OHS-DOC-07-4 Competence Development Report

Competence Development Report

ISO45001 Toolkit: Version 1 ŠCertiKit

Competence Development Report

Implementation guidance The header page and this section, up to and including Disclaimer, must be removed from the final version of the document. For more details on replacing the logo, yellow highlighted text and certain generic terms, see the Completion Instructions document.

Purpose of this document This document assesses whether the correct competencies exist in the appropriate people within the organization to allow the occupational health and safety objectives to be achieved.

Areas of the standard addressed The following areas of the ISO45001 standard are addressed by this document: •

7 Support o 7.2 Competence

General guidance This assessment brings together two important aspects. Firstly, the competencies needed to support the objectives, and secondly the competencies that currently exist in the organization. Ideally the two will match but it is likely they do not, and some action will need to be taken to bring levels up to the required standard.

There are several options to do this, and formal courses are not always needed. On-the-job training or internal briefings by more experienced team members can often help to increase skill levels without using the (often limited) training budget.

The standard requires that you assess the effectiveness of the actions taken and keep appropriate records to show what has been done.

Review frequency We would recommend that this document is reviewed annually in line with the timescales of your personal performance and development reviews with staff members.

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Competence Development Report

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DOCUMENT REF

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VERSION

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Revision history VERSION

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SUMMARY OF CHANGES

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Contents 1

Introduction ............................................................................................................... 8

2

Competence development assessment ...................................................................... 9

3

2.1

Competence requirements assessment ........................................................................ 9

2.2

Existing competence level assessment .......................................................................... 9

2.3

Competence development actions ............................................................................. 10

Conclusion................................................................................................................ 12

Tables Table 1: Competence level definitions .......................................................................................... 9 Table 2: Survey participants ....................................................................................................... 10 Table 3: Competence requirements, actuals and recommendations ............................................ 11

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1 Introduction To safely deliver the critical business activities of the organization it is essential that workers and other interested parties involved in the provision of them have the required competencies. The consequences of not having sufficient skills available may lead to resourcing issues, failure to comply with legal requirements and increased risk to workers and the business.

[Organization Name] places emphasis on the provision of training to meet the needs of the business and to develop employees so that they can better fulfil their roles. The purpose of this competence development report is to identify whether there are currently sufficient competencies available in the right areas within the organization and what skills may be required in the near future to cope with known changes affecting [Organization Name] and its occupational health and safety (OH&S) responsibilities.

To do this, the required levels of competence in key areas have been identified, together with the number of resources needed. This has then been compared with an understanding of existing levels of competence gained via a questionnaire completed by all relevant employees. The two assessments are then compared to produce recommendations to fulfil the requirements. This has been done according to the steps set out in the Competence Development Procedure.

This report should be read in conjunction with the following documents, which give more detail about the context, scope, objectives, resourcing and roles, responsibilities and authorities within the occupational health and safety management system: • • •

OHS Context, Requirements and Scope Occupational Health and Safety Policy Roles Responsibilities and Authorities

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2 Competence development assessment 2.1 Competence requirements assessment The various roles and duties required to manage and improve the OH&S management system are described in the document Roles, Responsibilities and Authorities. These are allocated to specific individuals in the organization. In many cases, an allocated role forms part of a larger, more general role that the individual fulfils, i.e. their time is not dedicated purely to OH&S management. To fulfil a role, a person needs to possess a set of competencies, often in different areas. The competencies required for each role were assessed by the management team and documented together with the competence level needed.

2.2 Existing competence level assessment To assess existing levels of competence in as objective a way as possible, a questionnaire was created based on the skills identified as being required for each role. All relevant staff were then asked to complete the appropriate questionnaire for their role as objectively as possible using the competence level definitions shown in Table 1.

SKILL LEVEL

SUMMARY

DESCRIPTION

0

None

You have no knowledge or experience in this area, and it is not part of your role.

1

Low

The competence area is used infrequently and is largely based upon observation of how others do it, with little understanding of why specific tasks are performed.

