Presented by Mark Wright FEFO Consulting & Clare Morris, Levant Consulting
Whats covered?
How do you manage change to effectively control psychosocial risk?
Research has shown that initiatives implemented with effective change management activities are six times more likely to succeed. This webinar will outline highlight why the management of change is important and tips to successfully management transformational change.
Key takeaways:
• Why is change important?
• Health and Safety Index change management benchmark results
• Planning a successful change transformation and taking a human centred approach
o become a successful, thriving social organization, you have to address the mental (business), physical (technology), and emotional (people) aspects of the change social brings, and then build healthy habits over time that help you realize benefits faster. Here are 10 tips we think will help any organization succeed.
o become a successful, thriving social organization, you have to address the mental (business), physical (technology), and emotional (people) aspects of the change social brings, and then build healthy habits over time that help you realize benefits faster. Here are 10 tips we think will help any organization succeed.
People Risks, Compliance Motivation and Culture Part 2 Ve 20090818Keryl Egan
Part 2 uses the hypothetical Blue Sky Bank to illustrate how Influencer methodology provides a framework for cultural change to achieve improved compliance motivation and corporate social responsibility.
Ignore middle managers at your peril!!!. Why middle managers hold the key to ...IQ Business - agility@IQ
Lack of Executive buy-in is known to be one the leading causes of failed Agile transformations! But what about another level of management buy-in that can either make or break your agile transformation efforts… Middle management!
Based on my experience in large corporate organisations undergoing an agile transformation, I have encountered massive support and buy-in from senior leadership and executives. Yet, still some of these transformations have failed to see the significant improvement in results that there were expecting. Middle management are often overlooked in Agile transformation initiatives, yet they are the people most effected by the change… and therefore the most likely to resist.
August Community of Practice Webinar - How to manage resistance to change!Prosci ANZ
"It's not easy to change things. Things fight back." Marty Rubin
Resistance to change - it's the most common barrier to change and left unchecked, can damage project success and benefit realisation.
In this interactive webinar, we will cover:
- Unpacking resistance - what it is and what it looks like
- How to make the case for intervening early and often
- Snapshot of Prosci Best Practices
- Top 5 tips from our consulting team
- Q&A
Psychosocial Risk Series : Mental Fitness – Opening up Conversationsmyosh team
Presented by Mark Wright FEFO Consulting & Vicky Worland, Gotcha4Life Foundation
Whats covered?
How to prepare your organisation to be mentally fit?
This webinar provides tips.
Key takeaways:
• Why open up the conversation?
• Tips to engage, educate and empower by building mental fitness
• Examples of creating meaningful mateship, emotional muscle, and social connection to end suicide.
Organizations have invested years in shaping up the leadership behaviors and in building a culture of high performance and a committed workforce. All of this is at stake today, owing to the ongoing pandemic – one of the biggest health crises ever – Covid19, pushing every organization to think differently about their leader behaviors to build a resilient organization, and a thriving culture.
The work of HR part two the flow ofinformation and work.docxchristalgrieg
The work of HR part two: the flow of
information and work
Harnessing
the power
of corporate
culture
STRATEGIC COMMENTARY
Laurent Jaquenoud
e-HR
Employee self-service at RDF
HOW TO...
Integrate corporate culture and
employee engagement
PRACTITIONER PROFILE
Julie Bass, Groupama
METRICS
Rating intellectual capital
HR AT WORK
Tailored recognition at Lloyds TSB
Asset Finance
HR AT WORK
Transport for London’s
non-traditional training
REWARDS
Communicating employee
recognition at MDOT
RESEARCH AND RESULTS
Effective recruiting tied to stronger
financial results
September/October 2005
Volume 4, Issue 6
PAGE 20
DEPARTMENTS
Ethics and strategy innovation at Citigroup
How O2 built the business case for
engagement
Creating a business-focused IT function
Developing leaders for a sustainable
global society
Defining the strategic agenda for HR
FEATURES
by Dave Ulrich and Wayne Brockbank
32 Volume 4 Issue 6 September/October 2005
VER THE PAST DECADE, increasing
focus has been placed on the role that
businesses can – and should – play in
contributing to a sustainable global society.
Failure to face up to these challenges has significant costs.
Increasingly, a firm’s long-term competitiveness is
dependent on how creatively and adroitly its leaders
manage at the intersection of financial, social and
environmental objectives.
Responsibility for assuring that leaders at all levels in
the firm are ready to meet these rising expectations is
widely shared throughout the corporation, but HR
professionals, particularly those responsible for leadership
development, can be at the forefront of the effort.
To be in this vanguard, leadership development
experts must reflect on two critical questions: What
kind of leader is called for? And how do we develop
individuals with these capabilities? Since 1999 the
Aspen Institute’s Business and Society Program has
been convening experts in leadership development
from academic institutions, corporations and
professional service firms around the world, inviting
them to share insights on these questions. This article
details what we have learned so far from conversations
with these leading thinkers.
