Organizational Health and Safety - High Voltage Group - Case Study Example

Running Head: Operational Plan Operational Plan Student’s Name Subject Professor University/Institution Location Date Executive Summary Companies are nowadays increasing their operations to respond to market and functional requirements. Increase of sophisticated equipment through ever improving technology has held responsible companies to come up with the way to respond to ever increasing risks in its operations. The company has to lay down the structure to facilitate its operational processes and the resources to accompany the functionalities. One of such areas involves the Organizational Health and Safety (OHS) which has been under scrutiny of international, national and local jurisdictions enforcements. Adopting a comprehensive plan facilitates implementation. Recruitment has also been core as human resources are critical part of operation. A recruitment strategy that is responsive to company’s needs has to be identified and followed for the best results. In addition, the processes that are pertinent with different company’s activities require constant evaluation to set performance at the right gear and respond to the changing internal and external needs of the company. Table of Contents Table of Contents 3 1.0 Introduction 5 2.0 Operational Plan for OHS department 5 2.1 Resource requirements 5 2.1.1 Human resource 5 2.1.2 Physical resources 6 2.1.3 Training resources 6 2.2 Key Performance Indicators 7 2.3 Contingencies 7 3.0 Process to develop operational plan 8 4.0 Methods used in monitoring operational performance of the OHS department 9 5.0 Recommendations 9 6.0 Recruitment Strategy 10 6.1 Job description 10 6.2 Organizational Health Safety Officer 10 6.2.1 The taking care of workers will involves the following things 11 6.2.2 Taking care of emergency cases will involve the following things 11 6.2.3 Medical follow-up services provided by the organizational health worker involve: 11 6.2.4 The organizational health safety officer will: 12 6.2 Selection criteria 12 6.3 Email to the convening interview panel 13 6.4 Interview questions 14 6.5 Induction program for the successful candidate 14 7.3 Financial resources 16 The primary source of financial resources is the returns of the company. These will be balanced with the various expenses that the company encounters in its operation. Still, in case of more investment, the company will seek loans from banks for expansion and like purposes. The loans will still be backed up with the banked amounts that are generated from the company’s accounts. The financial resources will have a staff that will keep a close monitoring to give warnings in case of regressive performance. Since the financial resources are the core of the company survival, the entire of the company will be insured to ensure safety in case of unforeseen emergencies. 16 8.0 Monitoring and reviewing of operational performance 16 8.1 Performance management system 16 8.2 Analysis of budget and financial information. 17 8.3 Measures implemented in addressing underperformance 17 8.4 Mentoring and Caching to support individuals and teams 19 8.5 Variances 19 8. 6 Policies, Procedures and Records 20 References 21 1.0 Introduction High Voltage Group is company involved in manufacture and sale of electrical products but does not have a formal operational plan for its organizational health and safety (OHS). OHS is the element of an organization that is concerned with protecting welfare, health and safety of its employees. Basically, OHS intends to foster a work environment that is safe and healthy for people engaged in employment (Kennedy, 2010). McDonald et al. (2003) observes that, an operational plan is very critical for implementation, monitoring and evaluating organizational healthy and safety. This discussion will set out an OHS department operational plan for High voltage Group. The paper begins by outlining an OHS operational plan, secondly, recruitment and resource acquisitions plan will be discussed. Finally, the paper outlines the monitoring and reviewing of operational performance of the established OHS department. 2.0 Operational Plan for OHS department 2.1 Resource requirements 2.1.1 Human resource The company will set up a structure headed by OHS manager and two assistant officers in order to create a centralized reporting and feedback. The manager and the assistants will be assigned distinct duties such as equipment sourcing, placement and maintenance, receiving reports, claims and documentation of OHS processes and risks, monitoring and evaluation. 2.1.2 Physical resources Wide-range equipments installation will include fire extinguishers where approximately 7m2 and separate rooms will have a fire-extinguisher cylinder. Materials for internal structure refurbishment to suit it with specific material storage, retrieval and providing overcoats, helmets, caps and groves for janitors to reduce physical injuries. Structure walls will be painted with fire repellant paints and warning information be distributed where necessary. Fire alarms, warning bells and evacuation gadgets will be placed where necessary and within the reach in case of fire. Restructuring of rooms by reducing the materials with possibility of accelerating risks will be undertaken. What’s more closets for storage of products in the right way and according to manufacturer’s directions will be created. 