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Nowadays all organizations try to provide their employees with professional trainings, which ultimately result in efficient and effective safety processes. A great number of these organizations use behavior-based safety (BBS) methods to supplement their compliance-driven programs (Pettinger, 2011, p. 79). One of the most wide-spread BBS methods used is ”DO IT method” (Define, Observe, Intervene, and Test).

The aim of the paper is to analyze how the ”DO IT method“ can aid in improving the behavior of employees on an example of bartenders’ job. First of all, the defining process of this method can give employees a better understanding of at-risk behaviors and ways of avoiding them. If a bartender is involved in designing a behavioral checklist, it may improve his general attitude to safety behavior and thus generate safety-conscious actions (Geller, 2005).

Secondly, the observation process may develop mutual help and better communication in a working team. If bartenders already know the safety target, they will start observing its implementation in a group of co-workers. Moreover, if safety type of behavior is constantly encouraged by management, the process of mutual observation will gain a positive aspect. Bartenders will not look for each other’s faults, but for the opportunity of safe performance of their duties. In this case, the job satisfaction also rises.

At the third stage of the ”DO IT method“, when interventions are being designed, bartenders get better positive safety motivation. After receiving the behavioral feedback a bartender together with safety supervisor can develop a safe target behavior strategy mutually. When employees take part in this process, it helps them better evaluate their own safety performance, understand its real, practical importance and define the future steps on the way to behavioral improvement. The professionally developed behavior-based feedback contains valuable information for workers, as it enables practice to improve performance (Geller, 2005). Employees start improvement with removing the existing unsafe conditions first. Testing phase helps to get employees involved and makes improvement of a continuous process.

After analyzing the influence of the ”DO IT method“ on bartenders’ safety behavior, the following positive changes in their performance can be assumed:

Optimal level of socializing with clients: enough for maintenance of positive rapport with the customers, not preventing fulfillment of duties;

Avoiding conflicts with clients, setting social boundaries: developed a strategy of dealing with rude or drunk customers, underage individuals;

Sticking to healthy work and leisure mode (especially for those who work night shifts in order not to be sleepy and tired at work);

Following specific safety rules when dealing with alcohol, e.g. when creating new drinks, performing tricks like juggling bottles or setting shots on fire, etc.

Furthermore, the “DO IT method” can be expected to be highly effective in reducing injuries to bartenders, as well as reducing lost-time case rate and severity rate.

The effects of “DO IT method” can be seen by measuring safety climate awareness before and after its implementation for understanding change in safety performance (Kaila, 2006, p. 102). One of the efficient ways of improving the safety behavior is to get people closest to risks to provide safety-related feedback to each other in a coaching manner, and then evaluate the gathered data to determine systems that may facilitate risky behaviors. This employee engagement is at the heart of most BBS processes (Pettinger, 2011, p. 80). Furthermore, nowadays it is possible to use the existing observation intelligence to predict where the next injury may occur by using the correct predictive analytics (Pettinger, 2011).

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