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Occupational health and safety
     practitioners’ roles




  Centre for Ergonomics, Occupational Safety and Health

                  by
   Kirsten Olsen & Leigh-Ann Harris

                   OHSIG 2011
Outline
     •     Definition of OHS practitioner/professional?
     •     Why look at OHS practitioners’ role?
     •     What do we know from international research?
     •     The study of 10 OHS practitioners in NZ
             – Methods
             – Personal drivers, job role and tasks
             – Strategies and impact

Centre for Ergonomics, Occupational Safety and Health
School of Management
OHS practitioner or OHS professional?
     • OHS practitioner is a person that in one way or another regularly
       conducts OHS activities within organisations (Brun & Loiselle 2002)
     • OHS professional: someone engaged in providing OHS services
       who:
             –    Has a group identity
             –    Shares education and training
             –    Has special, uncommon knowledge
             –    Uses knowledge in service of others
             –    Has some autonomy in decision making (individual judgement)
             –    Adheres to certain values
             –    Is penalised for substandard practice (Strahlendorf 2004)


Centre for Ergonomics, Occupational Safety and Health
School of Management
                                                        Kirsten Olsen
Focus of the presentation
     • OHS practitioners - not necessarily professionals
     • Employed in positions where OHS is the main
       focus (OHS manager, advisor, coordinator...)
     • Employed in organisations situated on the North
       Island, NZ



Centre for Ergonomics, Occupational Safety and Health
School of Management
Why OHS practitioners?
     • OHS practitioners have become a key interpreter
       of legislation after change to outcome
       regulation (not prescriptive legislation)
     • OHS practitioners can be seen as key actors in
       implementing change (OHS intervention
       programmes)
     • We do not know much about what they do in NZ
     • Focus on training and certification
Centre for Ergonomics, Occupational Safety and Health
School of Management
International research

     1. Onset in the OHS profession, focus on:
             - description of OHS professionals’ task
             - normative description of their role
             Survey based studies

     2. Onset in the Ergonomics discipline, looks at:
             - OHS professionals’ strategies
             - ability to influence change processes and improve OHS
             Based on case studies and semi-structured
             interviews

Centre for Ergonomics, Occupational Safety and Health
School of Management
Categories of OHS practitioners activities
                                                        Brun, Claude & Loiselle (2002)
    Examples of prevention activities

                                 Organizational                    Technical                        Human

                                 Develop organizational            Influence strategic decisions    Make upper management
    Strategic
                                 policies                          through technical advice         more aware of OHS
                                                                                                    priorities
                                 Draw up an annual prevention Develop standards for the use
                                 budget                       of equipment and materials            Foster OHS engagement
                                                                                                    among workers
                                 Write an annual report on
                                 OHS activities
                                 Investigate work accidents        Conduct studies and research     Inform workers
    Operational
                                                                   into technical safety problems
                                 Manage work accident files                                         Train workers in safe work
                                                                   Carry out risk analysis          methods
                                 Ensure that OHS policies and
                                 procedures are correctly                                           Meet with workers to
                                 applied                                                            discuss OHS


Centre for Ergonomics, Occupational Safety and Health
School of Management
                                                                Kirsten Olsen
International OHS professional studies
                                                        Hale and Guldenmund (2006)



     • Questionaires containing 169 questions
             – 11 on their workplace
             – 83 on tasks and frequencies
             – 31 on hazards and frequencies
             – 36 on collaboration/contacts
             – 8 on demographics
             – Aim to define the core tasks
     • Distributed in 12 countries (10 EU, AU and
       Singapore)
Centre for Ergonomics, Occupational Safety and Health
School of Management
Core tasks of OHS professionals (60%)
                                                        Hale and Guldenmund (2006)

     •     Check compliance of policies with laws
     •     Workplace risk assessment
     •     Job safety analysis
     •     Develop policy on machinery and process safety
     •     Personal Protective Equipment
     •     Inform and discuss risks with stakeholders
     •     Investigate incidents, make recommendations
     •     Physical inspections
     •     Design safety training
     •     Audits of workplace behaviour
     •     Policies on emergency situations

Centre for Ergonomics, Occupational Safety and Health
School of Management
Profile of an Australian OHS professional
                                                   Borys, Else, Pryor & Sawyer (2006)


