WHS Management System Assignment Help

WHS Management System Assignment Help

WHS Management System Assignment HelpInstruction For Students: Monitor and report on WHS performance

Submission details

Student’s name   ID no.  
Assessor’s name   Phone no.  
Assessment date/s   Time/s  

The assessment task is due on the date specified by your assessor. Any variation to this arrangement must be approved by your assessor.

Submit this document with any required evidence attached. See specifications below for details.

Performance objective

The Student will demonstrate the skills and knowledge required to measure, evaluate, review and improve WHS performance.

Assessment description

Using the scenario information supplied in this task, and planning materials developed in Assessment Tasks 1 and 2, you will undertake a number of monitoring and evaluation tasks. You will consult with managers to gain input into and support implementation of monitoring and evaluation activities to measure WHS performance against organisational outcomes and individual performance. You will then analyse and evaluate WHS performance data, present a draft report to senior management and provide a final written report containing results of analysis and recommendations for improvement of the WHSMS.

Procedure

  1. Review the simulated workplace information for Pitstop Pty Ltd. Review planning materials you developed for Assessment Tasks 1 and 2.
  2. Arrange with your assessor to consult with managers (in role-play) on implementation of performance monitoring and audit procedures. Prepare to discuss:
    • The measurement and evaluation requirements of the WHS plan.
    • Setting targets and KPIs for managers and employees in accordance with organisational objectives for the WHS. Consider outcome and management KPIs.
    • Audit and reporting process for managers. Consider schedule for audits, content of audits, tools such as checklists which may help implementation.

Note: if you have not already developed or considered performance measures, performance management, and reporting and audit procedures, you will need to prepare or source draft procedures as the basis of consultation with managers.

Submit Minutes of Meeting using the format for the Meetings held with Managers.

  1. Consult with managers on implementation of performance monitoring and audit procedures. Remember to seek input, defend your processes when necessary or appropriate, and explain the most practical ways possible for managers to implement the procedures you have developed. Stress the benefits to the organisation and benefits to managers where appropriate.
  2. For meeting with Manager 1 you should submit file notes/ answers to the following:
  3. Why it is necessary?
  4. How it can be practically undertaken by managers?
  5. What tools should be used to make the job easier?
  6. How often reporting should be done?
  7. For meeting with Manager 2 discuss the existing performance & agree on the KPIs as well as how WHS culture can be driven in the organization.
  8. Following consultation, amend targets and KPIs, performance management, audit and reporting procedures based on the information you have gathered through consultation.Use Appendix A to capture key points of outcomes of this discussion.
  9. Using data provided, analyse information and data for the 6 month period post-implementation. You need to:
    • Consider the relationship between the data and the WHSMS targets and performance indicators. What are the gaps?
    • Consider possible causal relationships between data and aspects of the WHSMS implementation.
    • Consider possible improvements to address root causes of performance issues.
    • Consider existing procedures and ways to improve them.
    • Develop draft recommendations for improving the WHSMS.
  10. Arrange with your assessor to consult with the board of directors and senior management (in role-play) to present WHS performance data and recommendations.
  11. Present data and recommendations. You may begin your presentation with an explanation of the review process. You may want to stress the importance of the process for continuous improvement of health and safety outcomes. Refer to appropriate standards.
  12. Based on your analysis and consultation with the Manager 1, Manager 2, board of directors and senior management, prepare a 3–4 page report containing:
    • Executive summary (briefly summarise report).
    • Body (analyse data from scenario; discuss possible causes; explore possible solutions; explain your reasoning and support with evidence).
    • Conclusions (make conclusions based on analysis; determine root causes of performance issues).
    • Recommendations (At least 4 recommendations to improve performance based on analysis). Refer to standards and legal compliance where relevant to support recommendations
    • You can use Appendix A to submit amended targets and KPIs, procedures for performance management, audit and reporting as a result of consultation.
  13. Submit your report to your assessor as per the specifications below. Ensure you keep a copy of all work submitted for your records.

