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BSB51107 Diploma of Management: Learning Guide

© Sandy Welton BSB51107_Learning Guide_SAMPLE January 2012

TTaabbllee ooff CCoonntteennttss Section 1: BSB51107 Diploma of Management 1

The qualification 1 Units of Competency 1 The learning and assessment process 2 Workshop structure 3 Workshop No 1: The Balanced Scorecard 3 Workshop No 2: Legislation 3 Workshop No 3: Customer service 3 Workshop 4: Team and performance management 3 Workshop No 5: Occupational health and safety 4 Workshop No 6: Project management 4 Workshop No 7: Operational planning and risk management 4 Workshop 8: Personal performance 4

Section 2: The Balanced Scorecard 6 First Generation Balanced Scorecard 7 Vision versus Mission 8 ―Le Style‖ French Restaurant 9 Second Generation Balanced Scorecard - Strategic Linkage 11 Third Generation Balanced Scorecard - Destination Statement 13

Section 3: Legislation 15 Overview of Australia‘s legal system 15 Statute law 15 Common law 16 Breaches of the law 16 State Courts 17 Federal Courts 18 Occupational Health and Safety legislation 18 Workplace Health and Safety Queensland 18 Safe Work Australia 19 Safe work model legislation 19 Work Health and Safety Act 2011 20 Workers‘ Compensation and Rehabilitation Act 2003 (Qld) 21 Codes of practice 22 State and Territory Authorities 26 Environmental legislation 27 Environment Protection and Biodiversity Conservation Act 1999 (Cwth) 27 Queensland environmental legislation 28 Anti-discrimination legislation 30 Age Discrimination Act 2004 30 Disability Discrimination Act 1992 30 Reasonable adjustment for people with a disability 31 Racial Discrimination Act 1975 32 Sex Discrimination Act 1984 32 Queensland anti-discrimination legislation 32 Industrial relations legislation 34 Fair Work Australia 34 National workplace relations system 35 Queensland has transitioned to the national system 35 Fair Work Act 2009 35 Fair Work Regulations 2009 36 Fair Work (Registered Organisations) Regulations 2009 37 Fair Work (Registered Organisations) Act 2009 37



Fair Work Australia Rules 2010 37 Small Business Fair Dismissal Code 37 Fair Work (State Declarations—employers not to be national system employers) Endorsements 38 Transitional and amending legislation 38 National Employment Standards (NES) 38 Fair Work Information Statement 39 Modern awards 39 Enterprise awards 40 Enterprise agreements 40 Individual agreements 40 Company, business and contract law 41 Company law 41 Legislation relevant to operation as a business entity 43 Contract law 45 Offer and acceptance 45 Consideration 46 Intention to create legal relations 46 Breach of contract 46 Privacy laws 47 Privacy Act 1988 (Cwth) 47 Privacy principles 48 Spam Act 2003 (Cth) 49 Queensland: Invasion of Privacy Act 1971 49 Confidentiality 50 Freedom of information legislation 51 Freedom of Information Act 1982 (Cwth) 51 Queensland 51 Copyright law 51 Ethical principles and duty of care 53 Business ethics 53 Duty of care 55 Summary - Legislation 56

Section 4: Managing Quality Customer Service 57 Customer service roles 57 Monitoring and measuring customer service 60 Example: ―Le Style‖ Restaurant 60 Identifying customer needs 62 Internal customers 62 External customers 63 Researching and identifying customer needs 64 Quality customer service delivery 64 Features and benefits of products / services 64 Product quality 64 Service quality 65 Time frame needs - products 68 Time frame needs - service 68 Customer feedback 69 SWOT Analysis 71 Customer behaviour 73 Record keeping and management methods 74 Customer relationship management 74 Managing Customer Service Performance 77 Performance standards 77 Key Performance Indicators 77



SMART Performance Standards 77 Customer complaints 80 Complaints resolution policy 80 Complaints resolution procedure 81 Opportunities for improvement 81 Feedback loop 82

Section 5: Managing people and teams 84 BSBMGT502B Manage people performance 84 BSBWOR502B Ensure team effectiveness 84 A manager‘s role 84 Develop work plans and allocate tasks 85 Business and operational plans 85 Work plan for a team 85 Duty Statement 87 Allocating tasks 88 Consultation 88 Develop performance plans and KPIs 89 Performance standards 89 Code of conduct 90 Key result areas 91 Training in the performance management system 93 Monitor and measure performance 95 Formal performance appraisals 95 Informal performance appraisals 95 Monitoring on a continuous basis 95 Objectivity in the appraisal process 96 Standards of appraisal 97 Comparative standards 97 Absolute standards 97 Goal related standards 97 Resolve issues which prevent performance targets being achieved 98 Poor performance 98 Behavioural issues 98 Misconduct 99 Counselling meeting 99 Promote harmony and co-operation within the team 100 Active listening 101 Giving feedback 101 Receiving feedback 102 Delegation 102 Team meetings 102 Motivate and support the team 104 Coaching and mentoring 104 Training 104 Act as a role model for the team 105 Group behaviour 105 Group Identity 106 Leadership styles 106 Modelling behaviour 108 Team morale 108 ―Self-managing‖ teams 111 Liaising with management 112 Communicating information to management 112 Committees 113 Communicating management decisions to the team 113



Representing the team 114 Recommending improvements 114

Section 6: Occupational Health and Safety 116 Legislative requirements 116 OHS Policies 116 Typical OHS policy statements 116 Principles and practice of OHS management 119 Size of the organisation 119 Defining responsibilities for OHS 122 Legislative responsibilities 122 Right to make a complaint 122 WHS Representatives 122 WHS Committees 123 WHS Officers 123 Resource allocation 124 Participative arrangements for OHS 126 Legislation requires consultation 127 When to consult 127 Benefits of consultation 128 Resolving issues raised 128 Provisional improvement notices (PIN) 128 Issues raised by the team 130 Communicating OHS decisions 130 The OHS Risk Management Process 131 Risk management - steps 131 Step 1 - Identifying hazards 131 Reporting hazards 132 Safe Work Method Statement 134 Job Safety Analysis 135 Hazardous substances 135 Step 2 - Assessing risks associated with the hazards 137 Likelihood and consequences 137 Scoring the risk rating 138 Step 3 - Control measures - hierarchy of controls 139 Step 4 - Monitor and review 140 OHS Induction 142 Analysing OHS information 144 Workers compensation 144 First aid 144 Methods of analysis 144