A new model for business leadership
If we are now expecting businesses to operate with a
longer-term view that takes social and environmental
impacts into account, we need a new model of
leadership to achieve that result. Typically, “new
model” leaders:
• are able to span boundaries, listen to diverse
constituencies and be willing to be altered by any of
these inputs;
• have the courage to make tough decisions in a way
that acknowledges the often conflicting
values/expectations of these constituencies;
• are enriched, not overwhelmed, by complexity and
diversity;
• build a team that is stronger than its individual parts;
• see the firm in a larger context, considering social and
environmental issues beyond the corporation’s gates;
• move beyond solving specific problems or addressing
particular needs ...
Psychosocial Risk Series – 1. ISO 45003 vs Model Code of Practicemyosh team
Presented by Mark Wright & Bec Crompton, FEFO Consulting
Whats covered?
What is the difference between ISO 45003 vs Model Code of Practice?
This webinar will provide an outline typical psychosocial factors and difference between the international standard ISO 45003 vs the SafeWork Australia Model Code of Practice.
Key takeaways:
• What are psychosocial requirements
• How to get started?
• Useful resources to help manage psychosocial risks.
Chapter 6Our Coherence Framework is simplexity.” Simplexity is .docxmccormicknadine86
Chapter 6
Our Coherence Framework is “simplexity.” Simplexity is not a real word, but it is a valuable concept. Simplexity means that you take a difficult problem and identify a small number of key factors (about four to six)—this is the simple part. And then you make these factors gel under the reality of action with its pressures, politics, and personalities in the situation—this is the complex part. In the case of our framework, there are only four big chunks and their interrelationships. Not only are these components dynamic but they also get refined over time in the setting in which you work. You have to focus on the right things, but you also must learn as you go. One of our favorite insights came from a retired CEO from a very successful company who, when asked about the most important thing he has learned about leadership, responded by say- ing, “It is more important to be right at the end of the meeting than the most important thing he has learned about leadership, responded by saying- ing, “It is more important to be right at the end of the meeting than the beginning” (David Cote, Honeywell, nyti.ms/1chUHqp). He was using this as a metaphor for a good change process: leaders influence the group, but they also learn from it. In fact, joint learning is what happens in effective change processes. If you are right at the beginning of the meeting, you are right only in your mind. If you are right at the notional end of the meeting, it means that you have processed the ideas with the group. McKinsey & Company conducted a study of leaders in the social sector (education et al.) and opened their report with these words: “chronic underinvestment [in leadership development] is placing increasing demands on social sector leaders” (Callanan, Gardner, Mendonca, & Scott, 2014). Their conclusions are right in our wheelhouse. In the survey of 200 social sector leaders, participants rated four critical attributes: balancing innovation with implementation, building executive teams, collaborating, and manag- ing outcomes. Survey respondents found themselves and their peers to be deficient in all four domains. In one table, they show the priorities—ability to innovate and implement, ability to surround selves with talented teams, collaboration, and ability to manage to outcomes—in terms of how respon- dents rated themselves and rated their peers as strong in the given domain. Both sets of scores were low—all below 40 percent. Collaboration, for example, was rated as 24 percent (self-rating) and 24 percent (rating of their peers). So the top capabilities are in short supply. Leaders build coherence when they combine the four components of our Coherence Framework with meeting the varied needs of the complex organizations they lead. Coherence making is a forever job because people come and go, and the situational dynamics are always in flux. They actively develop lateral and vertical connections so that the collaborative culture is deepened and drives dee ...
Critical Control Leadership & Verifications: Operationalising Critical Contro...myosh team
The integrity and success of most critical risk management systems are often determined by the quality of safety leadership within the business.
Not only do leaders need to ensure that the frontline workforce is adequately enabled to implement the appropriate critical controls at the task level, but they also need to support their workers through regular in-field reviews and verifications to ensure controls are present and effective.
These infield interactions require leaders to have a mix of technical and interpersonal skills, to be able to coach the workforce to build critical control knowledge, as well as inviting open and collaborative discussions when gaps are identified, or improvement ideas are raised.
Explore:
- The role of the safety leadership within a critical risk management system
- Interpersonal communication strategies for an effective infield critical control verification process
- Understanding and responding to absent or ineffective controls
- Encouraging ongoing continuous improvement within the work planning and safety management system
Understanding Injury Risk in Ageing Workers for a Sustainable Workforcemyosh team
Opportunities for change in our approach to reducing injury risk in our ageing workforce, particularly with the emerging focus on psychosocial factors contributing to musculoskeletal injury workers compensation claims.