Specifications

You must:

  • participate in two consultation role-plays:
    1. meeting with the store managers on monitoring and reporting,
    2. meeting with the board of directors and senior management to review performance of WHSMS and make recommendations
  • submit a written 3–4 page report containing recommendations for improvement of the WHS management system containing amended targets and KPIs, procedures for performance management, audit and reporting as a result of consultation

Your assessor will be looking for:

  • analytical skills to identify areas for WHS improvement
  • communication skills to:
    • conduct effective formal and informal meetings and communicate effectively with personnel at all levels of the organisation
    • prepare reports for a range of target groups, including health and safety committees, health and safety representatives, managers, supervisors, and persons conducting businesses or undertakings (PCBUs) or their officers
  • consultation, facilitation and negotiation skills to implement and monitor designated actions
  • information technology skills to conduct research into WHSMS systems, create documentation and present information
  • numeracy skills to analyse workplace information and data
  • organisational skills to manage own tasks within a timeframe
  • knowledge of barriers to WHSMS implementation and strategies to remove them
  • knowledge of documents relating to WHSMS standards
  • knowledge of the nature of information and data that provide valid and reliable measures of WHS performance and WHSMS, including positive performance indicators
  • knowledge of relevant commonwealth and state or territory WHS Acts, Regulations, codes of practice, standards, guidance material and other relevant publications
  • knowledge of WHS management systems.

Appendix A 

WHS KRA Revised Targets & KPIs after consultation with Manager 2 Weightage:  ________%
Existing

Performance

Target KPIs Implementation (When, Where, How, & Who will drive this KPIs) Recommendation to drive Promotion of WHS Culture
Managers Monthly inspections of premises: store, pumps.

Monthly reporting of WHS statistics to head office.

90% of incidents reported and recorded.

_______% of safety audits completed by managers.

_______% of reports completed.

_______% of incident reports completed after incidents.

Employees Daily inspections of premises.

1 hour safety related training per month.

_______% of daily reports submitted to manager.

Number of training hours completed.

  Any other Target that was agreed to be revised

Simulated workplace scenario – Pitstop Pty Ltd

It has been six months since the implementation of the WHS management system across all stores at Pitstop. The implementation has been carried out concurrently with the expansion of the business, which will soon number 30 stores, growing from a single store two years ago. The number of employees has grown from 20 to 160 over the course of the implementation of the WHSMS.

Signs are that the rollout has been moderately successful in about half the stores. Initial feedback from store managers and employees was positive; however the implementation seems to have lost momentum.

It is now time for a review of the WHSMS. You have been asked by senior management to provide a written report on the performance of the system. The report should contain analysis of the data and recommendations for improvement based on your analysis.

The original objectives for the WHS management system appear below.

   1.       Minimise illness and injuries in the workplace:

○     minimise incidents

○     reduce number of days of lost work.

2.       Provide effective risk management:

○     establish risk management process.

3.       Provide effective WHS management and leadership:

○     ensure managers implement WHS policy and WHSMS.

4.       Build a culture of safety in the workplace:

○     ensure employee buy-in across the organisation.

The CEO has asked you to prepare a 3–4 page report for directors on the performance of the WHS management system. The CEO has explained what the directors will require in your report:

  • In your executive summary, you should summarise the main points of your report.
  • In your analysis, you should relate the information about the WHSMS to targets and performance indicators. You should explore possible causes for poor performance and explore potential solutions.
  • In your conclusions, you should summarise areas of poor performance and determine root causes.
  • In your recommendations, you should provide solutions to poor performance and explain how your recommendations will work to improve the system.

The directors look forward to your report.

Strategic implementation plan

A strategic implementation plan for the organisation has been developed from the WHS management system objectives and appears below:
Key
IR Incidence Rate
LTIFR Lost Time Injury Frequency Rate
Objective Target Implementation Indicator/ monitoring Person
To minimise injuries IR=<4 Skills assessment of workers.

Specific training on equipment and job roles.