Section 7: Project Management 145 Defining (scoping) a project 145 The project scope 146 Project stakeholders 147 Project parameters 150 Project performance standards 151 Project timeframes 152 Project resources 153 Preliminary risk assessment 154 Consultation 155 Tools for scoping the project 155 Brainstorming 155 Cause and Effect - Ishikawa diagrams 156 Pareto analysis 158 SWOT analysis 159



Designing the project plan 161 Key Performance Indicators 161 Project management tools 162 Project Evaluation Review Technique (PERT) chart 164 Planning the tasks 167 Allocating Resources to the Tasks 170 Allocating the project team 170 Allocating the physical resources 170 Allocating Services 171 Financial plan 171 Risk Management Plan 172 Implementing the project (administration and monitoring) 180 Methods of monitoring 180 Recording and reporting on progress 181 Finalisation and review 182 Finalisation 182 Project Review 182 Final sign-off 184 Introduction - project scope 185 Implementation plan 185 Recording and reporting 185 Finalisation and review 185

Section 8: Operational planning and risk management 186 BSBMGT515A Manage operational plan 186 BSBRSK501B Manage risk 186 Defining operational planning 187 Business plan 188 Strategic plan 189 Organisational policies 190 Operational planning at the team level 190 Models and methods 190 Operational planning at the organisational level 190 Operational plans and project plans 191 Hierarchy of organisational plans, policies and procedures 192 Resources 194 Budgeting 194 Gaining authorisation 194 Consultation 195 Key performance indicators 196 Contingency plans 199 Standard Operating Procedures Manual 200 Writing the procedure 200 Monitoring and reviewing operational performance 204 Training, mentoring and coaching 204 Monitoring operations 204 Modifying the operational plan 205 Managing Risk 206 AS/NZS ISO 31000:2009 Risk Management - Principles and Guidelines 206 Risk Context 208 Critical success factors 209 Consultation and communication 210 Identifying risks 210 Research 210 Tools and techniques 211 Analysing risks 212



Selecting and implementing risk treatments 212 Insurance 212 Action plan - implementation 213 Evaluation and review 213

Section 9: Personal performance 215 Employability skills 215 Establishing personal work goals 218 Personal performance plan 218 Statement of conduct 220 Personality traits 220 Self-awareness 222 Setting and meeting own work priorities 223 Measuring your own performance 223 Time management 224 Prioritising competing demands 224 Developing and maintaining professional competence 229 Networks 230 Formal training 231 Accredited competency standards 231 Non-accredited competency standards 232 Accredited training 232 Non-accredited training 232 Evaluating your training options 233 Personal learning style 233 VAK learning styles 233 Theoretical Learning Style 234 Humanist theory - Kolb‘s Experiential Learning Theory 234 Multiple Intelligences Theory - Howard Gardner 236 Seeking feedback 236 360 Degree Feedback 237


SSeeccttiioonn 11:: BBSSBB5511110077 DDiipplloommaa ooff MMaannaaggeemmeenntt

TThhee qquuaalliiffiiccaattiioonn

BSB51107 Diploma of Management is a nationally recognised qualification, which requires you to complete 8 units of competency.

All 8 units are ―electives‖. In this course, the electives have been selected for you, as the most relevant for a senior management role.

The units covered in this course are:

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1. BSBCUS501C Manage quality customer service

This unit describes the performance outcomes, skills and knowledge required to develop strategies to manage organisational systems that ensure products and services are delivered and maintained to standards agreed by the organisation.

Operators may have staff involved in delivering customer service and are responsible for the quality of their work. In many instances the work will occur within the organisation‘s policies and procedures framework. At this level, the exercise of considerable discretion and judgement, using a range of problem solving and decision making strategies, will be required.

2. BSBMGT502B Manage people performance

This unit describes the performance outcomes, skills and knowledge required to manage the performance of staff who report to them directly.

Development of key result areas and key performance indicators and standards, coupled with regular and timely coaching and feedback, provide the basis for performance management.

3. BSBMGT515A Manage operational plan

This unit describes the performance outcomes, skills and knowledge required to develop and monitor implementation of the operational plan to provide efficient and effective workplace practices within the organisation's productivity and profitability plans.

Management at a strategic level requires systems and procedures to be developed and implemented to facilitate the organisation's operational plan.

4. BSBOHS509A Ensure a safe workplace

This unit describes the performance outcomes, skills and knowledge required to establish, maintain and evaluate the organisation's occupational health and safety (OHS) policies, procedures and programs in the relevant work area in accordance with OHS legal requirements.

5. BSBPMG510A Manage projects

This unit describes the performance outcomes, skills and knowledge required to manage a straightforward project or a section of a larger project.


This unit addresses the management of projects including the development of a project plan, administering and monitoring the project, finalising the project and reviewing the project to identify lessons learnt for application to future projects.

6. BSBRSK501B Manage risk

This unit describes the performance outcomes, skills and knowledge required to manage risks in a range of contexts across the organisation or for a specific business unit or area.

7. BSBWOR501B Manage personal work priorities and professional development

This unit describes the performance outcomes, skills and knowledge required to manage own performance and professional development. Particular emphasis is on setting and meeting priorities, analysing information and using a range of strategies to develop further competence.

8. BSBWOR502B Ensure team effectiveness

This unit describes the performance outcomes, skills and knowledge required to facilitate all aspects of teamwork within the organisation.

It involves taking a leadership role in the development of team plans, leading and facilitating teamwork and actively engaging with the management of the organisation.

TThhee lleeaarrnniinngg aanndd aasssseessssmmeenntt pprroocceessss

This course comprises 8 workshop sessions, where you will complete trainer-led activities and discussion designed to achieve the necessary knowledge and skills to complete your assessment projects.

Your assessment projects will fall into two main categories:

Short answer questions relating to the knowledge aspects of each workshop session.

Workplace projects. You will be given a project to complete at the end of each workshop session. The projects will require you to conduct research, gather information together, analyse information and present the information. Each workplace project must be completed ready for the following workshop session. You may be required to present your project in documented form, or you may be asked to give a presentation to the group.