Learn about the latest technologies and research for identifying, managing and reviewing our approach for a sustainable workforce of the future.
More Related Content
Similar to Psychosocial Risk Series : Change Management
People Risks, Compliance Motivation and Culture Part 2 Ve 20090818Keryl Egan
Part 2 uses the hypothetical Blue Sky Bank to illustrate how Influencer methodology provides a framework for cultural change to achieve improved compliance motivation and corporate social responsibility.
Ignore middle managers at your peril!!!. Why middle managers hold the key to ...IQ Business - agility@IQ
Lack of Executive buy-in is known to be one the leading causes of failed Agile transformations! But what about another level of management buy-in that can either make or break your agile transformation efforts… Middle management!
Based on my experience in large corporate organisations undergoing an agile transformation, I have encountered massive support and buy-in from senior leadership and executives. Yet, still some of these transformations have failed to see the significant improvement in results that there were expecting. Middle management are often overlooked in Agile transformation initiatives, yet they are the people most effected by the change… and therefore the most likely to resist.
August Community of Practice Webinar - How to manage resistance to change!Prosci ANZ
"It's not easy to change things. Things fight back." Marty Rubin
Resistance to change - it's the most common barrier to change and left unchecked, can damage project success and benefit realisation.
In this interactive webinar, we will cover:
- Unpacking resistance - what it is and what it looks like
- How to make the case for intervening early and often
- Snapshot of Prosci Best Practices
- Top 5 tips from our consulting team
- Q&A
Psychosocial Risk Series : Mental Fitness – Opening up Conversationsmyosh team
Presented by Mark Wright FEFO Consulting & Vicky Worland, Gotcha4Life Foundation
Whats covered?
How to prepare your organisation to be mentally fit?
This webinar provides tips.
Key takeaways:
• Why open up the conversation?
• Tips to engage, educate and empower by building mental fitness
• Examples of creating meaningful mateship, emotional muscle, and social connection to end suicide.
Organizations have invested years in shaping up the leadership behaviors and in building a culture of high performance and a committed workforce. All of this is at stake today, owing to the ongoing pandemic – one of the biggest health crises ever – Covid19, pushing every organization to think differently about their leader behaviors to build a resilient organization, and a thriving culture.
The work of HR part two the flow ofinformation and work.docxchristalgrieg
The work of HR part two: the flow of
information and work
Harnessing
the power
of corporate
culture
STRATEGIC COMMENTARY
Laurent Jaquenoud
e-HR
Employee self-service at RDF
HOW TO...
Integrate corporate culture and
employee engagement
PRACTITIONER PROFILE
Julie Bass, Groupama
METRICS
Rating intellectual capital
HR AT WORK
Tailored recognition at Lloyds TSB
Asset Finance
HR AT WORK
Transport for London’s
non-traditional training
REWARDS
Communicating employee
recognition at MDOT
RESEARCH AND RESULTS
Effective recruiting tied to stronger
financial results
September/October 2005
Volume 4, Issue 6
PAGE 20
DEPARTMENTS
Ethics and strategy innovation at Citigroup
How O2 built the business case for
engagement
Creating a business-focused IT function
Developing leaders for a sustainable
global society
Defining the strategic agenda for HR
FEATURES
by Dave Ulrich and Wayne Brockbank
32 Volume 4 Issue 6 September/October 2005
VER THE PAST DECADE, increasing
focus has been placed on the role that
businesses can – and should – play in
contributing to a sustainable global society.
Failure to face up to these challenges has significant costs.
Increasingly, a firm’s long-term competitiveness is
dependent on how creatively and adroitly its leaders
manage at the intersection of financial, social and
environmental objectives.
Responsibility for assuring that leaders at all levels in
the firm are ready to meet these rising expectations is
widely shared throughout the corporation, but HR
professionals, particularly those responsible for leadership
development, can be at the forefront of the effort.
To be in this vanguard, leadership development
experts must reflect on two critical questions: What
kind of leader is called for? And how do we develop
individuals with these capabilities? Since 1999 the
Aspen Institute’s Business and Society Program has
been convening experts in leadership development
from academic institutions, corporations and
professional service firms around the world, inviting
them to share insights on these questions. This article
details what we have learned so far from conversations
with these leading thinkers.
A new model for business leadership
If we are now expecting businesses to operate with a
longer-term view that takes social and environmental
impacts into account, we need a new model of
leadership to achieve that result. Typically, “new
model” leaders:
• are able to span boundaries, listen to diverse
constituencies and be willing to be altered by any of
these inputs;
• have the courage to make tough decisions in a way
that acknowledges the often conflicting
values/expectations of these constituencies;
• are enriched, not overwhelmed, by complexity and
diversity;
• build a team that is stronger than its individual parts;
• see the firm in a larger context, considering social and
environmental issues beyond the corporation’s gates;
• move beyond solving specific problems or addressing
particular needs ...
