ENHA NC E 10 MINS
INTERVIEW MATT LAMY
Chartered Member James Carter explains how the IOSH competency framework has helped him navigate the fast-paced world of retail safety during the pandemic.
REMOVING THE BLINKERS J
ames Carter CMIOSH’s LinkedIn page reads like a who’s who of UK supermarket brands, with stints at the Co-op, Asda and most recently Marks & Spencer. But looking back, he is well aware of just what he didn’t know when he started. ‘When I began my career, I was really focused on the technical aspects,’ James says. ‘I was always focused on chasing the next qualification. But, actually, all the other areas around the core and behavioural competencies are equally important. ‘So it’s interesting to reflect on where I’ve been and what I’ve done. This job is all about how people see and work alongside risk. Some people can tolerate risk, others are averse. For me, it’s a question of understanding why that is.’
Collaboration is key The question of risk perception has never been more apparent than over the last year as we have all had to readdress our personal approach to health and safety in light of COVID-19. But for James, the professional challenges were clear.
‘The priority for me has been keeping colleagues and customers safe,’ he says. ‘A large part of that has been keeping up to speed with guidance and collaborating with both internal stakeholders and external agencies. You also need to stay attuned to the public’s understanding. You can very quickly be left behind, and that’s when risk develops, so you have to make sure that safety always remains part and parcel of the plan and on the agenda. Part of that comes with being consulted, and in turn consulting others along the journey.’ For James, the key competencies required to fulfil his job during this period have been the behavioural competency of collaboration and the core competencies of stakeholder management and strategy development. ‘Strategy is absolutely crucial to me – I’m a big believer in building the plan and making sure it’s fair,’ he says. ‘You must have a clear idea of how we can develop and move forward, and understand who we want to tie into our journey, and make sure that everyone is fully aware of the expectations involved.’
‘The leadership and management core competencies are important, too. How you act and behave is crucial to how you get the people around you to buy into the process. As a safety lead, you can’t deliver your strategy on your own – you need full buy-in across the entire business. When eyes aren’t on them, are they going along with what we expect?’
Different strokes James moved to Marks & Spencer in November 2020 to become its network health and safety manager in clothing and home logistics. Immediately after his arrival, he turned to the IOSH competency framework to help find his feet. ‘In a new role, you can use the competency framework to assess where the business is and work with it. I have come to understand where we are and what the strategy is for us as both a business and as a specific site. I wanted to know what the business wants to
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