     • Older male working full-time with postgraduate
       qualification working for the organisation less
       than 5 years
     • Human focused risk approaches:
             – Compliance
             – Procedural and PPE solutions
     • The lower end of the hierarchy of control
     • Functional role rather than strategic
Centre for Ergonomics, Occupational Safety and Health
School of Management
Profile of Australian OHS professionals
                                                  Borys, Else, Pryor & Sawyer (2006)


     • Task not part of OHS professionals’ job:
             – Involvement in integrating safety in design
             – Review of design
             – Risk analysis of projects, designs or activities
             – Member of team planning large-scale maintenance
             – Keeps statistics on sickness absence or accidents
             – Advise on/set budget for safety
             – Carry out cost-benefit analyses

Centre for Ergonomics, Occupational Safety and Health
School of Management
                                                              Kirsten Olsen
The Australians conclude
                                                        Pryor (2010)




     • Difficult to make conclusions about their
       strategic influence
     • Need to know more about what their activities
       encompass
     • “We still have little understanding of the
       personal, professional and organisational
       factors that may have an impact on whether
       OHS professionals are strategically influential
       with senior management”
Centre for Ergonomics, Occupational Safety and Health
School of Management
Research with the onset in ergonomics
     • OHS practitioners’ difficulties initiating change
       because it is hard to get OHS included on the
       agendas of the organisation:
     • OHS is side-lined                                Hasle & Jensen (2006)


     • Explanation: use of ‘knowledge’ strategy and
       ‘regulation’ strategy                                   Hasle & Sorensen (2011)


     • Acting as a ‘political reflective navigator’ improves
       influence and impact
           Hasle & Sorensen(2011), Broberg & Hermund (2004), Theberge & Neumann (2010)

     • Ergonomists have to do ‘organisational work’ in many
       cases to be able to create change Theberge & Neumann (2010)
Centre for Ergonomics, Occupational Safety and Health
School of Management
Political reflective navigator
     • Political in the sense of pursuing a work
       environment agenda
     • Reflective in the sense of being able to switch
       between different roles and mobilizing different
       kind of knowledge depending on the context
     • A navigator in the sense of knowing how to
       navigate in the complex surrounding in the
       technological change process Broberg & Hermund (2004), p 315
Centre for Ergonomics, Occupational Safety and Health
School of Management
Ergonomists’ organisational work
                                                         Theberge & Neumann 2011, p 82




                                                           Stakeholders
                                                                                           OUTCOMES
                                                        ORGANISATIONAL WORK

                                                                                           Organisational
                                                 Credibility                                  change
                                                  Focused
                                               Organisational                Change
                                                   Work                      focused
         Ergonomist                                                       Organisational      workplace
                                                                              Work             change

                                             Credibility Established




Centre for Ergonomics, Occupational Safety and Health
School of Management
Methods for the New Zealand study
     • Recruited 10 OHS practitioners: 5 through NZISM, 5 by
       snowballing
     • Interviews (½ semistructured, ½ structured) lasting 1 – 2
       hours
     • Transcribed
     • Analysed thematically using NVIVO 9:
             –    personal drive/aim
             –    job role
             –    OHS tasks
             –    strategy
             –    impact


Centre for Ergonomics, Occupational Safety and Health
School of Management
Demographics
     • Practitioners were caracterisised by
             –    Gender: 5 male/ 5 female
             –    Age: 6 older than 40 years /4 between 30 and 39 years
             –    Years practiced in OHS: 6 more than 10 years / 4 between 6&10 years
             –    OHS education: 3 post grad; 2 degree; 1 diploma; 2 certificate; 2 nil

     •     Employment: 5 private / 5 public sector, 8 full time / 2 part time
     •     Large companies (7 from org, with more than 500 employees)
     •     Short tenure in organisation (7 less than 3 years, 3: 6-10 years)
     •     Job title: 4 OHS managers, 6 OHS advisors/officers
Centre for Ergonomics, Occupational Safety and Health
School of Management
Personal drive
     • Experience of work-related illnesses or injuries
       to colleagues or family
     • Interest in creating good working environment
     • To initiate change




Centre for Ergonomics, Occupational Safety and Health
School of Management
Wants to make a difference
     “I really love working with
     people and I like to make a
    difference and to know that
      the work that I’m doing                            “I like it now because I have a
    with, say, an office of people                           very big influence on the
       is helping to keep them                          culture of the workplace. For a
                 safe”                                   workplace with around 2000
                                                        people one person can make a
                                                        big deal, and I find that I have
                                                        a good opportunity to change
                                                        and that’s what I like about it”