Psychosocial Risk Series – 1. ISO 45003 vs Model Code of Practicemyosh team
Presented by Mark Wright & Bec Crompton, FEFO Consulting
Whats covered?
What is the difference between ISO 45003 vs Model Code of Practice?
This webinar will provide an outline typical psychosocial factors and difference between the international standard ISO 45003 vs the SafeWork Australia Model Code of Practice.
Key takeaways:
• What are psychosocial requirements
• How to get started?
• Useful resources to help manage psychosocial risks.
Chapter 6Our Coherence Framework is simplexity.” Simplexity is .docxmccormicknadine86
Chapter 6
Our Coherence Framework is “simplexity.” Simplexity is not a real word, but it is a valuable concept. Simplexity means that you take a difficult problem and identify a small number of key factors (about four to six)—this is the simple part. And then you make these factors gel under the reality of action with its pressures, politics, and personalities in the situation—this is the complex part. In the case of our framework, there are only four big chunks and their interrelationships. Not only are these components dynamic but they also get refined over time in the setting in which you work. You have to focus on the right things, but you also must learn as you go. One of our favorite insights came from a retired CEO from a very successful company who, when asked about the most important thing he has learned about leadership, responded by say- ing, “It is more important to be right at the end of the meeting than the most important thing he has learned about leadership, responded by saying- ing, “It is more important to be right at the end of the meeting than the beginning” (David Cote, Honeywell, nyti.ms/1chUHqp). He was using this as a metaphor for a good change process: leaders influence the group, but they also learn from it. In fact, joint learning is what happens in effective change processes. If you are right at the beginning of the meeting, you are right only in your mind. If you are right at the notional end of the meeting, it means that you have processed the ideas with the group. McKinsey & Company conducted a study of leaders in the social sector (education et al.) and opened their report with these words: “chronic underinvestment [in leadership development] is placing increasing demands on social sector leaders” (Callanan, Gardner, Mendonca, & Scott, 2014). Their conclusions are right in our wheelhouse. In the survey of 200 social sector leaders, participants rated four critical attributes: balancing innovation with implementation, building executive teams, collaborating, and manag- ing outcomes. Survey respondents found themselves and their peers to be deficient in all four domains. In one table, they show the priorities—ability to innovate and implement, ability to surround selves with talented teams, collaboration, and ability to manage to outcomes—in terms of how respon- dents rated themselves and rated their peers as strong in the given domain. Both sets of scores were low—all below 40 percent. Collaboration, for example, was rated as 24 percent (self-rating) and 24 percent (rating of their peers). So the top capabilities are in short supply. Leaders build coherence when they combine the four components of our Coherence Framework with meeting the varied needs of the complex organizations they lead. Coherence making is a forever job because people come and go, and the situational dynamics are always in flux. They actively develop lateral and vertical connections so that the collaborative culture is deepened and drives dee ...
Critical Control Leadership & Verifications: Operationalising Critical Contro...myosh team
The integrity and success of most critical risk management systems are often determined by the quality of safety leadership within the business.
Not only do leaders need to ensure that the frontline workforce is adequately enabled to implement the appropriate critical controls at the task level, but they also need to support their workers through regular in-field reviews and verifications to ensure controls are present and effective.
These infield interactions require leaders to have a mix of technical and interpersonal skills, to be able to coach the workforce to build critical control knowledge, as well as inviting open and collaborative discussions when gaps are identified, or improvement ideas are raised.
Explore:
- The role of the safety leadership within a critical risk management system
- Interpersonal communication strategies for an effective infield critical control verification process
- Understanding and responding to absent or ineffective controls
- Encouraging ongoing continuous improvement within the work planning and safety management system
Understanding Injury Risk in Ageing Workers for a Sustainable Workforcemyosh team
Opportunities for change in our approach to reducing injury risk in our ageing workforce, particularly with the emerging focus on psychosocial factors contributing to musculoskeletal injury workers compensation claims.
Learn about the latest technologies and research for identifying, managing and reviewing our approach for a sustainable workforce of the future.
Benchmarking: Explore Unique Ways to Reflect, Learn and Improvemyosh team
Presented by Adam Clampett, Associate Director, FEFO Consulting and Luke Bonner, General Manager Health, Safety, Environment & Heritage
What’s covered?
Often organizations, teams, and individuals feel so busy, they forget to stop, reflect, and learn from others.
Both internal and external benchmarking is a great to compare performance and find new innovative ways to learn and improve.
Join us to learning more about benchmarking:
What are key attributes of effective benchmarking?
What is the difference between ‘opinion-based’ and ‘evidence-based’ benchmarking?