Perhaps the competence area has only been practised for a relatively short period of time and is not seen as part of the individual’s job role. No formal training has been given. A general awareness.

2

Medium

The competence area is regularly practised as part of the job role and this has probably been the case for a long enough period for the individual to feel comfortable doing it (more than a year). Informal and in some cases formal training may have been received and there is an understanding of the principles behind the skill. The individual feels competent in this area.

3

High

The competence area is seen as a strength and is backed by significant training, qualifications and experience over a lengthy period (probably more than three years).

The principles are fully understood, and the person keeps up to date with developments in this area. They may have trained others, have been responsible for developing processes and procedures, and been involved in several projects which have made use of the skill.

4

Expert

The individual is externally recognised as a subject matter expert who contributes to developments in this area and may be involved in industry events such as presenting at conferences and seminars. They are held in high esteem by suppliers and customers and may assist in developing and testing new products and services.

Table 1: Competence level definitions

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The competence development survey was completed over a one-week period commencing on dd/mm/yyyy, when it was distributed. Responses were received from a total of X people, out of Y who were asked to complete the questionnaire, representing a response rate of Z%.

The following people completed it:

BUSINESS DEPT

NAME

ROLE

Table 2: Survey participants

Individuals’ responses were then validated by another party, depending on the nature of the individual’s role. In some cases, this was the individual’s manager or supervisor. In other cases, a peer review method was used. This was done to ensure that there was an increased level of consistency in the responses, as some people are more likely to over- or underestimate their competency levels than others.

This revised set of competency estimates was then consolidated into a single spreadsheet which was used as the basis of the analysis.

2.3 Competence development actions For each person that fulfils a role in the OH&S management system, a comparison was made between the level of competence required for the role and the level they currently have. Those instances where the level in place is not sufficient to meet requirements were identified and consideration was given as to how best to meet the requirement.

The following alternatives for development actions were considered: • • • • •

Informal training by existing staff with a higher level of competence Formal training via online or classroom courses Recruitment of additional staff with the relevant competences Use of third-party resources on an ad-hoc basis, e.g. contractors or a consultancy Use of third-party resources via an agreed support contract which gives guaranteed access to the required level of competence

The most appropriate method of addressing the requirement was recommended, with further options given where it was felt to be appropriate. The results of the analysis are summarized in Table 3. This shows the competences that need to be developed by

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everyone, along with a recommendation regarding how that level of competence should be achieved.

Where there is a direct cost associated with the recommended action, this has been stated, and the implications for the occupational health and safety budget will need to be considered.

In order to maintain the effectiveness of the OH&S management system, it is recommended that the identified actions be completed within a reasonable timeframe, according to the priority stated. This will ensure that the risk exposure due to current lack of competence is minimized as far as possible.

NAME

ROLE

COMPETENCE

LEVEL REQ

ACTUAL LEVEL

DIFFERENCE

RECOMMENDED DEVELOPMENT PLAN

PRIORITY

A.N. Other

OH&S Manager

Conduct of management reviews

3

1

-2

Attend a three-day ISO45001 Implementer course (Cost $3,000)

High

Auditing principles

2

0

-2

Shadow internal audit for 2 audits

Medium

Hazard identification Risk and opportunity assessment

3

2

-1

Use online training resources and books to increase knowledge

Low

Table 3: Competence requirements, actuals and recommendations

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3 Conclusion The recommendations set out in this report, once implemented, should go a long way to ensuring that the right levels of competence are available in the right quantities to provide effective occupational health and safety management to the organization.

Despite budget constraints, it should be possible to provide most of the training required, particularly as much of it is informal in nature, or delivered internally. Where external training is recommended this is typically for one member of staff only and so costs should be contained.

Taken in conjunction with other initiatives, it is hoped that the recommendations made will help to create a well-rounded team capable of delivering the occupational health and safety objectives of [Organization Name] in their current form and taking into account known future plans.

This report is recommended for approval by top management as soon as possible so the identified actions may be put in place in a timely fashion.

Once implemented, the effectiveness of the actions will be evaluated at the next management review.

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