Number of reported injuries and near misses in 6 month period.

Data from incident reports.

Store Managers
To reduce number of days of lost work LTIFR=<6 Skills assessment of workers.

Specific training on equipment and job roles.

Number of lost days in 6 month period.

Data from incident reports.

Store Managers
To establish risk management process All employees aware of procedure.

All managers have initiated one safety audit and implemented process.

Documents developed and distributed in policies and procedures manual to all staff. Percentage of managers who have completed process over 6 month period.

Safety audits.

Project management report.

Store Managers
To ensure managers implement WHS policy and WHSMS All managers have performed a skills audit and conducted or initiated appropriate training for employees. Training for managers on process. Percentage of managers who have performed a skills audit.

Manager’s report.

Percentage of employees who have completed training.

Management reports/training records.

WHS Manager
To ensure employee buy-in across the organisation All employees have attended an WHS information session run by managers in 6 months. Managers to conduct monthly sessions on with employees to explain WHS issues, consultative process, etc. Percentage of employees who have attended sessions.

Management reports.

Employee feedback survey on sessions.

WHS Manager and Store Managers

Data collected

Using the approved data collection plan, the following data and information was collected for use in the six month evaluation of the WHS management system:

Incident report

Incident type Number Description Work days lost
Fuel spills 38 Some customers and employees with spilled fuel on clothes. 0
Fires 3 3 small fires due to employee and customer cigarette butts, quickly extinguished by customers or staff; one day lost due to smoke inhalation by employee with asthma. 1
Slipping on floors 2 Employees slipping on wet floors while mopping. 1
Falling stock 10 Employees hit on head. 10
Lifting injuries 12 Employees injured while receiving and storing stock. 5
Tripping 8 Employees tripping on exposed pipes and wires. 8
Burns 60 Pie oven burns. 15
Fatigue from standing 10 Employees complaining of back and foot aches from standing and serving customers all shift. 4
Breathing difficulties 40 1 employee cleaning pumps with strong solvent. 20
Eye irritation 2 1 employee splashed fuel in eyes. 1

Overall IR=6

Overall LTIFR =12

Additional information

Using the approved data collection plan, the following information was collected from various sources for use in the evaluation:

Source Information and data
Employee data report from General Manager – Finance and Operations 160 employees

20 stores

20 Store Managers

Safety audits 10 audits completed

Wide variance in approach to risk taken by various managers. For example, some managers have initiated the use of nozzle guards and automatic pump shut off systems to reduce small and large spills. Other managers have chosen to post rules for customers in more visible locations.

Project management reports 13 managers have completed a skills audit in 6month period.
Incident reports Incident reports are not always completed by managers. Risk of serious incidents not being considered in review; risk of serious incidents not being reported to relevant WorkCover authority.
Managers reports Managers report 250 weekly safety audits of premises Nearly 500 expected.

Ability for designated staff to understand and follow written risk assessment process impeding progress.

Training records 80 employees trained in job role.
Employee feedback survey Employees generally like the idea of training sessions but feel sessions are often disorganised and incompetently run by inexperienced managers.

Some stores have highly popular and informative sessions. Managers run regular sessions based on employee WHS concerns and WHS issues showing in management reports. These same stores have very few incidents.

Feedback through HSRs and informal consultation Employees feel that there was a lot of initial managerial enthusiasm for the new WHSMS; however recently not much attention has been paid to maintaining the system.

Employees at some stores complaining about recent introduction of strong solvents; managers at those stores dismiss concerns.

Also, at some stores, job roles and performance indicators set by managers don’t mention WHS. Employees feel that this send the message: WHS is not genuinely important to role at store.

Industry reports and independent scientific studies; advice from WHS experts Barriers and engineering controls 50% more effective in reducing incidents than signage.

Stable causal link between increased frequency and repetition of safety messages and reduced injury rates.

Strong correlation shown between smoking rates at stores and fire incidence.

Strong correlation shown between smoking rates at stores and willingness to promote a safe working environment.