Centre for Ergonomics, Occupational Safety and Health
School of Management
Job role
     • No difference related to job title !
     • Main role: To advise management (only two mentioned advising staff)
             – Advice, coach, train, encourage, help and drive

     • Secondary:
            – Develop, implement & maintain the OHS management system
            – Make sure OHS audits are passed      “In a nutshell, my role is to
                                                       – it sounds horrible –
     •     Third: Ensure compliance with the law prevent the organisation
                                                    from being prosecuted by
                                                   the Department of Labour
                                                                (…)”

Centre for Ergonomics, Occupational Safety and Health
School of Management
Core tasks for International and NZ
                                          OHS practitioners
                     Task                                                  Core Int   Core NZ
                     Workplace/risk assessment                             x          x
                     Job safety analysis                                   x          X
                     Specify safety measures, check compliance             x          x
                     Discuss OHS with all levels in the company            X          X
                     Design safety training                                x          x
                     Investigate accidents and make recommendations        x          x
                     Physical inspections and audits                       x          x
                     Develop company policy machinery                      x
                     PPE                                                   x
                     Policy on emergency                                   x
                     Develop and implement OHSMS and annual plans                     x
                     Design and implement safety campaign                             x
                     Deliver OHS training                                             x
                     Statistics on accidents and advise on injury claims              x

Centre for Ergonomics, Occupational Safety and Health
School of Management
Focus of OHS practitioners’ tasks
    Examples of prevention activities
                                 Organizational dimension       Technical dimension                Human dimension
                                 Examples                       Examples                           Examples
    Strategic                    Develop organizational         Influence strategic decisions of   Make upper management
                                 policies                       an organization through            more aware of OHS
                                                                technical advice                   priorities
                                 Draw up an annual prevention
                                 budget                       Develop standards for the use        Foster OHS engagement
                                                              of equipment and raw                 among workers
                                 Write an annual report on    materials
                                 OHS activities
    Operational                  Investigate work accidents     Conduct studies and research       Inform workers
                                                                into technical safety problems
                                 Manage work accident files                                        Train workers in safe work
                                                                Carry out risk analysis            Methods
                                 Ensure that OHS policies and
                                 procedures are correctly                                          Meet with workers to
                                 applied                                                           discuss
                                                                                                   OHS
Centre for Ergonomics, Occupational Safety and Health
School of Management
Impact
    Rung                                                No. Examples
    7            Improvements of health                 (1)   Reduction of stress related sick leave
    6            Reduction in incidents                 (5)   Reported incidents
    5            Reduction of exposure                  3     Reduction in incidents of threats
                                                              Reduction of exposure to chlorine
                                                              Reduction in lifting and carrying
    4            Improvements of the                    7     - chairs, workstation layout
                 production system or                         - change of layout, management of clients.
                 the work processes                           Two related to introduction of new equipment
    3            Improvement of the                     10    Implementation of OHSM systems, integration
                 approach to OHS                              in other systems, organisation of OHS work
    2            Change in attitude and                 10    1st line managers accepted their OHS
                 behaviour                                    responsibilities, asked for help
    1            Change in knowledge                    10    Through training and coaching 1st line
                                                              management and OHS reps
Centre for Ergonomics, Occupational Safety and Health
School of Management
Strategies
     • Reactive rather than proactive
     • Elements of proactive strategies related to new
       technology/buildings
             – based on knowledge strategy built on causal relation failed
               against economic and regulatory arguments
     • Built on failures
     • Inform top management or head offices overseas about
       OHS performance:
             – Incident rates,
             – Audit progress and results
             – Change in regulation
     • To get buy-in to influence middle and first line
       management
Centre for Ergonomics, Occupational Safety and Health
School of Management
Strategies focused on middle management
     • Work with them, show them how to do it, do it
       for them. Which strategy depended on:
                     • The manager’s experience and pressure
                     • The OHS practitioner’s time and resources
     • Make the managers OHS performance visible to
       senior management and OHS committees
     • Audit requirements used to guide management
       New Strategy ?
     • Did not mention Regulation strategies
Centre for Ergonomics, Occupational Safety and Health
School of Management
Importance of influencing different
                             stakeholder groups
        “A lot of what you do in health and safety is you have to sell it.
        You have to sell it and promote it, and so we do a lot of that
        promotion. (...) I think you have to use different strategies for
        your target audience".

        How do you know which strategy to choose?