You may also be able to provide workplace documents such as project plans, policies and procedures that you have developed. This is valuable supplementary evidence of your competency and you should gather as much workplace evidence as possible to submit with your evidence portfolio.

You will have been given:

This Learning Guide; and

An Assessment Task Workbook.


The Assessment Task Workbook contains all of the assessment activities that you will need to complete. It also contains forms for your trainer/assessor to complete, so as to confirm your progress.

The Assessment Task Workbook must be fully completed and signed, and submitted at the end of the course, together with all other documentary evidence that you have collected or created.

A word to the wise .... This course is designed for you to achieve results in the shortest possible time. However, YOU MUST allocate the necessary time for completing your workplace projects ready for the next workshop.

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The units have been analysed and ―clustered‖ so that your learning flows in a logical progression and there is no duplication.

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This workshop introduces the concept of Balanced Scorecard in strategic planning, and gives you a tool that you can use for many aspects of management including customer service, team and performance management, risk management and operational planning.

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As a senior manager, you are required to have detailed knowledge of legislative requirements that affect all aspects of business operation.

Each unit in your qualification requires certain legislative knowledge. Therefore, all of the legislative and other legal requirements have been clustered together, so that there is no duplication.

WWoorrkksshhoopp NNoo 33:: CCuussttoommeerr sseerrvviiccee

This workshop focuses on the skills and knowledge to develop strategies to manage organisational systems that ensure products and services are delivered and maintained to standards agreed by the organisation.

This workshop builds upon the skills and knowledge of Balanced Scorecard that you gained in Workshop No 1.

It relates to the unit:

BSBCUS501C Manage quality customer service

WWoorrkksshhoopp 44:: TTeeaamm aanndd ppeerrffoorrmmaannccee mmaannaaggeemmeenntt

This workshop focuses on the skills and knowledge required to effectively manage a team. This requires in-depth knowledge of performance management systems as well as the skills to manage and motivate teams and individuals.


Performance management involves the development of work plans for the team, which contribute to the overall operational plan. Teams always have a role in customer service - whether the customers are internal or external. Thus, this workshop will build upon knowledge gained in the previous workshops.

It relates to the units:

BSBMGT502B Manage people performance

BSBWOR502B Ensure team effectiveness

WWoorrkksshhoopp NNoo 55:: OOccccuuppaattiioonnaall hheeaalltthh aanndd ssaaffeettyy

This workshop focuses on the skills and knowledge required to establish, maintain and evaluate the organisation's occupational health and safety (OHS) policies, procedures and programs in the relevant work area in accordance with OHS legal requirements.

Knowledge of OHS legislation will be addressed in workshop 2. This workshop will concentrate on the application of knowledge to ensure OHS compliance in the workplace.

It relates to the unit:

BSBOHS509A Ensure a safe workplace

WWoorrkksshhoopp NNoo 66:: PPrroojjeecctt mmaannaaggeemmeenntt

This workshop focuses on the skills and knowledge required to manage a straightforward project or a section of a larger project.

This workshop will cover development of a project plan, administering and monitoring the project, finalising the project and reviewing the project to identify lessons learnt for application to future projects.

It relates primarily to the units:

BSBPMG510A Manage projects

BSBRSK501B Manage risk

WWoorrkksshhoopp NNoo 77:: OOppeerraattiioonnaall ppllaannnniinngg aanndd rriisskk mmaannaaggeemmeenntt

This workshop focuses on the skills and knowledge required to develop and monitor implementation of the operational plan to provide efficient and effective workplace practices within the organisation's productivity and profitability plans.

Risk management is an integral part of operational planning. Therefore this workshop will also address the skills and knowledge required to manage risks and compliance with AS/NZS ISO 31000:2009 Risk Management - Principles and Guidelines.

It relates primarily to the units:

BSBMGT515A Manage operational plan

BSBRSK501B Manage risk

WWoorrkksshhoopp 88:: PPeerrssoonnaall ppeerrffoorrmmaannccee

This workshop focuses on the skills and knowledge required to effectively manage your own performance. Strategies for setting and meeting priorities, analysing information and developing further competence will be addressed.


This is scheduled as the last workshop so that you can use the skills and knowledge gained during the course to evaluate, review and analyse your own performance both in the workplace and in your training.

Success in this course will depend upon your ability to plan, prioritise and achieve outcomes. Personal and professional development is an ongoing process. You will be encouraged to consider further options at this time.

It relates to the unit BSBWOR501B Manage personal work priorities and professional development.


SSeeccttiioonn 66:: OOccccuuppaattiioonnaall HHeeaalltthh aanndd SSaaffeettyy

This section addresses the requirements for BSBOHS509A Ensure a safe workplace.

This unit describes the performance outcomes, skills and knowledge required to establish, maintain and evaluate the organisation's occupational health and safety (OHS) policies, procedures and programs in the relevant work area in accordance with OHS legal requirements.

Managers play an important role in ensuring the safety of the workplace and the wellbeing of their staff. This unit applies to managers working in a range of contexts. It takes a systems approach and ensures compliance with relevant legislative requirements.

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Section 2 discussed legislative requirements that relate to business operations, including OHS legislation. You may wish to review the OHS legislative requirements before beginning this section.

OOHHSS PPoolliicciieess

Every organisation should have a documented OHS policy. It may not be part of the manager‘s role to design the policy but it is certainly the manager‘s role to ensure that the policy is communicated to their team, understood and complied with.

The OHS policy document is designed to express the organisation‘s commitment to protecting the health and safety of all workers and visitors. This is achieved in two main ways:

Providing a safe environment, including equipment etc

Providing training and procedures for safe work practices

A policy is not a procedure. A policy is a statement of intent. The procedures identify the ways that the policy will be implemented in practice.

TTyyppiiccaall OOHHSS ppoolliiccyy ssttaatteemmeennttss

The following statements are examples from various OHS policies available on the internet.

Monash University

Monash University is committed to providing staff, students, contractors and visitors with a healthy and safe environment.

The university strives to fully integrate health and safety into all aspects of its activities through a process of continuous improvement. This will be achieved by:

Implementing and maintaining a framework that ensures the systematic management of health and safety throughout all campuses, sites and centres and by Monash controlled entities and compliance with legal and other requirements;


Setting measurable objectives and targets aimed at controlling higher risk activities and increasing awareness of health & safety.

