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Unit 2 - Admin Assistant in the Work Environment
Unit 2 - Admin Assistant in the Work Environment
Unit 2 - Admin Assistant in the Work Environment
Unit 2 - Admin Assistant in the Work Environment
Unit 2 - Admin Assistant in the Work Environment
Unit 2 - Admin Assistant in the Work Environment
Unit 2 - Admin Assistant in the Work Environment
Unit 2 - Admin Assistant in the Work Environment
Unit 2 - Admin Assistant in the Work Environment
Unit 2 - Admin Assistant in the Work Environment
Unit 2 - Admin Assistant in the Work Environment
Unit 2 - Admin Assistant in the Work Environment
Unit 2 - Admin Assistant in the Work Environment
Unit 2 - Admin Assistant in the Work Environment
Unit 2 - Admin Assistant in the Work Environment
Unit 2 - Admin Assistant in the Work Environment
Unit 2 - Admin Assistant in the Work Environment
Unit 2 - Admin Assistant in the Work Environment
Unit 2 - Admin Assistant in the Work Environment
Unit 2 - Admin Assistant in the Work Environment
Unit 2 - Admin Assistant in the Work Environment
Unit 2 - Admin Assistant in the Work Environment
Unit 2 - Admin Assistant in the Work Environment
Unit 2 - Admin Assistant in the Work Environment
Unit 2 - Admin Assistant in the Work Environment
Unit 2 - Admin Assistant in the Work Environment
Unit 2 - Admin Assistant in the Work Environment
Unit 2 - Admin Assistant in the Work Environment
Unit 2 - Admin Assistant in the Work Environment
Unit 2 - Admin Assistant in the Work Environment
Unit 2 - Admin Assistant in the Work Environment
Unit 2 - Admin Assistant in the Work Environment
Unit 2 - Admin Assistant in the Work Environment
Unit 2 - Admin Assistant in the Work Environment
Unit 2 - Admin Assistant in the Work Environment
Unit 2 - Admin Assistant in the Work Environment
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Unit 2 - Admin Assistant in the Work Environment

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  • 1. Describe Factors Affecting the Administrative Assistant in the Work Environment Admin Services Outcome 2 © Inspiring Education 2006
  • 2. Learning Outcomes <ul><li>Changes in Today’s Business Environment. </li></ul><ul><li>Working Practices in Today’s Business Environment. </li></ul><ul><ul><li>Full Time </li></ul></ul><ul><ul><li>Part Time </li></ul></ul><ul><ul><li>Flexi-Time </li></ul></ul><ul><ul><li>Job Share </li></ul></ul><ul><ul><li>Homeworking </li></ul></ul><ul><ul><li>Teleworking </li></ul></ul><ul><ul><li>Hot Desking </li></ul></ul><ul><li>Contract Of Employment </li></ul><ul><li>Different Types of Contracts </li></ul><ul><li>Providing a Healthy &amp; Safe Working Environment </li></ul><ul><li>Security Measures </li></ul><ul><li>Health &amp; Safety Legislation </li></ul>© Inspiring Education 2006
  • 3. Today’s Business Environment <ul><li>The working practices in today’s business environment are in place to ensure that the needs of the employee are met. </li></ul><ul><li>As a result there are many different types of working practices which organisations now offer their employees. </li></ul><ul><li>The reasons why there has been a dramatic change in working practices are: </li></ul><ul><ul><li>Changes in technology. </li></ul></ul><ul><ul><li>Changes in employee’s lifestyles – the return of working mothers for example. </li></ul></ul><ul><ul><li>Increased competition – organisations have to fight to get the best employees out there. </li></ul></ul>© Inspiring Education 2006
  • 4. Benefits of the new Working Practices to an Organisation <ul><li>The organisation benefits in many ways by offering their employees a working practice which best suits their needs: </li></ul><ul><ul><li>There is lower staff turnover therefore the organisation saves money. </li></ul></ul><ul><ul><li>The employees feel valued therefore are motivated – this results in higher productivity for the organisation. </li></ul></ul><ul><ul><li>If the employees are happy in their working environment, then they are less likely to take time off work. </li></ul></ul><ul><ul><li>The organisation builds up an excellent reputation of looking after its employees therefore more and more will want to come and work for the organisation. </li></ul></ul>© Inspiring Education 2006
  • 5. Benefits of the new Working Practices for the Employee <ul><li>The employee benefits in many ways by receiving a working practice which best suits his/her needs: </li></ul><ul><ul><li>The balance between work-life and home-life can be better achieved – it is easier to meet the challenges of work as well as commitments at home. </li></ul></ul><ul><ul><li>The employee will tend not to be as stressed if he/she is working hours suited to his/her needs. </li></ul></ul><ul><ul><li>The longer an employee stays with an organisation, the more opportunities he/she will receive to build up their skills and knowledge and progress in his/her career. </li></ul></ul>© Inspiring Education 2006
  • 6. Working Practices in Today’s Business Environment <ul><li>There are a variety of working practices which currently exist in today’s business environment: </li></ul><ul><ul><li>Full-time </li></ul></ul><ul><ul><li>Part-time </li></ul></ul><ul><ul><li>Flexi-Time </li></ul></ul><ul><ul><li>Job Share </li></ul></ul><ul><ul><li>Homeworking </li></ul></ul><ul><ul><li>Teleworking </li></ul></ul><ul><ul><li>Hot Desking </li></ul></ul>© Inspiring Education 2006 We are now going to discover what each of these working practices actually mean and analyse how they affect both the organisation and the employee.