2.1.3 Training resources The company will carry out workshops, seminars and orientations in identified training sessions and keep updating when there are changes. This will be developed through internal and external consultancy depending on convenience. Training will train and enhance employees’ skills on OHS (Juglaret et al., 2011). 2.2 Key Performance Indicators Adequate employees’ knowledge in identification, reporting and responses to risks, A well programmed mechanism for facilities installation, maintenance and continuous improvement, Reduction in number of employees’ injuries, Compliance with the national and international OHS standards for the industry (Coelho et al., 2003) 2.3 Contingencies In case the plan is not accepted or is expensive, an alternative plan involving: Processes to reduce injury levels like continuous reporting of risky possibilities when using or handling different equipments Ensuring that employees remain in areas where they can operate with efficiency and with reduced risks. Adopting plan A on a longer period by breaking it into stages to distribute the cost needs. 3.0 Process to develop operational plan Developing the operational plan followed a planned process. The process began by developing an OHS policy and other related programs at an organizational-wide level. This began by drafting a simple statement about the organizations commitment to OHS. Ideas are then developed through consulting employees and other OHS committee in the workplace. To finalize the policy, responsibility and accountability of supervisors, management and employees were clearly outlined. Secondly, a consultation mechanism in the department was set up with employees. Consultation with employees intended to attain the sup[port and cooperation by letting them know what being done and the reason behind it. Methods of consultations employed include the establishing an OHS committee in the workplace, workshops, meetings, surveys and suggestion boxes (Bluff & Gunningham, 2004). As well Bluff and Gunningham (2004) asserts that, input of all employees was valued and involving them in assessments and identification of hazards as well as in development of strategies and evaluation of controls. Thirdly, the company established a training strategy in duty care that must be undertaken by all employees. These include senior management through to level of the shop floor level. OHS training is not about a specific hazard training rather a part of every workplace training such as first aid, induction, emergency procedure training among others. The fourth step involved a major feature of OHS program; hazard identification and assessment in the workplace. In this case, everything with the potential of harming health, property and life is identified to enable in controlling the risk that comes them. Fifthly, risk control strategies are developed and implemented. The strategy used in reducing or eliminating the exposure to the identified risks. Finally, reviewing of programs is engaged in order to promote, maintain as well as improve strategies. In addition, evaluation of the programs is necessary for ongoing efficiency of OHS programs and policy (Bluff & Gunningham, 2004). 4.0 Methods used in monitoring operational performance of the OHS department A five approach methodology was proposed to conduct the operational performance monitoring within the OHS department. To begin with, a self monitoring method was proposed and implemented. This technique is applicable through and a formalized operational debriefing feature and reporting system. Secondly, a remote monitoring technique which ought to be performed by performance review officer is engaged. This will be done during or following an incident or exercise by use of documentations, interviews, recordings among other procedures (Juglaret et al., 2011). Supplementary monitoring is another method to be used in monitoring the OHS department operational performance. Officers who are not necessary involved in monitoring activities but are proficient in providing constructive comment will be engaged. Moreover, strategic monitoring method will be employed. Specific areas concerning operational work will be monitored by the performance review officer as directed by the policy group. Generally, this will be applicable on introducing new operational policy. Finally, a structured monitoring method whereby every level of command is monitored by the immediate highest level will be used (Juglaret et al., 2011). 5.0 Recommendations The plan should be adopted as it: Derived from OHS operational plan in similar and lucrative companies; this means it is authentic and based on recent developments in accordance to quality standards. Has a time-frame therefore considering both the resource shortages and allowing time for consideration of more improvements. It has identified the needs of the organization and prioritized on the most critical for response where others can be shared between departments and fulfill the same needs. The purpose of this is to help in doing first things first without forgoing the value to the whole. It is sustainable having focused on the current and the future needs of the organization. This will allow the company to keep improving OHS without incurring losses of its previous investments on OHS equipments and resources. 