Our principal goal is to improve health and safety and to prevent workplace injuries and illnesses at the university.

The university promotes a proactive health and safety management philosophy based on effective communication and consultation, the systematic identification, assessment and control of hazards and the encouragement of innovation.

Multi-Span Design & Construction

Workplace Health and Safety is of critical importance in the planning, organisation and undertaking of Multi Span‘s operations. It is the policy of Multi Span as the Principal Contractor to conduct its activities in such a way that the health, safety and well being of employees and Sub Contractors and the public are not in any way impaired or prejudiced as a result of working within or for the organisation.

To aid in the implementation of this Policy, Multi Span shall:

Comply with all relevant statutory duties, regulations, advisory standards and industry codes and standards, making adequate provision of resources to meet these requirements;

Provide information, instruction and training for employees to increase personal understanding of workplace hazards and to ensure proper supervision;

Involve employees and sub-contractors on health and safety matters, and consult with them in ways to reduce workplace hazards and improve control systems;

Provide support, assistance and resources to ensure an integrated rehabilitation program is provided for all employees who sustain injury or illness;

Set short and long-term objectives in health and safety management as part of an ongoing action plan and regularly review its performance and that of its managers and general supervisors, against the objectives of this policy.

Regularly evaluate the effectiveness of the OH&S management system to ensure ongoing continuous improvement.

Multi Span recognise that Health and Safety is both an individual and shared responsibility of all employees, sub-contractors and other persons involved with the operation of the organisation. In this regard, we emphasise the need to follow and adhere to safe work practices at all times, to ensure that no person is exposed to a health and safety hazard for themselves or any other person, and to develop an ever improving safety culture within the company.

Multi Span recognises that there is no task that is so important or so urgent that it releases the company, its managers, employees or sub-contractors from the responsibility to ensure a healthy and saf work environment.


MLA Holdings Pty Ltd

MLA is committed to providing and maintaining safe and healthy work environments and work practices. The creation and maintenance of safe and healthy work environments and the promotion of safe work practices is the joint responsibility of MLA Holdings and all of its employees.

MLA aims to provide a safe work environment for all MLA employees, sub-contractors and visitors.

Direct efforts will be made to prevent accidents, injuries and disruptions to health. This will be achieved by decreasing, as far as is reasonably practicable, hazards in the workplace.

In every company activity, the safety and well-being of all persons involves in any MLA process is always paramount.

MLA accepts that consultation, communication and cooperation at all levels are essential to achieving and maintaining a safe and healthy work environment. Consultation and cooperation between management representatives and employees in the planning, implementation and revision of policies for health and safety will enable such programs to be carried out effectively, and will significantly contribute to reducing work related incidents and injuries.

MLA has established OHS Consultation Committees to plan, implement, revise and monitor policies for health and safety. The Consultation Committees will hear views and opinions expressed by employees who may be affected by management decisions regarding work safety. Management commitment and effective communication among all staff is essential in creating a safe workplace.

Our Occupational Health and Safety goals are:-

Maintain a Management System to the OHS standard AS/NZS 4801

Meet and whenever possible exceed all OHS legislative requirements and codes of practice.

Document and communicate areas of OHS accountability and responsibility for all managers, supervisors, employees, contractors and visitors

Eliminate work related injuries and illnesses through the company‘s hazard and risk assessment program

Ensure that all employees, subcontractors, visitors and suppliers are educated and aware of our safety processes and systems

Ensure that sufficient resources are provided to meet the objectives of this policy MLA Holdings Pty Ltd requires all employees, sub contractors, visitors and suppliers to understand and comply with this policy.

As you can see from the above, the policy statement is broad and needs to be supported by procedures.

A manager needs to establish procedures for OHS and ensure that every individual is aware of, and complies with their responsibilities.


PPrriinncciipplleess aanndd pprraaccttiiccee ooff OOHHSS mmaannaaggeemmeenntt

SSiizzee ooff tthhee oorrggaanniissaattiioonn

Large organisations are able to take advantage of economies of scale. In other words, it becomes economical for them to put in place resources dedicated to OHS. They are in a position to employ specialist OHS Officers, First Aid Officers, Fire and Emergency specialists etc.

The organisation will be divided into work groups and legislation requires them to organise for all work groups to be represented by a Workplace Health and Safety Representative. The WHSR will represent their work group at Workplace Health and Safety Committees and ensure that information in relation to OHS decisions is communicated to the members of the work group.

Small to medium sized businesses, on the other hand, are not usually in a position to employ specialist occupational health and safety personnel. A number of studies have found that small to medium sized businesses do not have a high level of awareness about their occupational health and safety and their legislative obligations.

There are studies to suggest that injury rates are higher than for larger companies and that legislative compliance is lower.

For a small to medium sized business to apply the principles and practice of effective OHS management, they need to be able to demonstrate that they:

Identify all hazards in the workplace.

Assess the risks arising from those hazards.

Implement measures to eliminate or control those risks.

Provide safe work information instruction and supervision for their workers.

Consult with their workers on matters which affect their health, safety and welfare.

The key elements of an effective OHS Management System are:

Management Commitment and Policy

Emergency Planning

Consultation

Hazard Management

Information, Instruction and Appropriate Supervision

Management Commitment and Policy

Goal: General duties and responsibilities, as set out in the OHS Act, are understood and resources, such as time and money, are provided for safety management.

Management must:

Lead by being personally involved in work safety and health activities;

Promote high standards of achievement;

Identify the organisation‘s safety and health objectives, and document them in a policy statement;

Involve relevant people in the organisation in the development and implementation of the activity plans.

Emergency planning

Goal: There is a planned approach to the management of emergencies.


One part of OHS planning includes what the business does in an emergency. An emergency is an unplanned disruptive event, eg.

fire

explosion

flood

major toxic chemical spill

bomb or armed threat to personnel

Emergency planning includes emergency evacuations, first aid support, instruction and drill for all personnel so they know exactly what to do and where to go.

Employers must keep and maintain emergency records including first aid treatments and register of hazardous substances available to fire and emergency services which attend.

The emergency plan must be discussed with and agreed by, all workplace personnel before it is put into effect as the business Emergency Plan.