  • 7. Working Practices - Full Time <ul><li>This type of working practice means that the employee works a specified number of hours. </li></ul><ul><li>Usually, this means that the employee works from 9 am until 5 pm. </li></ul><ul><li>In the UK it is reported that employees work the longest average full-time week – a grand total of 41 hours! </li></ul>© Inspiring Education 2006
  • 8. Working Practices - Full Time Effects on the Organisation and the Employee <ul><li>The organisation is able to build a relationship with its employees. </li></ul><ul><li>Employees are able to develop and grow by taking training courses. </li></ul><ul><li>The organisation will have a consistent workforce – less likely for there to be a high turnover. </li></ul><ul><li>It is expensive to offer employees full time contracts. </li></ul><ul><li>If an employee has a long term period of absence, then the organisation will need to hire someone to temporarily fill the position – this is also very expensive. </li></ul>© Inspiring Education 2006 THE ORGANISATION THE EMPLOYEE <ul><li>The employee feels a great sense of security and is therefore motivated to do well. </li></ul><ul><li>The employee is more likely to be offered promotion. </li></ul><ul><li>The employee is able to develop his/her skills. </li></ul><ul><li>The employee is required to work a set amount of hours each week – this can make other commitments (family) very difficult to meet. </li></ul>
  • 9. Working Practices - Part Time <ul><li>This type of working practice means that the employee works an agreed amount of hours each week. </li></ul><ul><li>The employee will agree with his/her Manager what hours are to be worked. </li></ul><ul><li>Depending upon the nature of the job, this will determine the hours worked. </li></ul><ul><li>Examples of part time hours are: </li></ul><ul><ul><li>3 days a week. </li></ul></ul><ul><ul><li>5 half days each week. </li></ul></ul><ul><ul><li>2 full days and 2 half days. </li></ul></ul>© Inspiring Education 2006
  • 10. Working Practices - Part Time Effects on the Organisation and the Employee <ul><li>The employees who are focussed on their work for a shorter period of time tend to be very productive – the employees are able to give their full commitment and are not as tired of the tasks compared to an employee who works 5 full days a week. </li></ul><ul><li>Changes in society have resulted in organisations finding it very easy to recruit employees who wish to work this way. </li></ul><ul><li>If more and more people are working part time then more money will be required to train the extra staff – very expensive for the organisation. </li></ul><ul><li>Also, it could be more difficult for managers to supervise all employees if they are not in full time. </li></ul>© Inspiring Education 2006 THE ORGANISATION THE EMPLOYEE <ul><li>The employee is able to get a good balance between work life and home life. </li></ul><ul><li>The employee will be more focussed working on tasks fewer days of the week therefore will be more motivated in his/her job. </li></ul><ul><li>The employee will receive pay lower than if he/she were working a full time job. </li></ul><ul><li>Many part time employees feel that they do not have a great status in the organisation – are perhaps devalued by senior management. </li></ul><ul><li>Difficult to attend meetings, training courses etc May miss out on opportunities. </li></ul>
  • 11. Working Practices - Flexi Time <ul><li>Flexi time means that the employee can be FLEXIBLE with his/her working hours. </li></ul><ul><li>The employee must work CORE hours – this means that during specific hours (for example 10 am – 12 noon and 2 pm – 4 pm) the employee must be present in the office. </li></ul><ul><li>The employee is able to decide when they start and finish as long as they work the minimum number of hours in a week. </li></ul>© Inspiring Education 2006
  • 12. Working Practices - Flexi Time Effects on the Organisation and the Employee <ul><li>It is very easy to supervise the hours each employee is working as a computerised system can log when each employee has signed in and out of the building. </li></ul><ul><li>The organisation is able to build a reputation of offering flexibility to its employees. </li></ul><ul><li>Enabling employees to choose their own starting and finishing times reduces the need for them to take time off for appointments – they can now work around their own hours. </li></ul><ul><li>Managers have to ensure that when they say it is okay for a member of staff to have a flexi day that there is indeed enough personnel to cover the work for that afternoon or day. </li></ul>© Inspiring Education 2006 THE ORGANISATION THE EMPLOYEE <ul><li>The employee will feel more motivated that he/she is in control of their own working hours. </li></ul><ul><li>The employee will be able to have a balance between work life and other commitments. </li></ul><ul><li>If the employee has a very demanding schedule and is working longer hours at the beginning of the month, then he/she will be able to build up flexi time so that they can have an afternoon or day off at the end of the month. </li></ul><ul><li>Some managers may not agree to flexi time being offered – this could cause resentment. </li></ul>