6.0 Recruitment Strategy 6.1 Job description In the recruitment strategy, members for the department of organizational health and safety staff will be needed. They will have to exhibit the following qualities. 6.2 Organizational Health Safety Officer The organizational health safety officer will take care of the various health officers in the company and handles matters of health among workers. He/she will take care of all emergency cases including the coordinating of ambulatory services from within and without. Any medical follow-up services regarding workers are entitled to the organizational health safety worker. 6.2.1 The taking care of workers will involves the following things Administering first aid in case of accidents in the workplace Providing drugs for minor ailments Advising workers on correct diet Ensuring a healthy working environment and healthy diet for the workers 6.2.2 Taking care of emergency cases will involve the following things Offering first aid in case of accidents at the workshops Coordinating with ambulance services in case there is an urgent need to transport sick workers to hospital Educating the workers about the safety precautions in case an accident happens in the workplace 6.2.3 Medical follow-up services provided by the organizational health worker involve: Advising recovering workers on correct diet Advising doctors on various concerns about workers who need medical attention and the history of sicknesses of the workers in case required to do so according to the company’s record Ensuring that workers observe any medical prescriptions especially those who have been prescribed with support drugs 6.2.4 The organizational health safety officer will: I. Accommodate, all the workers regardless of their personal differences, gender, disability or race, and provide the necessary health care entitled to each. II. Communicate any health issues to the top management or the relative players for any adjustments or actions. III. Facilitate any health concerns between the workers and the hospital staffs especially if an advice is required. The salary for the above Organizational Health Safety Officer will be $.22350 (twenty two thousand three hundred and fifty dollars) per month. 6.2 Selection criteria i. Academic qualifications- the right candidate for the position of organizational health safety officer should be possess a master’s degree in community health nursing with specialization in occupational health and safety. ii. Working experience – the above mentioned candidate should have an experience of 3-5 years in the same field and must have worked in a busy environment in an organization. iii. Health disposition – the candidate should possess a recent health certificate from a recognized government or private institution. iv. Hospitability – the candidate should exhibit qualities of good relations with fellow workers and uncompromising integrity. v. The company does not discriminate a person on the grounds of gender. As a result, both male and female candidates are encouraged to apply. vi. Consideration – The Company does not discriminate a person in terms of his colour, nationality; ethnic background, gender, disability, age, family background, pregnancy, religion or sex or sexual orientation, and candidates will not be discouraged under any of those qualifications. 6.3 Email to the convening interview panel The Human Resource Manager High Voltage Group P.O. BOX 2452, 23 Gram Avenue Sydney RE: INTERVIEWS FOR THE ORGANIZATIONAL HEALTH SAFETY OFFICER IN THE COMPANY This is to inform you that the Thursday 6, 2013 will be a day for the conducting interviews among the candidates who have applied for the above mentioned post in the company. You are required to come with interview questions for the above questioned that have been placed in your mail slots. I look forward to meeting you on the above mentioned date from 8.20 am at the company’s roundtable hall. Yours faithfully The Human Resource Manager 6.4 Interview questions i. What are your full names? ii. Where did you study your college education? iii. Have you worked anywhere for the same job as described in the advertisement? iv. What were the roles you played in that job? v. How long did you work in your last place of work? vi. What are your academic qualifications? vii. Have you had any recent medical test? viii. How long was that and where was it conducted? ix. How do you describe yourself? x. How do you relate with other people? xi. Can you accommodate them regardless of their differences for you? xii. Have you been involved in any criminal action? xiii. Have you ever been jailed? xiv. Do you have any disability? Which one (if any)? xv. Do you have any other thing you feel you can tell this panel? 6.5 Induction program for the successful candidate 8.00am – 8.30 am: Arrival to High Voltage Group premises introduction to the members of staff. 8.30am – 9.30 am: Visit to the various departments in the company. 9.30 am – 10.00am: Confirming of the work timetable. 