Emergency contact phone numbers and an evacuation plan must be clearly displayed in each work area (if there is more than one area).

Consultation

Goal: A mechanism for consulting with employees has been developed and is working effectively.

Employees often have a good understanding of high risk activities in their work areas. By setting up a system for two-way communication, where management listens to and cooperates with employees, management can make sure safety management decisions are based on al the information available.

OHS legislation is based on consultation and co-operation between employees, their elected representatives and employers.

Hazard Management

Goal: There is an effective system to identify hazards and assess and control risks.

Identifying and managing the hazards associated with a workplace is the basis of the whole safety management system. Organisations must know and understand what their major safety and health problems are if they are going to prevent injuries and diseases. Once hazards are identified, it is easier to find out about relevant legal requirements and check the organization is complying with them.

The hazard management system, ie: identification, assessment and control, needs to be incorporated into all the operations of an organisation to make sure no hazard is overlooked and risks are properly assessed and adequately controlled.

Information, Instruction and Appropriate Supervision

Goal: Information, instruction and appropriate supervision satisfies the requirements of legislation and is evaluated to ensure its effectiveness.


Employers must provide all employees with OHS information and instruction to make sure everybody in the organisation understands what they need to do to meet the health and safety requirements under the legislation.

New employees need induction and training on the tasks and equipment they are expected to use.

Employees who have their work duties changed, or who have been away for an extended period of time are particularly vulnerable to injury and must be give appropriate information, training, and supervision.

Information, instruction and appropriate supervision should be designed to:

Ensure legislative requirements are met; and

Enable the organisation to achieve its OHS objectives eg injury elimination and reduction, carry out workplace inspections, ensure everyone uses safety equipment provided, follows Safe Operating Procedures established by the organisation, Reports hazards etc.

You might like to visit http://www.ohs.net.au This site is dedicated to Occupational Health and Safety in Australia.

http://www.ohs.net.au/


DDeeffiinniinngg rreessppoonnssiibbiilliittiieess ffoorr OOHHSS

A manager needs to ensure that all staff members are aware of their responsibilities under legislation and common law.

LLeeggiissllaattiivvee rreessppoonnssiibbiilliittiieess

All workers have a workplace health and safety obligation to:

Comply with instructions given for workplace health and safety

Use personal protective equipment if the employer provides it and if they are properly instructed in its use

Not wilfully or recklessly interfere with or misuse anything provided for workplace health and safety at the workplace

Not wilfully place self or others at risk

RRiigghhtt ttoo mmaakkee aa ccoommppllaaiinntt

Workers have the right to make a complaint to the State Government authority for the following:

A risk of injury or illness to persons at a workplace or a relevant workplace area, caused by a work activity, plant, substance or workplace harassment

An electrical risk to persons or property

A risk of harm to persons, property or the environment caused by storage or handling of hazardous materials, or

A suspected non-compliance with a workplace health and safety, electrical safety or dangerous goods regulatory requirement

WWHHSS RReepprreesseennttaattiivveess

Workers have the right to elect a workplace health and safety representative themselves, or at the employer‘s suggestion.

Elected workplace health and safety representatives (WHSR's) are entitled to:

Undertake workplace inspections

Report hazards

Review incidents

Issue provisional improvement notices (where the WHSR has completed the approved training)

After conducting an internal investigation a WHSR may:

Make recommendations in the hazard report form

Provide the form to the employer - WHSR must keep a copy

Issue a provisional improvement notice (PIN) depending on the circumstances surrounding the issue being investigated. If the issues are not satisfactorily resolved by the Workplace Health and Safety Officer, the employer or self-employed person, the WHSR may notify a Workplace Health and Safety Queensland inspector located in all regional offices.


WWHHSS CCoommmmiitttteeeess

A worker can ask for a health and safety committee. Once a worker has asked for a committee, the employer is required by law to appoint one. Employers can also establish a health and safety committee without a worker asking for one.

In some larger workplaces, there can be more than one health and safety representative. There may also be more than one committee. Major employers may have different health and safety representatives, and committees, at different offices.

Their role includes:

Encouraging and maintaining an active interest in workplace health and safety

Considering training and education needs to address workplace health and safety issues

Keeping workers up-to-date with new standards, rules and procedures

Reviewing the circumstances surrounding workplace incidents

Helping resolve issues about workplace health and safety

Providing the employer with advice on how to address workplace health and safety issues requirements in relation to workplace health and safety committees.

WWHHSS OOffffiicceerrss

Under the current Queensland legislation, an employer with more than 30 workers must appoint a qualified WHSO. This is not a legislative requirement in all States. Once the new legislation is in force in January 2012, this requirement will no longer apply.

Workplace health and safety officers are appointed by employers and principal contractors to:

Advise the employer on health and safety issues

Implement workplace health and safety related initiatives

Perform workplace inspections

Help with the functioning of the health and safety committee

Workplace health and safety officers appointed under the Workplace Health and Safety Act 1995 must conduct an assessment of the workplace at least once every twelve months to identify any unsafe work practices.

The WHSO must follow the assessment criteria set out by Workplace Health and Safety Queensland, or the one agreed to by the workplace health and safety committee at the workplace.

The WHSO must record and submit the results, and any recommendations to rectify unsafe work practices, to the employer or principal contractor and the Workplace Health and Safety Committee at the workplace, within 30 days of completing the assessment.


Employers and principal contractors must:

Provide resources to allow the WHSO to conduct the assessment during normal working hours

Take appropriate action to rectify any unsafe work practices identified in the assessment

Assessments and recommendations, and other matters recorded must be kept by the employer or principal contractor for five years.

ACTION: Research and identify the role of Workplace Health and Safety Inspectors. Find out when an employer is required by law to report on OHS issues to the State Authority. Make notes in the space below.

RReessoouurrccee aallllooccaattiioonn

Managers need to ensure that the OHS system operates effectively within their own area of responsibility. This entails the development of an OHS implementation plan. All planning requires identification of:

Tasks and timelines

Human resources

Physical resources

Finance / budget

Risks

An OHS implementation plan has many similarities with a project plan. Project planning will be discussed in detail in the next section.


Resource allocation always requires a budget, and the budget must be approved. A manager may have the authority to approve the budget or they may need to present a recommendation and request for approval to senior management.