Policy and procedures documents (retained from ISS buyout stores)

ISS work/life balance policy

ISS aims to provide a flexible and family-friendly workplace that reasonably accommodates external commitments and carer responsibilities.

As a flexible and family-friendly business, ISS recognises that its staff members have responsibilities and commitments extending beyond the working environment. ISS is aware that these responsibilities and commitments can have a significant impact on employment opportunities and is committed to providing an accessible, supportive and flexible environment for all staff.

In responding to requests for arrangements relating to work/life balance, management will need to consider work requirements and the current and potential needs of others in responding, keeping in mind that the ISS seeks:

●      minimisation of disadvantage(s) that may result from competing commitments

●      an environment that is supportive and accepting of the responsibilities of caregivers and staff with cultural obligations.

Promotion and support of the balance of work and personal needs for staff will position ISS as an employer of choice, initiate a high level of commitment from staff to the work and ideals of ISS, and provide high levels of job satisfaction and a strong collaborative and collegiate culture while at the same time reducing stress and turnover.

Staff will be provided with a positive work climate where supervisors strive to meet expectations in accommodating life and personal responsibilities.

ISS smoking policy

As an employer, ISS has a duty under WHS legislation, to provide a safe working environment and to protect the health of all employees from any illness and injury arising from the workplace. Areas other than those designated will be smoke-free to eliminate the hazards of environmental tobacco smoke.

A designated area will be available where smokers will be able to smoke during scheduled work breaks, as long as this does not cause harm or discomfort to other employees in the workplace. Employees may not, at any time, smoke inside buildings or premises or any enclosed workplaces. The designated areas will be away from flammable or other dangerous activities.

A breach of this policy will be dealt with in the same manner as a breach of any WHS Policy and standard disciplinary procedures will apply.

ISS sexual harassment policy

ISS recognises that sexual harassment is a serious issue and is committed to providing a workplace free from sexual harassment.

What is sexual harassment?

Sexual harassment is any deliberate verbal or physical conduct that is unwelcome and uninvited, embarrassing, demeaning, offensive or compromising. It can be experienced anywhere in the workforce and by both men and women.

It has nothing to do with mutual attraction or genuine affection between people. Such friendships, whether sexual or not, are a private concern. It should not be confused with genuine compliments or behaving with common courtesy.

Sexual harassment may include such actions as:

●      dirty jokes, derogatory comments, offensive written messages (email/text message), or offensive telephone calls

●      leering, patting pinching, touching or unnecessary familiarity

●      persistent demands for sexual favours or social outings

●      displays of offensive posters, pictures or graffiti.

Behaviour is against the law if it makes you feel:

●      offended and humiliated

●      intimidated and frightened

●      uncomfortable at work.

ISS considers sexual harassment an unacceptable form of behaviour which will not be tolerated under any circumstances.

ISS, undertakes to educate all employees on the issue of sexual harassment to avoid its incidence and to inform employees of procedures to deal with the problem should it occur.

ISS alcohol and drugs policy

ISS recognises the value of its employees and is committed to promoting and maintaining the health and wellbeing of every member of its work force. Alcohol and other drugs can influence an employee’s ability to maintain safe work practices and can endanger themselves and others. All employees, contractors and sub-contractors have a responsibility to present for work and remain not influenced by alcohol and other drugs.

ISS bullying and harassment policy

ISS is committed to providing a working environment that is free from bullying. Working relationships and standards of behaviour between employees are important workplace issues. The ISS code of conduct sets out principles for behaviour required in the workplace, namely that:

●      all people should be treated with respect

●      all employees should develop an awareness about the impact of their behaviour on others

●      there is agreement about what is appropriate behaviour at work.

ISS considers that bullying in the workplace is inappropriate and unacceptable behaviour and those employees found to have either committed or condoned such behaviour in the workplace may be subject to disciplinary action.