         “Trial and error, yeah, pretty much. It’s like that everywhere,
        isn’t it? Yep, trial and error, but also, (...) you meet with people,
        you have discussions, it helps to inform you of what the culture
        is like and what their appetite for risk is. I think that’s quite
        important to be able to gauge and read what the organisation’s
        priorities are. It’s very political”.
Centre for Ergonomics, Occupational Safety and Health
School of Management
Conclusion ?
     •     OHS practitioners are facilitators of change
     •     Aim to improve the work environment
     •     Focus on middle and first line management
     •     See H&S representatives as important stakeholders
     •     Influence different stakeholders
     •     Learn from experience ‘trial and error’
     •     Reactive strategies
     •     Knowledge and audit strategies are preferred
     •     Main impact on stakeholders’ knowledge, attitude
           and OHS management system.
Centre for Ergonomics, Occupational Safety and Health
School of Management
Questions?

     • Which strategy do you use?

     • In which situation do you use it?
     • When does it work?
     • What kind of ‘organisational work’ do
       you do?
Centre for Ergonomics, Occupational Safety and Health
School of Management

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Occupational Health and Safety Practitioners’ Roles

  • 1. Occupational health and safety practitioners’ roles Centre for Ergonomics, Occupational Safety and Health by Kirsten Olsen & Leigh-Ann Harris OHSIG 2011
  • 2. Outline • Definition of OHS practitioner/professional? • Why look at OHS practitioners’ role? • What do we know from international research? • The study of 10 OHS practitioners in NZ – Methods – Personal drivers, job role and tasks – Strategies and impact Centre for Ergonomics, Occupational Safety and Health School of Management
  • 3. OHS practitioner or OHS professional? • OHS practitioner is a person that in one way or another regularly conducts OHS activities within organisations (Brun & Loiselle 2002) • OHS professional: someone engaged in providing OHS services who: – Has a group identity – Shares education and training – Has special, uncommon knowledge – Uses knowledge in service of others – Has some autonomy in decision making (individual judgement) – Adheres to certain values – Is penalised for substandard practice (Strahlendorf 2004) Centre for Ergonomics, Occupational Safety and Health School of Management Kirsten Olsen
  • 4. Focus of the presentation • OHS practitioners - not necessarily professionals • Employed in positions where OHS is the main focus (OHS manager, advisor, coordinator...) • Employed in organisations situated on the North Island, NZ Centre for Ergonomics, Occupational Safety and Health School of Management
  • 5. Why OHS practitioners? • OHS practitioners have become a key interpreter of legislation after change to outcome regulation (not prescriptive legislation) • OHS practitioners can be seen as key actors in implementing change (OHS intervention programmes) • We do not know much about what they do in NZ • Focus on training and certification Centre for Ergonomics, Occupational Safety and Health School of Management
  • 6. International research 1. Onset in the OHS profession, focus on: - description of OHS professionals’ task - normative description of their role Survey based studies 2. Onset in the Ergonomics discipline, looks at: - OHS professionals’ strategies - ability to influence change processes and improve OHS Based on case studies and semi-structured interviews Centre for Ergonomics, Occupational Safety and Health School of Management
  • 7. Categories of OHS practitioners activities Brun, Claude & Loiselle (2002) Examples of prevention activities Organizational Technical Human Develop organizational Influence strategic decisions Make upper management Strategic policies through technical advice more aware of OHS priorities Draw up an annual prevention Develop standards for the use budget of equipment and materials Foster OHS engagement among workers Write an annual report on OHS activities Investigate work accidents Conduct studies and research Inform workers Operational into technical safety problems Manage work accident files Train workers in safe work Carry out risk analysis methods Ensure that OHS policies and procedures are correctly Meet with workers to applied discuss OHS Centre for Ergonomics, Occupational Safety and Health School of Management Kirsten Olsen
  • 8. International OHS professional studies Hale and Guldenmund (2006) • Questionaires containing 169 questions – 11 on their workplace – 83 on tasks and frequencies – 31 on hazards and frequencies – 36 on collaboration/contacts – 8 on demographics – Aim to define the core tasks • Distributed in 12 countries (10 EU, AU and Singapore) Centre for Ergonomics, Occupational Safety and Health School of Management