OHS resources may include:

Personnel (internal or external) with expertise to advise or provide training

Induction for new workers

Ongoing training for existing workers

Training for WHS Representatives

Monitoring and OHS audits

Establishing OHS Committees

Safety equipment (such as machinery guards, PPE or ergonomic workstations)

Safe Work Method Statements - these need to be written and then implemented

Materials Safety Data Sheets (MSDS) - these must be available for all hazardous substances and a Hazardous Substances Register may need to be maintained in certain situations.

In some cases it may be necessary to re-design the work environment.

ACTION: Discuss the resources that you would need in your own team, so as to implement an OHS plan. Make notes in the space below.


PPaarrttiicciippaattiivvee aarrrraannggeemmeennttss ffoorr OOHHSS

The Risk Management Code of Practice 2007 (Qld) is an essential document for all managers to read and follow. It contains the following diagram, which emphasises the importance of consultation in every stage of the risk management process.

A significant portion of the information below has been copied from the Risk Management Code of Practice 2007 or its 3 supplements. You can download these documents from the Workplace Health and Safety Queensland web site.


The risk management process is the key to systematically managing safety in the workplace.

The person conducting the process should:

Consider what actually happens in the workplace

Review existing assessments and any previous incidents

Determine whether any existing control measures are adequate and make sure all relevant hazards are addressed

Consult with the workers who are involved, as the workers are the ones exposed to the risks and are in a better position to be able to identify all the hazards

Inform management (if the person is not management) who then decides on the control

Measures in consultation with the workers

Monitor and review the effectiveness of the implemented control measures and the entire risk management process

LLeeggiissllaattiioonn rreeqquuiirreess ccoonnssuullttaattiioonn

Both the current Queensland Act and the new Act set out requirements for consultation, which involves fostering cooperation and developing partnerships between government, employers, and workers to ensure workplace health and safety and electrical safety.

Consultation means to seek advice or information from the people involved with the workplace, work and industry.

The Act:

Provides for the election by workers of one WHSR, who must be a worker

Provides for the election by workers of more than one WHSR (who must be workers), with agreement between the employer and workers, where each WHSR then represents a particular part of the workplace

Covers the establishment, composition and proceedings of WHS committees.

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Consultation should take place at every stage of the risk management process including when:

New work processes, equipment or tools are being designed, purchased or modified (consult early to allow changes to be incorporated)

Identifying problem jobs which require assessment

Establishing priorities for the assessment of problem jobs and during the risk assessment process

Deciding on control measures to manage exposure to risk factors

Reviewing the effectiveness of implemented control measures and identifying whether further risks of injury have been created by the chosen controls


Deciding the contents of procedural documents, as experienced workers can help make sure they are as relevant as possible to the actual work situation

BBeenneeffiittss ooff ccoonnssuullttaattiioonn

Consultation between management and workers is beneficial throughout the risk management process because it:

Brings together different areas of expertise to identify and analyse risks and allows those with day to day experience of the hazards to provide valuable input

Allows workers to have ownership of the risks and the solutions

Increases the likelihood that workers will be committed to implementing the control measures because they understand why they are being imposed

Increases workers‘ morale, satisfaction and retention rates, as staff feel they are being listened to and involved

Improves trust, communication and teamwork

Improves productivity as a result of better decision-making processes

Contributes to developing a positive safety culture in the workplace, by increasing team commitment to workplace health and safety

ACTION: Describe the arrangements for consultation on OHS in your own workplace. Do they comply with the law? Do you think they could be improved? Make notes in the space below.

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PPrroovviissiioonnaall iimmpprroovveemmeenntt nnoottiicceess ((PPIINN))

A PIN is a written direction from a workplace health and safety representative (WHSR) to an employer or employer representative requiring them to fix a workplace health and safety problem. A PIN should only be used if agreement to fix the problem cannot be reached through the normal consultation processes.

WHSRs must be given special training to be qualified to issue a PIN. Refer back to Section 2 and you will see that employers are required to allow the WHSR to be given training. See the Workplace Health and Safety Qld web site for more information.


The process is shown graphically on Workplace Health and Safety Queensland‘s web site:


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All employees should be encouraged to pay attention to safety issues, and if there is a problem to report it using the organisation‘s relevant procedure.

It is likely that the team manager will be the recipient of such reports. Their responsibility will then be to ensure that the issue is:

Investigated - this may involve consultation with other workers or asking for assistance from an OHS expert or technical expert.

Resolved - this may be within the manager‘s authority, or they may need to prepare a report to senior management, recommending resolution.

Communicated - the individual who raised the issue and others who may be impacted by it must be kept informed of progress of the resolution. Until the issue is resolved, consultation with the team will enable interim safety measures to be put in place.

ACTION: Discuss any OHS issues that you have experienced. Discuss how they were raised, the personnel involved in the resolution process and the final resolution, if any.

CCoommmmuunniiccaattiinngg OOHHSS ddeecciissiioonnss

OHS, like any other process in the organisation, needs continuous improvement. The role of recommending and actioning improvements in OHS practices is usually that of the OHS Committee or management.

A strategy needs to be in place for continuous improvement, which includes:

Monitoring and evaluation of the efficiency and effectiveness of the current OHS management system

Benchmarking with other organisations addressing the same OHS issues of concern

Arranging regular OHS audits by an expert

Analysis of OHS reports (hazards, incidents, sickness, harassment)

This strategy implies changes to systems, work practices, equipment, environment etc. and the changes need to be communicated effectively.

Once a management decision has been made to improve an aspect of OHS, the manager must communicate the decision to their team, so that it is implemented at all levels of the organisation. This may be an information session where the manager or expert explains the decision, or in the case of minor change may be via a notice, memorandum or email.


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The risk management process needs to be communicated effectively to all members of the organisation, and procedures should be in place to ensure that it forms an integral part of the day to day activities of employees.

RRiisskk mmaannaaggeemmeenntt -- sstteeppss

Step 1 - Identify hazards Step 2 - Assess the risks Step 3 - Select control measures Step 4 - Implement control measures Step 5 - Monitor control measures

SStteepp 11 -- IIddeennttiiffyyiinngg hhaazzaarrddss

A hazard is something with the potential to cause harm.