  • 13. Working Practices - Job Share <ul><li>This type of working practice means that two people share the duties and responsibilities of one full time job. </li></ul><ul><li>The employees will share the same workstation and other resources. </li></ul><ul><li>This type of working practice is always carried out on a voluntary basis i.e the employee(s) have requested the arrangement from his/her Line Manager. </li></ul><ul><li>The pay and benefits are shared between the two employees. </li></ul><ul><li>Often, existing employees who wish to start a family or simply reduce their working hours will request this arrangement so that they can continue their career with more suitable working hours. </li></ul>© Inspiring Education 2006
  • 14. Working Practices - Job Share Effects on the Organisation and the Employee <ul><li>The organisation is able to retain good staff. </li></ul><ul><li>The employees, having asked for the arrangement, will be highly committed to ensuring it works. </li></ul><ul><li>If the employees do not communicate well with one another then important decisions may not be made and the standard of work could diminish. </li></ul><ul><li>If one employee is off for a long period of time this would mean that for half the week work was not being completed. </li></ul>© Inspiring Education 2006 THE ORGANISATION THE EMPLOYEE <ul><li>The employees would be able to balance work life and home life. </li></ul><ul><li>The employees would be highly committed to doing a good job. </li></ul><ul><li>The employees may not agree who works which half of the week. </li></ul><ul><li>There may be an inappropriate handover time whereby important information is not communicated. </li></ul><ul><li>There may be duplication of work because responsibilities have not been split properly. </li></ul><ul><li>The employee only receives half of the pay and benefits. </li></ul>
  • 15. Working Practices - Homeworking <ul><li>The advancement in Information Communications Technology has led to a dramatic increase in the number of employees who now work from home. </li></ul><ul><li>The organisation equips the employee with all the required resources and the employee carries out his/her daily duties from home. </li></ul><ul><li>At times the employee will be required to travel into the office eg. Meetings, interviews, training course etc. </li></ul>© Inspiring Education 2006
  • 16. Working Practices - Teleworking <ul><li>The advancement in Information Communications Technology has also resulted in more and more teleworkers. </li></ul><ul><li>Teleworkers rely heavily on the use of the Internet and other forms of electronic communications such as mobile phones and broadband. </li></ul><ul><li>Teleworkers can also work from home however they are more associated to those employees who have to travel a lot in their job. </li></ul><ul><li>For example: </li></ul><ul><ul><li>Senior Executives who oversee a number of different organisations and have to visit on a regular basis for updates and meetings. </li></ul></ul><ul><ul><li>Sales Representatives who each day travel from one client’s offices to the next. </li></ul></ul>© Inspiring Education 2006
  • 17. Working Practices - Homeworking &amp; Teleworking Effects on the Organisation and the Employee <ul><li>The organisation has to pay less on accommodation – lighting, workstations etc. </li></ul><ul><li>The employees may prefer to work from home and as a result be more productive. </li></ul><ul><li>If there was a fault with the IT then communications would be very difficult with the employee and important tasks may not be completed. </li></ul><ul><li>It is very difficult to supervise exactly how well the employee is working. </li></ul>© Inspiring Education 2006 THE ORGANISATION THE EMPLOYEE <ul><li>The employee is able to balance work life and home life more easily. </li></ul><ul><li>The employee may feel more relaxed in his/her home environment and as a result be more productive. </li></ul><ul><li>It may be difficult for the employee to receive help to solve a problem if needed straight away. </li></ul><ul><li>The employee could feel very isolated and removed from the team ethos in the office. </li></ul><ul><li>The employee may miss out on important information regarding meetings. </li></ul>