Learn how to apply benchmarking through practical case studies
Safety vs Wellbeing Programs – How to Boost Employee Engagementmyosh team
Presented by Greg Stark, Founder and Director of Better Being
What’s covered?
According to Maslow, there are four fundamental foundations that we must achieve before realising our potential: physiological needs, safety needs, love and belonging, and esteem. Often organisations skip straight to ‘safety’ to address employee wellbeing, however physiological needs form the basis of our health. Sleep, mindset, nutrition, and movement must be considered.
In this webinar, the Director of Better Being, Greg Stark, will explore these foundations and help you identify best practice for your business.
Understanding how Maslow’s hierarchy of needs fits into the employee experience
Steps to determine what wellbeing programs to implement
Strategies to support the physiological wellbeing of employees
Offering ready-to-use eLearning courses that can be branded and tailored for your organisation
Complete custom course creation services
Flexible Licensing and Delivery options allowing you to own the courses and host yourself or on myoshLearn
Mobile device compatible
Psychosocial Dx: Identifying Invisible 45003 Factorsmyosh team
EFO Consulting has designed a Psychosocial Dx to measure performance, apply reliable benchmarks and Levers for action.
Can surveys be used to assess risk or only identify hazard?
What options are available to manage psychosocial factors that are simple pragmatic and value add?
Join us during this webinar to understand Psychosocial Diagnostic (Dx) options and methods of responding to range of psychosocial regulations and industry guidance:
Options available to identify hazards and assess risks that are often invisible
Understand specific areas of exposure, job demands, job resources and the impact these have on work outcomes.
Utilise reliable Levers to prevent, respond and promote healthy workplaces and high performance.
Case studies of transferring legal requirements and theory into practices that add value.
myosh Critical Control Management Presentation.pdfmyosh team
The myosh Critical Control Management (CCM) module reduces the likelihood of incidents by automating the CCM process. Critical Control verification is incorporated into everyday processes such as regular workplace inspections.
Psychosocial Risk Series : Change Managementmyosh team
Presented by Mark Wright FEFO Consulting & Clare Morris, Levant Consulting
Whats covered?
How do you manage change to effectively control psychosocial risk?
Research has shown that initiatives implemented with effective change management activities are six times more likely to succeed. This webinar will outline highlight why the management of change is important and tips to successfully management transformational change.
Key takeaways:
• Why is change important?
• Health and Safety Index change management benchmark results
• Planning a successful change transformation and taking a human centred approach
Presented by Renee Dawson, Practice Manager, Greencap, Dr Michael Taylor, Practice Manager Occupational Hygiene & Phoebe Gane, National Practice Lead for Health & Safety
Whats covered?
During the past three years many organisations, business leaders, teams and H&S professionals have had to navigate situations that feel complex.
This dynamic landscape has required organisations and their leaders to be flexible and respond efficiently to emerging risks and potential opportunities. Navigating complexity is not new to the Health & Safety Professional, business leaders and their teams. However, it is helpful to recognise when you are navigating unpredictability and adjust your decision-making process and approach to respond successfully.
In this panel discussion, Greencap will present and explore recent case studies where a decision-making framework was successfully used to navigate and respond to health and safety risks and unforeseen challenges. The discussion aims to provide participants with examples of how to:
• Successfully approach and navigate health & safety challenges;
• Adjust the decision-making process to suit the unique needs of the situation; and
• Respond in a contextually appropriate way.
Psychosocial Risk Series : HR vs Safety – Psychosocial Ownershipmyosh team
Presented by Bec Crompton, FEFO Consulting & Joanna Hull, Hull Consulting
Whats covered?
This webinar will outline risk management principles and options when assigning ownership and managing psychosocial factors.
Key takeaways:
• Psychosocial factors and relationship between Human Resources and Health & Safety function
• Considerations when assigning the management of psychosocial risks
• Tips to collaborate, assign ownership and effectively manage psychosocial risk
The State of Safety Culture in Mining Webinar - Slides.pdfmyosh team
Presented by Anthony Gibbs and Dr Amy Hawkes (Head of Psychology, Sentis)
Whats covered?
Providing raw materials that are critical to economies around the world while ensuring a safe, productive operation is a delicate balance. In an environment where rising costs, social and geopolitical risks, infrastructure shortages and resource nationalism are common, mining organisations face unique challenges.
Join Sentis’ CEO Anthony Gibbs and Head of Psychology Dr Amy Hawkes as they explore the attitudes and behaviours of those working in mining along with challenges and opportunities within the sector to create actionable insights.
Throughout this discussion we’ll explore:
• Key findings from our newest report representing all frontline and leadership levels from the coal, metal ore and non-metallic minerals subsectors
• How the mining industry stacks up against cross-industry benchmarks for safety culture performance
• Considerations to improve contractor integration and relationships between the frontline and management
• Real life feedback from workers to illustrate day to day challenges
• How to take steps to foster a better, safer organisation
Operational Leadership and Critical Risk Managementmyosh team
Presented by Mark Cooper, Principal Consultant, Sentis
Whats covered?