To begin identifying hazards, simply ask the question, ‗Does this task/activity/ situation/event have the potential to harm a person?‘ Another way is to ask the question ‗What if?‘ For example, when inspecting a construction site, ask ‗What if children could walk unaccompanied onto the site?‘ These are proactive ways to identify hazards. Hazards can also be identified from records of past accidents and near misses.

To assist in identifying hazards, they may be categorised as follows:

The obvious hazard is apparent to the senses (e.g. unguarded machinery, building defects, faulty electrical equipment).

The concealed hazard is not apparent to the senses (e.g. electricity, presence of toxic vapours, or high frequency noise).

The developing hazard cannot be recognised immediately and will develop over time (e.g. a worn tyre on a mobile crane and frayed steel cables), and

The transient hazard is an intermittent or a temporary hazard (e.g. overload of machinery, when a confined space permit has expired, a sticking safety valve on a boiler, intermittent electrical or mechanical defect).

To make the job of identifying hazards in the workplace easier, prepare and establish the context for the risk management process. This involves identifying

All activities involved in work processes and tasks

Who is involved in those activities

Items of plant or materials that are used.

Then make a list of all the hazards at the workplace.

Methods of identifying hazards include:

1. Visual inspection and observation

The most common and simple way to begin to look for hazards is to conduct regular walk- through visual inspections of the workplace. Look at each task the workers do to see if any hazards are present, such as handling loads, using chemicals or equipment.


2. Structured approach

To improve the chances of identifying all of the hazards in the workplace, it will help to take an additional structured approach.

One way is to divide the workplace into groupings such as:

locations, such as offices, grounds, warehouse or wet areas

functions or production processes, such as administration, cooking, washing, cleaning, receiving, forming, or finishing

roles, such as electricians, office workers or drivers

tasks, such as working on the lathe, loading the truck, decanting a substance or data processing.

Another way to identify hazards in the workplace is to make a list itemising equipment, tools, substances and known processes. From this list, determine whether there are any existing regulations or other codes of practice that apply which specify restrictions or control measures. The list will also provide a useful checklist to work from.

Other ways to help identify hazards include:

consulting workers about o problems they have encountered in doing their work o any near misses or events that have not been reported o unreported minor injuries o symptom experience, such as pain and discomfort in body parts, or changes

to vision, hearing, and skin conditions

conducting a health and safety audit

seeking information by o undertaking worker surveys (e.g. body maps and discomfort surveys) o consulting with Workplace Health and Safety Representatives (WHSRs) and

workplace health and safety committees o knowing the industry‘s experience of common potential hazards o acquiring information from designers, manufacturers, suppliers, and other

organisations, such as unions, employer bodies and health and safety consultancies

testing, measuring and sampling by means of: o scientific or technical evaluation, including simulation o practice runs and tests in applied conditions o environmental and medical monitoring

analysing o records and data covering incidents and near misses, worker complaints, sick

leave and staff turnover o maintenance records, results of surveys, audits or inspections.

RReeppoorrttiinngg hhaazzaarrddss

The organisation‘s procedures should include a requirement for all workers to conduct hazard identification on a day to day basis. If they identify a hazard that it out of their own control, this should be reported.

The Risk Management Code of Practice Supplement 1 includes forms for this purpose. the following is one of the forms.


SSaaffee WWoorrkk MMeetthhoodd SSttaatteemmeenntt

Certain industries, such as the construction and mining sector, require all workers to complete a Job Safety Analysis and/or comply with a Safe Work Method Statement.

A Safe Work Method Statement (SWMS) is developed by the employer for all high risk activities (such as working at heights or in confined spaces). It identifies the inherent risks associated with the activity and the control measures that must be put in place.

A Job Safety Analysis (JSA) is specific to an actual job. A worker may or may not have a SWMS - depending on the type of job. Regardless, they list the tasks to be performed in the job they are about to perform, then identify the hazards and risks associated with each task. Then they identify the control measures that need to be implemented for the job.

Below is an example of a SWMS for demolition work, copied from Safety Culture web site.


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Below is an example of a JSA for manual handling, copied from the website of WorkSafe Western Australia.

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Where hazardous substances are used in the workplace, the employer is required to source and provide access in the workplace to Material Safety Data Sheets (MSDS) for each substance.

Construction, mining, drilling and other such companies are usually fully aware of this requirement, and workers are trained to refer to MSDS when conducting a JSA. However, hazardous substances (such as methylated spirits and cleaning agents) actually exist in most workplaces and many employers are unaware of the need to have MSDS on hand.

Definition of a hazardous substance

A generic definition of a hazardous substance is provided by the Australian Safety and Compensation Council (ASCC) (formerly NOHSC) as "a substance which has the potential, through being used at work, to harm the health or safety of persons in the workplace".

Manufacturers must determine whether a substance is hazardous to health. If a substance is hazardous then it must be appropriately labelled and a material safety data sheet (MSDS) prepared.

Suppliers must provide a copy of the MSDS to employers and ensure that each container is appropriately labelled.

The label must clearly identify the hazardous substance, its risks and safety information. The MSDS will provide information needed to allow the safe handling of hazardous substances used at work. The MSDS for a substance describes its identity, relevant health hazard information, and precautions for use and safe handling information.


Example MSDS for a disinfectant (first page only)

ACTION: Discuss whether your organisation has MSDS available for reference, and whether staff members know how to access the information. What types of hazardous substances are used in your workplace?


SStteepp 22 -- AAsssseessssiinngg rriisskkss aassssoocciiaatteedd wwiitthh tthhee hhaazzaarrddss

Risk is the likelihood that a harmful consequence (death, injury or illness) might result when exposed to the hazard.

In relation to any potential injury or harm – Risk is the likelihood and consequence of that injury or harm occurring. The term ‗risk‘ is taken to mean ‗occupational health and safety risk‘

The purpose of a risk assessment is to determine:

Whether there is any likelihood of a potentially hazardous situation causing death, injury, illness or disease to people in the workplace

How severe that risk is

Whether the risk needs to be controlled and how urgently.

Assessing or evaluating the identified risks helps to:

Determine which ones are the most serious (i.e. Those with greater likelihood and most severe consequences)

Plan the actions needed to control the risks in order of priority, from most serious to least serious risks to health and safety.