A bully is a person who uses strength or power to coerce others by fear. To bully is to oppress or persecute, physically or morally by (threat of) superior force. Bullying is physical or psychological behaviour or conduct where strength (including strength in personality) and/or a position of power is misused by a person in a position of authority or by a person who perceives that they are in a position of power or authority. While bullying is normally associated with unequal power relationships, peer-to-peer bullying is not uncommon and is an equally unacceptable behaviour at ISS.

A variety of behaviours and acts may constitute bullying which, over time, create a negative workplace environment. These may include:

●      threats

●      verbal abuse

●      shouting

●      constant unconstructive criticism

●      blaming

●      sarcasm and other forms of demeaning language

●      coercion

●      punitive behaviour

●      isolation

●      deliberately withholding information that a person needs to exercise her or his role or entitlements within the organisation

●      repeated refusal of requests for leave or training without adequate explanation and suggestion of alternatives.

Bullying may be perpetrated by an individual who may be a work colleague, a supervisor or any person who is part of the work environment.

ISS performance management policy

Purpose

To support ISS’s commitment to providing a high-performance and satisfying work environment. To describe ISS’s Performance Review and Development Program (PRDP).

Scope

This policy applies to all employees of ISS.

Policy

Each Store Manager at ISS should provide support and guidance to their employees. To this end, Store Managers should discuss performance and development. The PRDP has the following aims:

●      encouraging and facilitating high performance among ISS employees

●      recognition of achievement and training

●      facilitating feedback and consultation between management and staff

●      identifying employee development and training needs.

To facilitate the PRDP, all Store Managers will be trained in the principles and practice of PRDP to ensure effective implementation of the PRDP process.

Together, each employee and their supervisor will develop a performance plan and a professional development plan. Both will then negotiate how these plans will be implemented. PRDP should be repeated over a twelve month cycle.

PRDP will be implemented in accordance with the principles of fairness, equity and in accordance with relevant legislation and various ISS policies.

Responsibility

Managers are responsible for ensuring that PRDP is implemented for all employees for whom they are designated supervisors.

ISS induction policy

Purpose

To support ISS’s commitment to induction of all new employees. To describe ISS’s induction process.

Scope

This policy applies to all employees of ISS.

Policy

Each employee should be systematically introduced to their job roles and should be provided with the information they require to succeed and develop. Inductions should:

●      encourage commitment to the mission and strategic goals of ISS

●      welcome and introduce staff members to the workplace

●      provide any information necessary to enable new employees to perform their duties.

The induction process has two components

●      ISS corporate induction

●      local induction, for example, store induction.

Responsibility

Managers are responsible for ensuring that the induction process is implemented for all employees for whom they are designated supervisors.

ISS emergency procedures

Fire emergency

All fire exits should be kept clear of obstacles.

Keep access corridors to emergency exits clear.

In the case of a fire:

1.       Assess the danger.

2.       Assist anyone in the vicinity of the fire away from danger.

3.       Close door to the fire area if possible.

4.       Call for assistance and call out “FIRE, FIRE, FIRE” in a loud and clear voice.

5.       Attack the fire with the correct extinguisher or fire hose.

First aid

1.       Supervisors and managers should endeavour to have a current first aid certificate.

2.       Follow CPR procedure where appropriate:

○     Check for DANGER; to you, to others, to the casualty.

○     Check for a RESPONSE

○     Check the AIRWAY

○     Check for BREATHING

○     Check for CIRCULATION

3.       Call for assistance as soon as it is appropriate to do so.

Fuel spill

Fuel spills can happen when filling tanks.

When notified of a fuel spill:

1.       Stop pump.

2.       Wheel prepared fuel spill kit bin to the affected area.

3.       Clear persons from area.

4.       Place absorbent mats on the spill.

5.       Clear soaked mats and place them in the discard bin.

Armed holdup

1.       Stay calm.

2.       Talk in a calm voice.

3.       Don’t argue.

4.       Press hidden alarm.

5.       Always give them what they want.

6.       Note as many details as possible about the person.

7.       Report details to police.

ISS hazard control procedures

All staff should be made aware of this policy and procedure within several months of commencing work at ISS.