High hazard activities rely on rules, procedures and standards to specify ‘safe operation’. While these standards are usually written by experts, they may not universally apply to every situation or operational context. A recent review of over 160 serious incidents across multiple industry sectors, identified that 49% of control failures involved intentional ‘workarounds’. This is not to suggest that workers are defiantly flouting rules or expectations. In fact, often workaround behaviours can be linked back to operational leadership and organisational factors.
Operational leaders set the tone and help shape the environment within which critical controls are managed. They act as role models, define what’s expected and influence behaviours and attitudes through their actions and words. In this webinar we’ll target the role of leadership in critical control management processes.
In this webinar, Sentis Principal Consultant Mark Cooper will explore:
• The psychology of risk, risk taking and risk management
• Strategies for leaders to promote, influence and reinforce the importance of critical control management
• The benefits of examining the ways your work is affected by latent operational and corporate influences.
The old traditional, reactive process of assessing WMSD in a task is changing. Digital technology has allowed a much more proactive and prevention focused way which allows non experts to produce quick, objective, accurate, cost effective and reliable results. We can now make data driven decisions by doing automated manual task risk assessments using wearable sensors which produce instant and relevant reporting to target the key hazards.
ICMM Critical Control Management Implementation Guidemyosh team
The International Council on Mining and Metals (ICMM) has published the Health and Safety Critical Control Management Good Practice Guide (Good Practice Guide) (2015), which
outlines the approach to critical
control management (CCM) for use in the mining and metals industry. This document provides guidance to implement the CCM approach in the Good Practice Guide. It also provides history and context of the approach, potential benefits and obstacles, and
how an organisation can adopt CCM.
Code of practice - Mine Safety Management Systemmyosh team
This Code provides guidance for mine operators on meeting the requirements of the WHS Mines Regulations and the WHS General Regulations in relation to establishing and implementing a mine safety management system for a mine.
The Code may also be a useful reference for persons conducting a business or undertaking (PCBU) at a mine or other persons interested in complying with the duties under the WHS legislation.
Key work health and safety statistics Queensland 2021myosh team
Safe Work Australia compiles the Work-related Traumatic Injury Fatalities data set which provides national
statistics on all workers and bystanders fatally injured at work. This report presents a summary of Queensland
results from this dataset, based on Safe Work Australia’s Key WHS Statistics report and results for Australia.
The national data set includes a range of information sources, such as:
Underreporting and the Implications for Serious Injury and Fatality Preventionmyosh team
Presented by Anthony Gibbs, (CEO Sentis), Dr Amy
Hawkes, (Head of Psychology at Sentis) and Warren Smith
Whats covered?
Research suggests that one in five recordable incidents and near misses have serious or fatal outcome potential—regardless of the actual outcome severity. Yet many organisations struggle with underreporting and classification of their more serious incidents.
Understanding the system and culture factors that contribute to underreporting and your organisation’s risk exposure is the first step to building a more mature reporting culture.
In this webinar, Sentis CEO Anthony Gibbs will interview Dr Amy Hawkes, Head of Psychology at Sentis, and Warren Smith, Founder of Incident Analytics, to explore:
• the importance of accurately identifying serious injury/fatality potential events
• key drivers of underreporting
• the importance of weak signals to future serious events
• some practical ideas and strategies you can implement to improve the way your organisation responds to incident reports.
Webinar – OKR vs KPI: Measuring Health and Safety Metrics that Mattermyosh team
Presented by Mark Wright, MD, FEFO Consulting
What’s covered?
Is your health & safety strategy effective?
Do your metrics allow you to learn, adjust and improve?
If either your strategy is wrong or metrics are in effective, there is a good chance there are lost opportunities for success.
The Objective Results (OKR) approach to setting goals is a great way to effectively support a strategy and has been used at Google, LinkedIn Airbnb, and many more. OKR’s are often complimented by Key Performance Indicators (KPI)
Webinar : The Intangibles – Do We Need to Change Our Focusmyosh team
Presented by Adam Turns, Symplexi
What’s covered?
In safety we like to measure things. But does what we measure tell us what we really need? Does what we do, actually do what we want it to?
In this webinar, Adam Turns will ask you to consider some of your common beliefs around safety and why they are important. We’ll explore systems and culture and the things we currently measure, as well as touching on why changing our focus to some of the intangibles like trust, responsibility and commitment may be in our best interests.
Webinar – Safety Leadership, Thinking as a Hostmyosh team
The responsibility of Leadership can feel overwhelming, not least when all the literature, books and memes depict leaders as heroes. Heroes are expected to be, well, heroic. In safety leadership terms this means having all the answers, making the big calls, motivating people, being inspirational!