  • 18. Working Practices - Hot Desking <ul><li>For those employees who are not based in the office, hot desks are created to enable them to book a workstation when they require to spend time in the office. </li></ul><ul><li>The employee is able to use the facilities of a workstation and have access to files and other resources however when finished all the resources must be cleared away so that the desk is available for another employee to use. </li></ul>© Inspiring Education 2006
  • 19. Working Practices - Hot Desking Effects on the Organisation and the Employee <ul><li>The organisation is able to save money on resources as they are being shared by the employees and require less office space. </li></ul><ul><li>This type of system encourages employees to have a very disciplined approach to ensuring that all files etc are stored away correctly. </li></ul><ul><li>There may be a lot of arguments if employees wish to use the hot desks at the same time. </li></ul><ul><li>The system could become overbooked resulting in less productivity. </li></ul>© Inspiring Education 2006 THE ORGANISATION THE EMPLOYEE <ul><li>The employee is able to use the resources he/she requires by booking a hot-desk. </li></ul><ul><li>The employee will benefit from being back in the team environment. </li></ul><ul><li>The employee may not be able to access a hot desk and waste a whole day. </li></ul>
  • 20. Contract of Employment <ul><li>So far the discussion has shown the different ways in which people can work. </li></ul><ul><li>Attention must now be given to HOW people work. </li></ul><ul><li>The first thing a person receives upon starting a job is a CONTRACT OF EMPLOYMENT. </li></ul><ul><li>The purpose of a Contract of Employment is a legal agreement between the organisation and the employee stating the rights of the employee and his/her conditions of employment. </li></ul>© Inspiring Education 2006
  • 21. Features of a Contract of Employment <ul><li>The following will be included in a Contract of Employment: </li></ul><ul><ul><li>Details of the organisation. </li></ul></ul><ul><ul><li>Personal details of the employee. </li></ul></ul><ul><ul><li>The employee’s job title, role and responsibilities. </li></ul></ul><ul><ul><li>The amount of hours the employee is required to work each week/month. </li></ul></ul><ul><ul><li>The employee’s salary. </li></ul></ul><ul><ul><li>The working conditions: details relating to sick leave; holiday entitlements; discipline procedures etc. </li></ul></ul>© Inspiring Education 2006
  • 22. The Different Types of Job Contracts <ul><li>There are a number of contracts which an organisation may offer: </li></ul>© Inspiring Education 2006 TYPES OF CONTRACT <ul><li>PERMANENT </li></ul><ul><li>This means that the employee has a contract to work with the organisation all the time. </li></ul><ul><li>There is no end date on the contract. </li></ul><ul><li>TEMPORARY </li></ul><ul><li>This means that the employee’s contract can be terminated at any time. </li></ul><ul><li>This is often given to employees as a trial – if they get on well, a permanent contract may be offered. </li></ul><ul><li>FULL TIME </li></ul><ul><li>This means that the employee has a contract to work in the organisation for a specific number of hours. </li></ul><ul><li>full time hours in the UK averages at 41 hours per week. </li></ul><ul><li>PART TIME </li></ul><ul><li>This means that the employee works less than the full time hours. </li></ul><ul><li>FIXED TERM </li></ul><ul><li>This means that the employee works for a specific amount of time then leaves the organisation. </li></ul><ul><li>Very common in seasonal employment eg Christmas workers. </li></ul>
  • 23. Providing a Healthy &amp; Safe Working Environment <ul><li>It is very important that all employees and visitors to an organisation feel safe at all times. </li></ul><ul><li>There are many different pieces of legislation which all organisations must follow to ensure that this is the case at all times. </li></ul><ul><li>It is important that the employer ensures that the organisation has a very clear Health &amp; Safety Policy and that all employees are aware of what this is. </li></ul><ul><li>Employers must ensure that employees are trained on a regular basis and informed of any changes to the policies immediately. </li></ul>© Inspiring Education 2006