10.00 am – 10.30 am: Break and more familiarization with other workers 10.30am – 11.00am: review of job description, obtaining of bank details and signing of documents like taxes, contracts, etc. 11.00am-11.30 am: Allocation of workstation, together with supplies and equipment. 11.30 am – 12.00 Midday: Showing of change rooms, parking lot, and explanation of emergency procedures. 12.00 pm – 1.00pm: Transport and parking procedures, another physical tour of the work environment and provision of uniforms and necessary materials for the office. 1.00pm – 1.30pm: Evaluation of the program of induction. 1.30pm- 2.00pm: Departure 7.0 Resource acquisition plan There are three resources that have been identified in this plan for acquisition, namely, human resources, physical resources and financial resources. 7.1 Human resources: These will be acquired through job advertisements and recruited through interviews. Competence will be emphasized to ensure quality staff. Hiring of new workers will be done at regular intervals depending on the number of retiring workers. There will also be training of employees to cope with the changing technologies. 7.2 Physical resources The physical resources that will be needed include land, buildings, stocks and equipment. To acquire them, special amount of money will be set aside which will be used in case quick transactions need to be made. Still, all the buildings will be built in a way that allows for extension, and space will be well utilized to accommodate future plans. All the equipment in the company will have constant renovation to retain a good face of the company. After every five years there will be an overhaul of the worn stock to replace with new ones. Arrangements will be made with second-hand purchasers to take the worn stock. 7.3 Financial resources The primary source of financial resources is the returns of the company. These will be balanced with the various expenses that the company encounters in its operation. Still, in case of more investment, the company will seek loans from banks for expansion and like purposes. The loans will still be backed up with the banked amounts that are generated from the company’s accounts. The financial resources will have a staff that will keep a close monitoring to give warnings in case of regressive performance. Since the financial resources are the core of the company survival, the entire of the company will be insured to ensure safety in case of unforeseen emergencies. 8.0 Monitoring and reviewing of operational performance 8.1 Performance management system Performance management is the procedure of generating a work environment or setting in which individuals are facilitated to perform to the best of their capability. It is the main medium which the managers use to communicate the required information to the employees. In addition, it establishes shared understanding of what to be obtained and provide an approach to leading and improving individuals that will make sure it is achieved; therefore it is a significant component of the role and supports managers’ relationship with people in the team. Formal performance management system is the best used in organizational health and safety in High voltage Group Company, since it covers all grades and professional disciplines. In an electronic making company like high voltage group, formal performance management helps in establishing a culture whereby the people and teams take responsibility for continuous enhancement of delivering service as well as their own skills and safety, behavior and contributions. Performance management that is effective encourages a collaborative approach that influences employees’ performance, development as well as organizational results. 8.2 Analysis of budget and financial information. The associated costs in the implementation of the operational plan must be within the budgeted costs, though it involves heavy financial commitment, the plan have followed budgeted finances with additional system analyst being the only un accounted personnel in the budget, however this have been catered for in the contingency funds set aside for any issue requiring financial commitment. The benefit of the plan when fully implemented outweighs the invested finances, saving a lot in unnecessary positions that were there previously. So far the plan has followed the budget and no shortage or additional financial commitment is required. Financial benefit that the organization will get is the administrative costs which will reduce considerably from abolishment of some positions. 8.3 Measures implemented in addressing underperformance Underperformance is an ongoing failure in meeting the particular, realistic goals and standards in an organization. In High Voltage Company, some measures were implemented to address underperformance. The first step was the identification of the problem whereby the major drivers of performance or underperformance in the department. In addition, it is also advisable to identify the common reasons for underperformance in the department. Secondly, the employer should analyze and assess the problem identified. The employer should determine the seriousness of the problem, the time the problem has existed in the department as well as the broadness of the gap between what was expected and what is being delivered. After the assessment and analyzing the problem, it is necessary for the meeting to take