  • 9. Core tasks of OHS professionals (60%) Hale and Guldenmund (2006) • Check compliance of policies with laws • Workplace risk assessment • Job safety analysis • Develop policy on machinery and process safety • Personal Protective Equipment • Inform and discuss risks with stakeholders • Investigate incidents, make recommendations • Physical inspections • Design safety training • Audits of workplace behaviour • Policies on emergency situations Centre for Ergonomics, Occupational Safety and Health School of Management
  • 10. Profile of an Australian OHS professional Borys, Else, Pryor & Sawyer (2006) • Older male working full-time with postgraduate qualification working for the organisation less than 5 years • Human focused risk approaches: – Compliance – Procedural and PPE solutions • The lower end of the hierarchy of control • Functional role rather than strategic Centre for Ergonomics, Occupational Safety and Health School of Management
  • 11. Profile of Australian OHS professionals Borys, Else, Pryor & Sawyer (2006) • Task not part of OHS professionals’ job: – Involvement in integrating safety in design – Review of design – Risk analysis of projects, designs or activities – Member of team planning large-scale maintenance – Keeps statistics on sickness absence or accidents – Advise on/set budget for safety – Carry out cost-benefit analyses Centre for Ergonomics, Occupational Safety and Health School of Management Kirsten Olsen
  • 12. The Australians conclude Pryor (2010) • Difficult to make conclusions about their strategic influence • Need to know more about what their activities encompass • “We still have little understanding of the personal, professional and organisational factors that may have an impact on whether OHS professionals are strategically influential with senior management” Centre for Ergonomics, Occupational Safety and Health School of Management
  • 13. Research with the onset in ergonomics • OHS practitioners’ difficulties initiating change because it is hard to get OHS included on the agendas of the organisation: • OHS is side-lined Hasle & Jensen (2006) • Explanation: use of ‘knowledge’ strategy and ‘regulation’ strategy Hasle & Sorensen (2011) • Acting as a ‘political reflective navigator’ improves influence and impact Hasle & Sorensen(2011), Broberg & Hermund (2004), Theberge & Neumann (2010) • Ergonomists have to do ‘organisational work’ in many cases to be able to create change Theberge & Neumann (2010) Centre for Ergonomics, Occupational Safety and Health School of Management
  • 14. Political reflective navigator • Political in the sense of pursuing a work environment agenda • Reflective in the sense of being able to switch between different roles and mobilizing different kind of knowledge depending on the context • A navigator in the sense of knowing how to navigate in the complex surrounding in the technological change process Broberg & Hermund (2004), p 315 Centre for Ergonomics, Occupational Safety and Health School of Management
  • 15. Ergonomists’ organisational work Theberge & Neumann 2011, p 82 Stakeholders OUTCOMES ORGANISATIONAL WORK Organisational Credibility change Focused Organisational Change Work focused Ergonomist Organisational workplace Work change Credibility Established Centre for Ergonomics, Occupational Safety and Health School of Management
  • 16. Methods for the New Zealand study • Recruited 10 OHS practitioners: 5 through NZISM, 5 by snowballing • Interviews (½ semistructured, ½ structured) lasting 1 – 2 hours • Transcribed • Analysed thematically using NVIVO 9: – personal drive/aim – job role – OHS tasks – strategy – impact Centre for Ergonomics, Occupational Safety and Health School of Management
  • 17. Demographics • Practitioners were caracterisised by – Gender: 5 male/ 5 female – Age: 6 older than 40 years /4 between 30 and 39 years – Years practiced in OHS: 6 more than 10 years / 4 between 6&10 years – OHS education: 3 post grad; 2 degree; 1 diploma; 2 certificate; 2 nil • Employment: 5 private / 5 public sector, 8 full time / 2 part time • Large companies (7 from org, with more than 500 employees) • Short tenure in organisation (7 less than 3 years, 3: 6-10 years) • Job title: 4 OHS managers, 6 OHS advisors/officers Centre for Ergonomics, Occupational Safety and Health School of Management
  • 18. Personal drive • Experience of work-related illnesses or injuries to colleagues or family • Interest in creating good working environment • To initiate change Centre for Ergonomics, Occupational Safety and Health School of Management
  • 19. Wants to make a difference “I really love working with people and I like to make a difference and to know that the work that I’m doing “I like it now because I have a with, say, an office of people very big influence on the is helping to keep them culture of the workplace. For a safe” workplace with around 2000 people one person can make a big deal, and I find that I have a good opportunity to change and that’s what I like about it” Centre for Ergonomics, Occupational Safety and Health School of Management