  • 24. A Health &amp; Safety Policy <ul><li>A Health &amp; Safety Policy will include the following: </li></ul><ul><ul><li>The organisation’s commitment to Health &amp; Safety. </li></ul></ul><ul><ul><li>Procedures for dealing with accidents and injuries. </li></ul></ul><ul><ul><li>Procedures for dealing with fire prevention. </li></ul></ul><ul><ul><li>Procedures for dealing with training all employees on health &amp; safety issues. </li></ul></ul>© Inspiring Education 2006
  • 25. Security Measures Taken By An Organisation <ul><li>There is a number of security measures an organisation can take to ensure a secure working environment: </li></ul><ul><ul><li>Staff sign in and sign out at the Reception to monitor staff movement. </li></ul></ul><ul><ul><li>Issue all employees and customers with an ID badge which will show they have been given permission to enter the building. </li></ul></ul><ul><ul><li>Use CCTV in and around the premises. </li></ul></ul><ul><ul><li>Employ security guards to monitor the Reception area and the surrounding areas of the premises. </li></ul></ul><ul><ul><li>Ensure that access to computers is controlled by issuing all employees with a unique username, password and log-on. </li></ul></ul>© Inspiring Education 2006
  • 26. Health &amp; Safety Legislation <ul><li>The following pieces of legislation will now be studied: </li></ul><ul><ul><li>The Offices, Shops &amp; Railway Premises Act 1963. </li></ul></ul><ul><ul><li>The Health &amp; Safety at Work Act 1974. </li></ul></ul><ul><ul><li>Health &amp; Safety ( Display Screen Equipment ) Regulations 1992. </li></ul></ul><ul><ul><li>The Health &amp; Safety (First Aid) Regulations 1981. </li></ul></ul><ul><ul><li>Fire Precautions (Places of Work) Regulations 1995. </li></ul></ul>© Inspiring Education 2006
  • 27. The Offices, Shops &amp; Railway Premises Act 1963 <ul><li>This Act is designed to ensure that employers comply with the following: </li></ul><ul><ul><li>A high standard of cleanliness at all times. </li></ul></ul><ul><ul><li>Appropriate heating, lighting and ventilation for employees to work in. </li></ul></ul><ul><ul><li>An adequate provision of toilets and cleaning areas. </li></ul></ul><ul><ul><li>Clean drinking water – many organisations now have water fountains based in each Department so that employees can access it at any time of the day. </li></ul></ul>© Inspiring Education 2006
  • 28. The Health &amp; Safety at Work Act 1974 <ul><li>This Act is designed to ensure that EVERYONE in the organisation is provided with a safe working environment. </li></ul><ul><li>The Act outlines the following: </li></ul><ul><ul><li>The responsibilities of the employer. </li></ul></ul><ul><ul><li>The responsibilities of the employee. </li></ul></ul>© Inspiring Education 2006
  • 29. Health &amp; Safety at Work Act 1974 – the EMPLOYER’S responsibilities <ul><li>The employer must ensure that the following are provided in order to comply with legislation: </li></ul><ul><ul><li>Look after employee’s welfare eg offer free eye tests. </li></ul></ul><ul><ul><li>Provide protective clothing where necessary. For example, on a building site all employees must wear protective hats and shoes; in a hospital all staff must wear gloves when treating patients. </li></ul></ul><ul><ul><li>Provide First Aid facilities. It is important that there are First Aiders within the workplace and that all First Aid kits are fully stocked. </li></ul></ul><ul><ul><li>Keep records of any accidents or incidents which occur. </li></ul></ul><ul><ul><li>Prepare a Health &amp; Safety policy so that all staff are aware of the organisation&apos;s policies and procedures and know what to do in an emergency. </li></ul></ul>© Inspiring Education 2006
  • 30. Health &amp; Safety at Work Act 1974 – the EMPLOYEE’S responsibilities <ul><li>All employees have responsibilities in ensuring that the legislation is followed at all times. Employees must ensure: </li></ul><ul><ul><li>That they look after their own health and safety. </li></ul></ul><ul><ul><li>That they take care of their colleagues’ health &amp; safety. </li></ul></ul><ul><ul><li>That they report any accidents or faulty pieces of equipment immediately. </li></ul></ul><ul><ul><li>That they cooperate at all times with their employer to make sure that the workplace is a healthy and safe environment at all times. </li></ul></ul>© Inspiring Education 2006