Leading as a host is a more realistic proposition. Leading isn’t all about being front and centre. As a host leader its more important to know when it’s time to step forward and when it’s time to step back. This webinar aims to re-frame safety leadership utilising the host leadership approach and will provide insights into alternative leadership practices.
Oprah Winfrey: A Leader in Media, Philanthropy, and Empowerment | CIO Women M...CIOWomenMagazine
This person is none other than Oprah Winfrey, a highly influential figure whose impact extends beyond television. This article will delve into the remarkable life and lasting legacy of Oprah. Her story serves as a reminder of the importance of perseverance, compassion, and firm determination.
Artificial intelligence (AI) offers new opportunities to radically reinvent the way we do business. This study explores how CEOs and top decision makers around the world are responding to the transformative potential of AI.
Senior Project and Engineering Leader Jim Smith.pdfJim Smith
I am a Project and Engineering Leader with extensive experience as a Business Operations Leader, Technical Project Manager, Engineering Manager and Operations Experience for Domestic and International companies such as Electrolux, Carrier, and Deutz. I have developed new products using Stage Gate development/MS Project/JIRA, for the pro-duction of Medical Equipment, Large Commercial Refrigeration Systems, Appliances, HVAC, and Diesel engines.
My experience includes:
Managed customized engineered refrigeration system projects with high voltage power panels from quote to ship, coordinating actions between electrical engineering, mechanical design and application engineering, purchasing, production, test, quality assurance and field installation. Managed projects $25k to $1M per project; 4-8 per month. (Hussmann refrigeration)
Successfully developed the $15-20M yearly corporate capital strategy for manufacturing, with the Executive Team and key stakeholders. Created project scope and specifications, business case, ROI, managed project plans with key personnel for nine consumer product manufacturing and distribution sites; to support the company’s strategic sales plan.
Over 15 years of experience managing and developing cost improvement projects with key Stakeholders, site Manufacturing Engineers, Mechanical Engineers, Maintenance, and facility support personnel to optimize pro-duction operations, safety, EHS, and new product development. (BioLab, Deutz, Caire)
Experience working as a Technical Manager developing new products with chemical engineers and packaging engineers to enhance and reduce the cost of retail products. I have led the activities of multiple engineering groups with diverse backgrounds.
Great experience managing the product development of products which utilize complex electrical controls, high voltage power panels, product testing, and commissioning.
Created project scope, business case, ROI for multiple capital projects to support electrotechnical assembly and CPG goods. Identified project cost, risk, success criteria, and performed equipment qualifications. (Carrier, Electrolux, Biolab, Price, Hussmann)
Created detailed projects plans using MS Project, Gant charts in excel, and updated new product development in Jira for stakeholders and project team members including critical path.
Great knowledge of ISO9001, NFPA, OSHA regulations.
User level knowledge of MRP/SAP, MS Project, Powerpoint, Visio, Mastercontrol, JIRA, Power BI and Tableau.
I appreciate your consideration, and look forward to discussing this role with you, and how I can lead your company’s growth and profitability. I can be contacted via LinkedIn via phone or E Mail.
Jim Smith
678-993-7195
jimsmith30024@gmail.com
The case study discusses the potential of drone delivery and the challenges that need to be addressed before it becomes widespread.
Key takeaways:
Drone delivery is in its early stages: Amazon's trial in the UK demonstrates the potential for faster deliveries, but it's still limited by regulations and technology.
Regulations are a major hurdle: Safety concerns around drone collisions with airplanes and people have led to restrictions on flight height and location.
Other challenges exist: Who will use drone delivery the most? Is it cost-effective compared to traditional delivery trucks?
Discussion questions:
Managerial challenges: Integrating drones requires planning for new infrastructure, training staff, and navigating regulations. There are also marketing and recruitment considerations specific to this technology.
External forces vary by country: Regulations, consumer acceptance, and infrastructure all differ between countries.
Demographics matter: Younger generations might be more receptive to drone delivery, while older populations might have concerns.
Stakeholders for Amazon: Customers, regulators, aviation authorities, and competitors are all stakeholders. Regulators likely hold the greatest influence as they determine the feasibility of drone delivery.
The Team Member and Guest Experience - Lead and Take Care of your restaurant team. They are the people closest to and delivering Hospitality to your paying Guests!
Make the call, and we can assist you.