  • 20. Job role • No difference related to job title ! • Main role: To advise management (only two mentioned advising staff) – Advice, coach, train, encourage, help and drive • Secondary: – Develop, implement & maintain the OHS management system – Make sure OHS audits are passed “In a nutshell, my role is to – it sounds horrible – • Third: Ensure compliance with the law prevent the organisation from being prosecuted by the Department of Labour (…)” Centre for Ergonomics, Occupational Safety and Health School of Management
  • 21. Core tasks for International and NZ OHS practitioners Task Core Int Core NZ Workplace/risk assessment x x Job safety analysis x X Specify safety measures, check compliance x x Discuss OHS with all levels in the company X X Design safety training x x Investigate accidents and make recommendations x x Physical inspections and audits x x Develop company policy machinery x PPE x Policy on emergency x Develop and implement OHSMS and annual plans x Design and implement safety campaign x Deliver OHS training x Statistics on accidents and advise on injury claims x Centre for Ergonomics, Occupational Safety and Health School of Management
  • 22. Focus of OHS practitioners’ tasks Examples of prevention activities Organizational dimension Technical dimension Human dimension Examples Examples Examples Strategic Develop organizational Influence strategic decisions of Make upper management policies an organization through more aware of OHS technical advice priorities Draw up an annual prevention budget Develop standards for the use Foster OHS engagement of equipment and raw among workers Write an annual report on materials OHS activities Operational Investigate work accidents Conduct studies and research Inform workers into technical safety problems Manage work accident files Train workers in safe work Carry out risk analysis Methods Ensure that OHS policies and procedures are correctly Meet with workers to applied discuss OHS Centre for Ergonomics, Occupational Safety and Health School of Management
  • 23. Impact Rung No. Examples 7 Improvements of health (1) Reduction of stress related sick leave 6 Reduction in incidents (5) Reported incidents 5 Reduction of exposure 3 Reduction in incidents of threats Reduction of exposure to chlorine Reduction in lifting and carrying 4 Improvements of the 7 - chairs, workstation layout production system or - change of layout, management of clients. the work processes Two related to introduction of new equipment 3 Improvement of the 10 Implementation of OHSM systems, integration approach to OHS in other systems, organisation of OHS work 2 Change in attitude and 10 1st line managers accepted their OHS behaviour responsibilities, asked for help 1 Change in knowledge 10 Through training and coaching 1st line management and OHS reps Centre for Ergonomics, Occupational Safety and Health School of Management
  • 24. Strategies • Reactive rather than proactive • Elements of proactive strategies related to new technology/buildings – based on knowledge strategy built on causal relation failed against economic and regulatory arguments • Built on failures • Inform top management or head offices overseas about OHS performance: – Incident rates, – Audit progress and results – Change in regulation • To get buy-in to influence middle and first line management Centre for Ergonomics, Occupational Safety and Health School of Management
  • 25. Strategies focused on middle management • Work with them, show them how to do it, do it for them. Which strategy depended on: • The manager’s experience and pressure • The OHS practitioner’s time and resources • Make the managers OHS performance visible to senior management and OHS committees • Audit requirements used to guide management New Strategy ? • Did not mention Regulation strategies Centre for Ergonomics, Occupational Safety and Health School of Management
  • 26. Importance of influencing different stakeholder groups “A lot of what you do in health and safety is you have to sell it. You have to sell it and promote it, and so we do a lot of that promotion. (...) I think you have to use different strategies for your target audience". How do you know which strategy to choose? “Trial and error, yeah, pretty much. It’s like that everywhere, isn’t it? Yep, trial and error, but also, (...) you meet with people, you have discussions, it helps to inform you of what the culture is like and what their appetite for risk is. I think that’s quite important to be able to gauge and read what the organisation’s priorities are. It’s very political”. Centre for Ergonomics, Occupational Safety and Health School of Management
  • 27. Conclusion ? • OHS practitioners are facilitators of change • Aim to improve the work environment • Focus on middle and first line management • See H&S representatives as important stakeholders • Influence different stakeholders • Learn from experience ‘trial and error’ • Reactive strategies • Knowledge and audit strategies are preferred • Main impact on stakeholders’ knowledge, attitude and OHS management system. Centre for Ergonomics, Occupational Safety and Health School of Management
  • 28. Questions? • Which strategy do you use? • In which situation do you use it? • When does it work? • What kind of ‘organisational work’ do you do? Centre for Ergonomics, Occupational Safety and Health School of Management