  • 31. Health &amp; Safety ( Display Screen Equipment ) Regulations 1992 <ul><li>This Act is designed to ensure that EVERYONE in the organisation is provided with a workstation that meets the needs of the employee and causes no harm. </li></ul><ul><li>The Act outlines the following: </li></ul><ul><ul><li>The responsibilities of the employer. </li></ul></ul><ul><ul><li>The responsibilities of the employee. </li></ul></ul>© Inspiring Education 2006
  • 32. HASAW (DSE) 1992 – the EMPLOYER’S responsibilities <ul><li>The employer must ensure that the following steps are taken to make sure that the legislation is being followed: </li></ul><ul><ul><li>All workstations must meet the minimum requirements eg footrests; brightness control. </li></ul></ul><ul><ul><li>Employees should be offered free eye tests and glasses if required. </li></ul></ul><ul><ul><li>Ensure that equipment is safe to use. </li></ul></ul><ul><ul><li>Enforce breaks – these are essential as employees should not work at the PC constantly. </li></ul></ul><ul><ul><li>Supply anti-glare screens to prevent headaches. </li></ul></ul><ul><ul><li>Provide employees with appropriate training. </li></ul></ul>© Inspiring Education 2006
  • 33. <ul><li>All employees of the organisation have responsibilities in ensuring that the legislation is followed at all times. Employees must ensure: </li></ul><ul><ul><li>That they use equipment properly. </li></ul></ul><ul><ul><li>That they use adjustable brightness control, colour etc to their individual needs. </li></ul></ul><ul><ul><li>That they use chairs correctly – chairs will have adjustable back rests. </li></ul></ul><ul><ul><li>That they use anti-glare screens for the VDUs. </li></ul></ul>HASAW (DSE) 1992 – the EMPLOYEE’S responsibilities © Inspiring Education 2006
  • 34. The Health &amp; Safety (First Aid) Regulations 1981 <ul><li>This Act is designed to ensure that employers have first aid provision within the organisation at all times. </li></ul><ul><li>This requires the organisation to ensure the following: </li></ul><ul><ul><li>That there is an adequate amount of First Aiders on site at any given time. </li></ul></ul><ul><ul><li>That there are suitable numbers of First Aid Kits available at any time – all kits must be appropriately stocked. </li></ul></ul><ul><ul><li>That all staff are trained on First Aid procedures: </li></ul></ul><ul><ul><ul><li>Who to report the accident to. </li></ul></ul></ul><ul><ul><ul><li>Where First Aiders are located. </li></ul></ul></ul><ul><ul><ul><li>Emergency Numbers to phone – internally and externally. </li></ul></ul></ul>© Inspiring Education 2006
  • 35. Fire Precautions (Places of Work) Regulations 1995 <ul><li>This Act is designed to ensure that employers have a sound fire prevention procedure set in place to protect all employees and visitors to the organisation. </li></ul><ul><li>The following steps should be taken by employers to ensure that the working environment is safe at all times: </li></ul><ul><ul><li>Have regular checks by the Fire Brigade to assess fire extinguishers and fire drill procedures. </li></ul></ul><ul><ul><li>Send allocated staff on training courses so that they can become “Marshals” for the organisation – these employees will help co-ordinate the fire procedures. </li></ul></ul><ul><ul><li>Make sure that all exits are clear at all times. </li></ul></ul><ul><ul><li>Ensure that there are adequate provisions for disabled people so that they can evacuate safely when required to do so. </li></ul></ul><ul><ul><li>Train all employees how to look after their working environment and what to do in the case of a fire. </li></ul></ul>© Inspiring Education 2006
  • 36. The Role of the Health &amp; Safety Executive (HSE) <ul><li>It is important that Health &amp; Safety Legislation is monitored on a regular basis to ensure that people are working in safe working environments at all times. </li></ul><ul><li>HSE inspectors have the authority to visit organisations at any time they wish without informing them that they are going to turn up! </li></ul><ul><li>If, upon inspection, the HSE is concerned at the organisation’s Health &amp; Safety policies then the following steps can be taken: </li></ul><ul><ul><li>The organisation may be asked to improve a specific factor eg. Ensuring all exit routes are cleared at all times or to improve their standard of equipment. The organisation would be given a certain period of time to achieve this in. </li></ul></ul><ul><ul><li>A fine may be given to the employer as a result of breaching the legislation, depending on the severity of the breach of legislation, the employer could be prosecuted and face imprisonment. </li></ul></ul>© Inspiring Education 2006

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