place between the management and the employees to discuss the problem. The meeting should take place in a private and in a surrounding that is comfortable as well as non- threatening. The employees should discuss the problem in particular terms and from this the employer can be in a position to understand; what the problem is, why it is a problem, how the problem impacts on the labor force and also why there is a concern exist. The results should be discussed and since it is an open meeting, the employees should be given an opportunity to have their point of view which should be duly put into consideration. Fourthly, it is significant to jointly devise a solution with the workers, since the employee who contributes to the solution will be more prone to agree and act on it. The employer should discover ideas by asking open questions, stress on common grounds, and keep the dialogue on track, center on positive potentials as well as offering help such as further training, flexible work performance, redefining responsibilities and anticipations when working out solutions. The last measure that should be implemented in addressing the underperformance is monitoring the performance of the employees as well as encouraging them by providing the feedback on their performances. Meeting to review and discuss performance should be held in absence of an issue, since it acknowledges that the issue has been solved. Serious actions should be taken to an employee who does not improve their performance. Termination of employment may be the only option to the employees who does not improve to an acceptable standard (Australian Government, 2012). 8.4 Mentoring and Caching to support individuals and teams One of the important parts of organizational health and safety department is strategies for developing the abilities of employees through mentoring and coaching. The major benefits to individuals’ workers from coaching powerfully associate to those factors that are measured to drive employee engagement which includes motivation and dedication. These benefits improves the commitment and motivation in responsibility, work relationships, competence of high level, augmented gratification with job, integrity and trust, training support, solutions identification as well as personal confidence. Coaching also positively impacted the employees’ commitment (European Mentoring and Coaching Council, 2012). 8.5 Variances The organization experienced variance due to high cost of the staff as well as the shortage of knowledge whereby it was proposed that the employees who were not showing any improvement to be terminated. In addition, the training and coaching was introduced in the organization in order to enhance the skills of the employees so as to increase the productivity in the organization. The variance in the organizational health and safety department came from the implementation of the new technology that was proposed in order to enhance the effectiveness of the department. On the other hand, the change price of the materials used in manufacturing electronic goods went up which caused the variance of the funds budgeted for buying the materials 8. 6 Policies, Procedures and Records In Organizational health and safety department, successful management of health and safety of the employees relies on the dedication, consultation as well as co-operation. Everyone understands the necessity for health and safety and their part in making the workplace safer and how they can fulfill their responsibilities and task. The organizational health and safety management system is formal whereby all the records are documented. The system is complete and in orderly manner which makes it easy for the managers and employees to follow and also leads to better outcomes for the department. (Victorian workcover Authority, 2001). References Australian Government. (2012). Managing Underperformance. Canberra: Commonwealth of Australia. Bluff, E., & Gunningham, N. (2004). Principle, process, performance or what? New approaches to OHS standards setting. OHS regulation for a changing world of work, 4-42. Coelho, J. F. G. M., & Moy, D. (2003). The new performance evaluation methodology and its integration with management systems. The TQM Magazine, 15(1), 25-29. European Mentoring and Coaching Council. (2012). A strategic Approach to Coaching in Organizations. The International Journal of Mentoring and Coaching , 13. Juglaret, F., Rallo, J. M., Textoris, R., Guarnieri, F., & Garbolino, E. (2011). New Balanced Scorecard leading indicators to monitor performance variability in OHS management systems. In Proceedings of the fourth resilience engineering symposium. Kennedy, C. A., Amick III, B. C., Dennerlein, J. T., Brewer, S., Catli, S., Williams, R., ... & Rempel, D. (2010). Systematic review of the role of occupational health and safety interventions in the prevention of upper extremity musculoskeletal symptoms, signs, disorders, injuries, claims and lost time. Journal of occupational rehabilitation, 20(2), 127-162. McDonald, M., Mors, T. A., & Phillips, A. W. (2003). Management system integration: can it be done?. Quality Progress, 36(10), 67-74. Victorian Work cover Authority. (2001). Getting Started with Workplace Health and Safety. Victoria: Victorian Workcover Authority. Read More