Big Workplace Discussion
Next big policy issue
Following on from the key themes of director leadership and workforce involvement, our next big policy issue in OS&H is the key role of team leaders and supervisors in delivering corporate OH&S expectations.
We believe that this needs to be the next big area of focus in developing the UK's occupational safety and health strategy. There is now greater recognition than hitherto of the responsibility of those at the top of organisations to lead the management of OH&S as a strategic business objective and to involve the workforce through consultation. But there is still insufficient understanding arguably of the critical role that needs to be played by line managers (including team leaders and supervisors) in the delivery of safe and healthy working in day-to-day operations.
LEAP - 'OS&H Leadership and Engagement Academy Programme'
It has become clear that, in addition to traditional health and safety training, both team leaders and safety representatives need other kinds of learning and development experiences, particularly to help them acquire appropriate 'soft skills'.
New Academy Model
This has led us to consider a new kind of experience based, business-to-business learning model for people in these roles which initially we are calling an 'OS&H Leadership and Engagement Academy Programme'.
Essentially this would be a 'job and finish' learning set composed of about 20 team leaders and safety reps, in say, ten or so organisations, working together with a professional RoSPA mentor over a period of ten weeks. Following a 1-2-1 'where-are-you-now?' initial assessment, over the course of the programme the mentor would guide each participant through a series of linked learning activities.
The emphasis throughout would be on 'learning by doing, watching and sharing', giving participants a series of challenging 'stretch tasks' in their existing roles but with support and feedback and maximising business-to-business learning, interactivity and benchmarking. While there might possibly be some events and meetings at each others' sites, the programme would be organised via the web to: facilitate mentoring; enable 'buddying' between pairs of participants; allow access to relevant study material, case studies and links; and to enable participants could keep and share records of their work in electronic workbooks.
Stretch tasks
Stretch tasks might involve, for example: reviewing risk assessments; developing and delivering toolbox talks; setting up new 'near-miss' reporting arrangements; leading an investigation; planning and undertaking an inspection; doing a 'body mapping' exercise; consulting over PPE procurement; rejuvenating an H&S committee; delivering behavioural safety programmes; and so on.
The vision is of a novel, experience based learning process, delivered mainly within working time - with less time away from work than would be needed for traditional training sessions. Each candidate would be guided in undertaking essential background reading.
Each stretch task exercise would be coached and moderated remotely through pre-booked weekly sessions. There would be maximum use of social media to facilitate learning within each Academy set. Those who had successfully completed the 'academy' would each receive a RoSPA certificate and would be helped to identify future OS&H CPD options. H&S advisers in participating organisations might be able to participate and assist where appropriate.
When finally launched fees for participation in the Academy are expected to be significantly lower than for traditional classroom training.
Volunteers for a pilot?
RoSPA is currently recruiting volunteers and our objective is to finalise the structure plan by Christmas and run our first trial Academy early in 2012.
Background of the Big Workplace Discussion
We kicked off the debate on this issue at the NEC in May 2010 with our 'Big Workplace Discussion' initiative.
We also circulated a Parting Shot - Team Leading (PDF1.8mb) published in our monthly magazine, 'OS&H'
Our challenge was for RoSPA award winning organisations to take time out in their one of their regular safety committee meetings to consider what makes for good team leadership of OH&S and send us five or six key points. We asked them to focus down on to what team leaders need to feel, think, understand, know, say and do to ensure that board level health and safety objectives are met at workplace level. We received a substantial post bag with comments and contributions from many organisations and individuals.
We then organised an informal workshop at RoSPA House, Edgbaston Park on Thursday 28th October 2010 to consider the analysis we had made of this input and to examine options for taking this agenda forward. Several presentations were made by colleagues from companies that were taking action to enhance team leader effectiveness. Ideas considered included: new consensus guidance for line managers on core actions and supporting good practices (that might sit alongside the HSE/IoD guidance 'Leading Health and Safety at Work' (PDF 1.08mb) , INDG 417, for directors), new web based tools and case studies, master classes or webinars or amendments to existing training programmes and vocational qualifications.
Main themes to emerge from the 'Big Workplace Discussion'
- Motivate
- Train and Motivate
- Raise Awareness
- Provide solutions and resources
- Continually improve
- Lead
- Lead by example
- DO safety (support safe working)
- Praise positive behaviours
- Communicate
- Communicate
- Two way communication
- Workforce involvement
- Listen to Workers
- Understand needs and problems
- Knowledge
- Knowledge of H&S (respect)
- Competent, know what good looks like
- Reasonable H&S
- Prioritise
- Prioritise H&S – integral part of job.
- Continual commitment
- H&S as normal part of business
- Accountability
- Accountability – you contribute/are responsible to your own and colleagues safety
- Challenge unsafe behaviours
Leading health and safety at work: Essentials for team leaders and supervisors
Team leaders and supervisors play a critical role in the delivery of safe and healthy working and in meeting corporate OH&S performance targets.
They need to be:
- Encouraged to understand the ethical, legal and business case for OH&S and to see this aspect of risk management as an integral part of their operational role and not a bolt on extra
- Emotionally intelligent and have positive attitudes to safety, including in their life outside work
- Held accountable for leading their teams safely and be subject to regular OH&S performance review as part of periodic appraisal
- Technically competent in relation to H&S and be provided with regular training, information, advice and opportunities for continuing professional development
- Seen to provide visible, felt leadership, particularly through personal example and practising safe behaviours
- Fully involved in processes such as risk assessment, development of safe systems of work, learning from accidents and incidents and in the delivery of training and briefings
- Helped to develop necessary soft skills, including listening, coaching and advocacy in relation to OH&S matters
- Alert to team members' views and receptive to suggestions on how to improve OH&S risk management
- Intolerant of poor practice, never walking by or turning a blind eye to unsafe acts or conditions
- Fully supportive of those who need help or advice on OH&S matters
- Resistant to pressure, whether from management colleagues or team members or others, to cut corners on OH&S
- Supported at all times by senior management colleagues, safety representatives and professionals and all members of their team in relation to meeting OH&S challenges.
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