Purpose & Use of H&S Performance Flashcards
List the purposes of performance measurement
To assess the effectiveness and appropriateness of H&S objectives and arrangements in terms of hardware and software
To measure and reward success
To use the results as a basis for making recommendations for a review of current management systems
To maintain and improve H&S performance
What is meant by hardware?
Plant, premises, substances etc.
What is meant by software?
People, procedures, systems etc.
What are the outcomes of performance measurement?
To provide information on how the system operates in practice
To identify areas where remedial action is required
To provide a basis for continual improvement
To provide feedback and motivation
What is meant by active?
Active means ‘before it happens’
What is meant by reactive?
Reactive means ‘after it has happened’
What is the aim of active monitoring?
Active monitoring provides information on compliance with pre-determined standards and can be used as a predictor of future performance.
What is the aim of reactive monitoring?
Reactive monitoring relies on past data on loss-causing events and therefore only provides a historical picture of performance
What is meant by Key Performance Indicators (KPIs)
KPIs are quantifiable measures that an organisation can use to assess the degree to which strategic and operational goals have been met.
What is the focus of KPIs?
To focus on aspects of performance that are the most critical for the current and future success of the organisation.
How can KPIs be more effective?
They need to be measured frequently, should be easy to understand in terms of corrective action needed to be taken, and of relevance to the senior management team.
Provides examples of KPIs that may be used as a measure of H&S performance
Employee perception of management commitment
Number of safety inspections for the month
Number of non-conformance with legal or internal standards in safety inspections
Percentage of attendance at H&S committee meetings
Percentage of issues raised by H&S reps actioned
Percentage of staff with adequate H&S training
Lost time due to accidents
Explain what is meant by ‘Leading Indicators’
Leading indicators involve precursors that may lead to an accident, injury or disease.
They focus on improving H&S performance and reducing the probability of serious accident.
They can be used to monitor the effectiveness of the H&S management system before accidents, incidents and failures happen. They can also be used to prevent or control their occurrence.
Provide examples of leading indicators
Proportion of employees who have access to occupational health services
Percentage of tests of safety critical equipment completed within a required time frame
Percentage of required risk assessments carried out
Percentage of required training completed
Percentage of incidents investigated with corrective actions applied
Number of observations of behavior and inspections conducted
What are the main features of leading indicators?
Be predictive
Highlight even small improvements in performance
Measure positively what is being done, rather than negatively what is failing to be done
Generate frequent feedback
Make it clear what needs to be done to lead to improvement
Explain what is meant by ‘Lagging Indicators’
Lagging indicators measure loss events that have already occurred.
They quantify an organisations safety performance in terms of past incident statistics such as numbers of incidents, reported accidents etc.
Most industries use these indicators as a measure of the outcomes of their management of H&S however, they provide insufficient information to ensure the success of the H&S management process since they promote reactive rather than proactive management.
Provide examples of lagging indicators
Injury frequency & severity
RIDDOR reportable incidents
Lost workdays
Workers compensation costs
What are the benefits of using leading indicators?
Leading indicators highlight the positive aspects of an organisation and help to confirm that correct procedures are in place.
What are the benefits of using lagging indicators?
Lagging indicators highlight the number of negative issues that have occurred in an organisation, such as the number of accidents or fatalities.
What is the main difference between leading and lagging indicators?
Leading indicators tend to be very specific, focusing on particular aspects of a H&S management system, whereas lagging indicators are non-specific since the number of accidents or fatalities that may be reported could be due to all sorts of causes which the indicator does not specify.
When setting good objectives for a business; they need to be SMART; what is meant by this?
SPECIFIC
as to what you want to achieve
MEASURABLE
So you know if they have been met
ACHIEVABLE
Attainable
REALISTIC
Realistically achievable with the resources you have
TIMELY
Set a reasonable timescale to achieve them
When measuring performance against objectives; what is meant by ‘active systems’?
Provide examples.
Active systems are those which monitor the achievement of objectives and the extent of compliance with standards.
EXAMPLES
Monitoring the safety of plant and equipment, compliance with safe systems of work, safe behavior of employees
When measuring performance against objectives; what is meant by ‘reactive systems’?
Provide examples.
Reactive systems, which monitor the achievement of objectives and the extent of compliance with standards.
EXAMPLES
Investigations into accidents should determine underlying causes, weaknesses, any need for training; and changes or replacement required in machinery, substances of working methods.
When discussing control measures; explain what is meant by a ‘formal control system’
The formal control system can be either authoritarian or consultative.
To be effective, each person needs to know those areas where he must conform to a predetermined plan and those areas where he can exercise some discretion.
When discussing control measures; explain what is meant by a ‘informal control system’
An informal control system is where working groups establish and enforce the group norms.
The ideal situation is where the individual and group targets coincide with the organisational targets.
Explain the four types of review that may be carried out
Daily Assessment - Supervisor
Monthly Review - Sectional Manager
Quarterly Review - Department
Annual Review - Whole Organisation