LLiikkeelliihhoooodd aanndd ccoonnsseeqquueenncceess

To assess the level of risk, the likelihood of an event occurring (will it happen or could it happen?) and the extent of the consequences that could result (if it does occur, how serious will the outcome be?) must be considered.

Both factors are equally important in establishing the level of risk and it is not important which factor is considered first.

Risk = severity of consequences verses likelihood of occurrence

Likelihood The likelihood of an event occurring will depend on both the probability and frequency of exposure to a hazard.

There may be a number of factors specific to the workplace that will influence the likelihood of an event occurring, such as:

how, where and when people are exposed to the hazard

how exposure varies over time or by location

Consequences The severity or range of the potential consequences resulting from an incident can be determined by a number of factors, such as:

how much harm the hazard could do

how many people it could affect

whether the harm would be short or long term.


SSccoorriinngg tthhee rriisskk rraattiinngg

The level of risk, represented by a ‗risk score‘ (number) or ‗risk statement‘ (letter), is determined by the relationship between likelihood and consequence. To determine the level of risk:

Plot the estimated levels of likelihood and consequences on the following risk priority chart to find the risk score and statement

Refer to the risk score and statement chart to see what actions need to be taken


SStteepp 33 -- CCoonnttrrooll mmeeaassuurreess -- hhiieerraarrcchhyy ooff ccoonnttrroollss

Risk control measures can be divided into three levels:

1. The highest level includes measures that address the hazard at the source, or where it comes from (i.e. Elimination, substitution)

2. The second level measures intervene in the hazard‘s course between the source and a worker (i.e. Isolation or engineering)

3. The third and lowest level measures are implemented at the point of the worker (i.e. Administrative controls, personal protective equipment).

The hierarchy of controls is designed so that you begin at the highest level, and if this is not possible, move to the next level down:


The Risk Management Code of Practice explains these control measures further as follows:

SStteepp 44 -- MMoonniittoorr aanndd rreevviieeww

When monitoring and reviewing the effectiveness of a control measure, it is important to weigh up whether the chosen controls are actually doing the job, or they need some modification.

When monitoring and reviewing the risk process, consider all the relevant circumstances of the particular case before reaching a decision, including a review of previous records of risk assessments. All relevant circumstances could mean for a particular risk or it could mean for the entire risk management process.

Monitoring is effective when managers:

Consult with workers, supervisors and health and safety representatives

Measure people‘s exposure (e.g. Taking noise measurements in the case of isolation of a noise source)

Consult and monitor incident reports

Review safety committee meeting minutes where possible

The effectiveness of risk controls should be reviewed on a regular basis in order to check whether:

The process that is currently in place is still valid

Things have changed that could make the operating processes or system outdated

Technological or other changes have affected the current workplace

A different system should be used altogether


The following is an example of a Review Form copied from the Risk Management Code of Practice.


ACTION: A manager is not expected to be an expert in OHS. Discuss situations when you would seek expert advice on OHS matters. Make notes in the table below.

OHS compliance

Technical

HR

OOHHSS IInndduuccttiioonn

The Workplace Health and Safety Regulation 2008 (Qld) states the following current legislative requirements.

Hazardous substances

A relevant person who is an employer must give a worker who may be exposed to a hazardous substance at the workplace induction and ongoing training about the substance.

Lead A relevant person who is an employer must give a worker who may be exposed to lead at the workplace induction and, at least annually, information and ongoing training about lead, including about the worker‘s obligations under division 5.


General Construction

A principal contractor must not allow a relevant person to start construction work unless the principal contractor has sighted general induction evidence for the person.

(This is known as the ―white card‖ and every construction worker must attend this training by a Registered Training Organisation before being admitted on to a construction site)

Site specific - construction A principal contractor must ensure a person has been given a site-

specific induction for the workplace before allowing the person to start construction work.

You will notice that there is no specific requirement for an OHS induction in all cases. However this is a duty of care for all employers.

All new employees should be inducted into the organisation. Part of this induction should include OHS responsibilities and rights of the employees. The induction should include the following:

Occupational Health and Safety Policy

Safe work practices and rules

Manual Handling

Hazardous materials and location of Material Safety Data Sheets (MSDS)

General housekeeping

Fire Safety: o Explain and/or demonstrate the fire warning system o Fire evacuation procedures o Assembly point for evacuation o Types and locations of fire extinguishers - note that an individual must not use a

fire extinguisher unless they have received specific training. o Fire wardens

Injury and Incident Reporting: o Process for reporting injury, incidents or hazards o Location of first aid facilities o First aid and occupational health and safety representatives

ACTION: Discuss the ways that you would perform an induction for a new worker, and your own experience of attending inductions of involvement in the induction process.


AAnnaallyyssiinngg OOHHSS iinnffoorrmmaattiioonn

Continuous improvement is a key feature of a quality OHS system. It implies regular review of systems and data, so that improvements can be implemented.

It is clear that in order to review OHS systems, you must have records to analyse.

Records may include:

Audit and inspection reports

Workplace environmental monitoring records

Consultation e.g. meetings of health & safety committees, work group meeting agendas including OHS items and actions

Induction, instruction and training

Manufacturers' and suppliers' information including dangerous goods storage lists

Hazardous substances registers

Plant and equipment maintenance and testing reports

Workers compensation and rehabilitation records

First aid/medical post records

The main purpose of analysis is to identify of patterns of occupational injury and disease in the organisation. If a pattern is noted, then steps need to be taken to identify the cause and implement control measures.

WWoorrkkeerrss ccoommppeennssaattiioonn

Under the Workers‘ Compensation and Rehabilitation Act 2003 (Qld) an employer is required to cover individuals for workers compensation by taking out insurance. If an incident occurs, it needs to be reported by the worker and then a claim is made to the insurance company.

Records of the claims over a period of time will assist in revealing patterns of injury or other work related health issues.

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Not all injuries will be reported. Minor injuries may not require an individual to be absent from work.

Nevertheless, first aid records should be kept so that patterns of minor injury can be analysed.

MMeetthhooddss ooff aannaallyyssiiss

In order to analyse patterns of occupational injury and disease, you may need the data to be entered into a database or spreadsheet, so that it can be sorted, filtered and counted.

ACTION: Describe the types of occupational injury or disease that may be relevant in your own work environment. What types of information would be included in the database, so that patterns can be identified?

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