408-784-7371
Foodservice Consulting + Design
1. Psychosocial Risk Series
Part 2 of 4: Change Management – Levant Consulting
Terry Swanton
Director,
Fefo Consulting
Clare Morris
Board Director,
Client Director
Levant Consulting
1. ISO 45003 vs Model Code of Practice
2. Change Management Today
3. Opening up the Conversation 9 Nov
4. HR vs Safety 16 Nov
2. 2
#2 Change Management
Webinar Series Context
#4 Roles: HR vs WHS
#1 Psychosocial
Factors
#3 Opening the
Conversation
Hull Consulting
3. About Levant Consulting
3
We work with leaders to achieve
strategic and commercial
outcomes by framing, designing
and delivering change.
Global experience
20 countries, 5 continents. Our
consultants have
been there.
We’re 10
We’ve enjoyed continuous and
spectacular growth since our
launch in 2012.
Local reach
We’re established in Melbourne
and Sydney and growing in
Canberra.
Big 4 background
Deloitte, PwC, IBM, EY, Accenture.
Mercer, SMS and a couple of
others too.
4. Health & Wellbeing Benchmark Results
4
Expectations
Trust in Leaders
Teamwork & Collaboration
Supportive Environment
Recognition & Praise
Change Management
Values & Beliefs
Safety Leadership
Safety Engagement
Safety Systems
Health & Wellbeing
Health & Wellbeing Results
Levers for Action – 30 Sept 2022
5. Poll #1
5
Question: Can you think of a time where you have been going
through lots of change both at home and at work and you have got to
a point where you didn’t think you could deal with any more change?
How did you feel? Select the most predominant.
Options:
A. Couldn't concentrate
B. Content
C. Overwhelmed
D. Uncomfortable
E. Anxious
F. Happy
6. 6
“The typical organisation today has
undertaken five major firmwide changes in
the past three years”
“75% expect to multiply the types of major
change initiatives they will undertake in the
next three years.”
www.gartner.com
9. 9
Stakeholder Centric-Change
PROJECT
PROJECT
PROJECT
Change across
projects aligned to
each stakeholder
group.
Stakeholder Group Stakeholder Group Stakeholder Group
Stakeholder-Centric Change
PROJECT
PROJECT
Stakeholder Group Stakeholder Group Stakeholder Group
Change driven by the
catalyst – e.g. projects.
Project-driven Change
PROJECT
TYPICAL APPROACH A STAKEHOLDER CENTRIC
APPROACH
10. 10
1. Understand your audience
2. Understand the landscape
3. Base your plan on the experience
11. 11
WHAT | THE FUNCTIONAL LAYER
Understanding what role your stakeholder plays will help you
shape a functional response; i.e. what do they need to keep
performing that role?
FUNCTION
CHANGE IMPACT
FREQUENCY OF
USE
SERVICES
ROLE
LEVEL
WHO | THE DEMOGRAPHIC LAYER
Understanding more about who your stakeholder is can help you
shape a behavioural response; i.e. what sorts of actions are they
likely to take?
AGE
FAMILY STATUS INCOME
GENDER
LOCATION
TENURE
WHY | THE MOTIVATIONAL LAYER
Understanding more about who your stakeholder’s motivation
can help you shape their attitudes; i.e. what might they respond
to more positively?
ATTITUDES
GOALS PREFERENCES
PERSONALITY
BIAS
SOCIAL STYLE
Understand Your Audience
13. 13
Plan Around The Experience
“I understand why
we are getting
new tech and the
direction we are
heading”
“I’m excited about the
transformation we’re
undertaking and am
clear on the changes
and impacts”
“We are in a good
position to
transition. I’m clear
on what we need to
do, by when, and I
feel supported.”
“I’m ready to play
my new role. I’m
really building my
capability.”
14. 14
Further Information
Download
Guide
Comparison ISO 45003 vs Model Code of Practice:
Managing Psychosocial Hazards at Work
Download
eBook
Stakeholder Centric Change
Management [Free eBook]
Book a
Demo
Online surveys enabling organisations to
measure, focus an act on improvements that matter!
info@fefo.com.au | fefo.com.au
15. SAFETY & ENVIRONMENT
STRATEGY
HEALTH & SAFETY SURVEYS
TRAINING & LEADERSHIP
DEVELOPMENT
MANAGEMENT SYSTEMS
SAFETY IN DESIGN
FEDERAL SAFETY
COMMISSIONER
CHAIN OF RESPONSIBILITY
EVENT SAFETY
HEALTH & WELLBEING
P S Y C H O S O C I A L R I S K
A S S E S S M E N T S
S T R AT E G Y
T E A M / J O B D E S I G N
S Y S T E M S A N D
P R O C E S S E S
T R A I N I N G
P S Y C H O L O G I C A L
I L L N E S S
I N V E S T I G AT I O N S
RISK & ASSURANCE
BUSINESS RISK
DUE DILIGENCE
CRITICAL RISK MANAGEMENT
CONTRACTOR MANAGEMENT
INVESTIGATIONS
AUDIT & ASSURANCE
Subscribe
Email
Phone
Website
15
