedback from lone workers. Ask them about their safety concerns and preferences for communication. At LONEALERT, we actively encourage teams to be part of our presentations / webinars / trial onboarding calls. We find this participatory approach not only helps in selecting the most appropriate tools but also makes employees feel valued and heard.
4. Provide Comprehensive Training
Proper training is essential to ensure that lone workers understand how to use lone worker devices and systems effectively and how these also benefit them. Training should go beyond technical aspects and include discussions about the importance of safety measures and how they contribute to a safer working environment.
TIP: Conduct interactive training sessions where employees can ask questions and express their concerns. Use real-life scenarios to demonstrate how monitoring tools can be life-saving in emergencies, thereby emphasising their practical benefits.
5. Build a Culture of Trust and Support
Trust is built over time through consistent actions and open communication. Managers should foster a culture where safety and support are prioritised over surveillance. This involves regular check-ins, providing mental health support, and ensuring that workers feel comfortable discussing their challenges.
TIP: Create a culture of checking in with each other periodically. This not only enhances safety, but also builds camaraderie and reduces feelings of isolation.
6. Use Technology as a Support Tool, Not a Surveillance Tool
A lone worker system is not designed to be a monitoring tool for managers to keep tabs on their staff. For lone workers to be engaged, it is crucial to position the technology as a means of support rather than surveillance. Highlight the supportive features of the technology, such as emergency alerts, easy access to help, health monitoring, rather than focusing on productivity tracking.
TIP: When introducing a new lone worker app or device, focus on features like impact and fall detection, no movement, direct calls into an Alarm Receiving Centre, or to your staff. Show how these tools can benefit the lone worker by providing peace of mind, confidence working alone, and immediate support in case of incidents.
7. Foster Open Lines of Communication
Maintaining open lines of communication is vital. Managers should be approachable and willing to discuss any concerns or suggestions from lone workers. Regular feedback sessions can help identify and address any issues before they escalate and we would recommend working with a lone worker solution provider, that fosters open collaboration so you can discuss any challenges/feedback with them.
TIP: Schedule regular one-on-one meetings with lone workers to discuss their experiences, challenges and any concerns they may have. Use these sessions to reinforce the message that their safety and well-being are the top priorities.
8. Celebrate Successes and Improvements
Recognising and celebrating improvements in safety and well-being can reinforce positive perceptions of lone worker systems. Highlighting success stories where the systems have helped in emergencies or improved working conditions can shift the narrative from surveillance to support.
TIP: Share stories within the organisation about how the system helped a lone worker in a difficult situation. This can be done through newsletters, team meetings, or internal social media platforms, celebrating the positive impact of safety measures.
Bringing lone workers on board with safety measures and monitoring systems requires a delicate balance of transparency, involvement, and support. By clearly communicating the purpose of these tools, involving employees in the decision-making process, providing comprehensive training, building a culture of trust, and positioning technology as a support tool, managers can overcome resistance and foster a positive, safe working environment. Ultimately, the goal is to ensure that lone workers feel supported and protected, rather than monitored, thereby enhancing their overall job satisfaction and productivity.