New staff should be made aware of any hazards that exist within the workplace and the way ISS manages the potential risk from that hazard.

It is expected that each staff member will report and act upon potential workplace hazards.

Process for identification of new hazard:

1.       Identify hazard.

2.       Clear area.

3.       Partition the hazard.

4.       Clear hazard if safe to do so.

5.       Report hazard to owner or manager.

6.       Complete all documentation.

ISS safe fuel handling – Instructions for customers

Carengines – By law you must switch off your engine before and during refuelling.

Refuelling petrol vehicles – Take care, static discharge from clothing may ignite vapours.

Mobilephones – Dropping a mobile phone can cause sparks, which may ignite vapours. Using a mobile phone while refuelling can cause a lapse in concentration.

Smoking – By law, you and your passengers are required to extinguish your cigarettes.

Children – ONLY adults (15 years or older) are permitted to fill fuel tanks.

Motorcycles – Always dismount your motorcycle prior to and during refuelling.

Autogas (LPG) – If you detect an LPG leak press the emergency stop button and advise staff immediately.

Caravans and food vans – By law you are required to extinguish all pilot lights.

Filling containers – Fill only properly labelled containers which have been stamped to say they are approved to carry flammable liquids.

Safe fuel handling – Please be careful when handling or storing fuel for any purpose:

●      Contact with fuel can burn or irritate skin and eyes.

●      If your clothing is splashed with fuel, saturate the area with water.

●      If fuel splashes on your skin, wash immediately with soap and water.

●      Prolonged exposure to vapours can adversely affect health.

●      Always label and store fuel in a cool, well ventilated location out of children’s reach.

●      It is illegal to pour fuel into drains or sumps.

Prevention of static electricity

●      Discharge static electricity (e.g. by touching metal parts of your vehicle) before refuelling.

●      Do not re-enter your vehicle during refuelling – stay outside.

Driveway safety

●      Start your engine and move your vehicle only AFTER refuelling is completed and the nozzle has been returned to the pump.

●      Pull-away of hose and nozzle may hurt people around you, damage your car, lead to fuel leakage and possibly cause a fire.

●      Service station driveways are busy places. Reduce speed and be aware of moving vehicles and pedestrians.

Assessment Outcome Guidelines

In order to make a learner competent, assessor needs to consider a variety of evidences and outcomes from the assessment tasks. Competency is given to a learner based on assessor’s judgement of work submitted by learner to meet assessment specification as well as the assessor’s judgement/observation of learners’ class participation & underpinning knowledge demonstrated.  Assessor may wish to keep following criteria in mind while assessing a student.

Did the Student:
Participate in two consultation role-plays?

●      Lead meeting with the store managers on monitoring and reporting.

●      Lead meeting with the board of directors and senior management to review performance of WHSMS.

Submit amended targets and KPIs and procedures for performance management, audit and reporting (based on information gathered through consultation)?
Submit a written 3–4 page report containing recommendations for improvement of system?

Report should contain:

●      executive summary

●      body (analyse data from scenario)

●      conclusion (make conclusions about analysis)

●      recommendations (at least four recommendations based on analysis).

Submit all materials within the required timeframe?

Performance indicators

Is candidate been able to demonstrate following (Full or partial) criteria?

Communicate to individuals and parties the measurement and evaluation requirements of the WHS plan as appropriate to the organisation?

In the meeting with managers 1 and 2:

●      Describe the measurement and evaluation requirements of the WHS plan.

●      Discuss and consult on reporting and audit, targets and KPIs, performance management process.

●      Discuss outcome as well as management KPIs and targets.

●      Negotiate the content of performance measures and procedures to reflect needs of organisation and personnel.

Facilitate and support the participation of, and consultation with, individuals and parties in measuring and evaluating WHS performance?

In the meeting with managers 1 and 2:

●      In meeting with managers explain reporting and audit, targets and KPIs, performance management process?

●      In meeting, seek input and explain the most practical ways possible for managers to implement the procedures developed?

Assess policies, procedures, systems and processes in relation to their ability to support implementation of the WHS plan, as appropriate to own job role?

●      In report, address requirements to update, add to or rewrite procedures to support WHS plan.

●      In report, refer to inadequate safety procedures, performance management procedures, lack of emergency procedures, etc?

Communicate the review and improvement requirements of the WHSMS as appropriate to the organisation to individuals and parties?

●      Discuss review and improvement process with CEO and board of directors.

●      Explain the review process.

●      Stress the importance of the process for continuous improvement of health and safety outcomes.

Facilitate and support the participation of, and consultation with, individuals and parties in reviewing and improving the WHSMS?

●      Consult with the CEO and board of directors to seek input on recommendations.

●      Include results of consultation in report, for example:

○     Ensuring options available to employees who have poor written or verbal communication skills. More emphasis of oral WHS sessions, live demonstrations of skills and procedures; simplification of language; support for education. Recognising legal obligation to cater for literacy needs.

○     Consistent effort from senior management to communicate support and commitment to policy and WHSMS. Could involve face-to-face meetings and hands-on involvement with stores. Senior management commitment is not a legal requirement but is required by Australian Standard.

○     Recommendations with regard to computerised WHSMS system.

Document review outcomes and suggested WHSMS improvements, as appropriate to own job role, and submit to management for consideration?

●      Produce report as per job role and scenario requirements.

●      Analyse and evaluate information and data. (See below for detail on analysis).

●      Make recommendations for improvement in the systematic management of WHS. (See below for detail on recommendations).

●      Ensure report reflects consultation and requirements of the board of directors and senior management.

Analyse and evaluate information and data?

Analysis and evaluation should:

●      Refer to targets and performance indicators.

●      Recognise specific performance issues, for example:

○     incidents and lost days slightly higher than targets, but certain types of (potentially catastrophic) incidents still occurring at high frequency, such as fires

○     training numbers poor – 50% off target

○     uneven quality of implementation across stores – risk process and quality of WHS sessions.

●      Explore possible causes, for example:

○     managers working independently of others in interpreting procedures

○     lack of managerial training: enforcing and supporting policy, training others, setting WHSMS-reinforcing performance indicators for employees

○     lack of continual reinforcement of policy

○     poor communication or consultation processes

○     lack of store employee training

○     poor written and verbal communication skills

○     lack of connection between personal performance indicators and organisational WHS goals

○     smoking.

●      Explore causal relationships and supporting data.
For example, smoking (poor personal health and poor personal risk management) has an impact on professional attitudes and behaviour.

●      Result in determination of poor performance areas and likely root causes.
For example, rapid expansion without adequate and constant direction/support from senior management to ensure consistent quality across stores has hindered the adequate skilling of employees and managers. Consequently, there has not been a proper implementation of risk control procedures. Low literacy has exacerbated the problem. Poor personal health (smoking) may have a general negative effect as well as increasing fire risk.

Make recommendations for improvement in the systematic management of WHS?

●      At least four recommendations. For example:

○     Increased focus on consistent training for new managers to implement policies and procedures and build culture of safety among those employees under them. General duty of care obligation to take responsible action to reduce foreseeable risk and legal obligation to provide adequate training.

○     Ensuring options available to employees with poor written or verbal communication skills. More emphasis on oral WHS sessions, live demonstrations of skills and procedures; simplification of language; support for education. Recognise legal obligation to cater for literacy needs.

○     Consistent effort from senior management to communicate support and commitment to policy and WHSMS. Could involve face-to-face meetings and hands on involvement with stores. Senior management commitment is not a legal requirement but is required by the Australian Standard.

○     Forming networks of managers to learn from each other’s training and management techniques.

○     Introducing a health and wellbeing program to communicate smoking risks, provide healthy lifestyle alternatives and reduce smoking.

Leave a Reply

Your email address will not be published.

18 + eight =