The document discusses workplace communication and participation. It covers obtaining and conveying workplace information through questioning, active listening, and following communication procedures. It also discusses participating in meetings by expressing opinions, following protocols, and implementing outcomes. The final part covers completing relevant documents like forms accurately and recording workplace data.
This presentation was used in One day Workshop on HSEQ Management System in an Integrated Format for OMNI Group Power Plants.
Regards
SAAD ABDUL WAHAB (HSE Specialist)
92 333 3235554, saadawkhan@yahoo.com
The document outlines the key components of an effective construction site safety program, including assigning responsibilities, hazard identification and control, training, and enforcing safety rules. It discusses establishing performance goals and rewarding safe behavior, as well as reviewing incidents and taking corrective actions. Personal protective equipment and ongoing program evaluation are also covered. The benefits of an effective safety program and the hidden costs of accidents are reviewed. The roles of supervisors, safety coordinators, and a work plan for implementing safety are described.
The document discusses OHSAS 18001, an internationally applied British Standard for occupational health and safety management systems. OHSAS 18001 helps organizations implement sound occupational health and safety practices. It involves identifying hazards and risks, establishing policies and objectives, implementing programs to manage risks, monitoring performance, investigating incidents, and conducting management reviews and audits to ensure continual improvement of the occupational health and safety system.
Raza Shah has completed coursework for an MS in Project Management. He has done lead auditor training for several ISO standards and teaches MBA students as a visiting faculty member. He works as the Chief Editor of "Monthly Bitehqeeq" to promote research in Pakistan.
Technical and vocational education training not only helps the learner but also provides industry-specific graduates and productivity increases. The curriculum developers should prepare industry relevant curricula.
Lisa McGann is an experienced administrative assistant and safety professional. She has over 15 years of experience in roles such as administrative assistant, safety consultant, environmental health and safety advisor/specialist, and workers' compensation claims assistant. Her background includes managing workflows, answering phones, scheduling meetings, preparing reports and documentation, conducting safety inspections and training, investigating incidents, and ensuring regulatory compliance. She has a business administration degree and various safety and legal certifications.
This document discusses developing effective safety standards and procedures. It covers reviewing various safety programs and principles, developing rules and procedures to guide the safety process, and the importance of management commitment to safety. It also summarizes a presentation on the federal and state rulemaking process for safety standards and tips for developing plant-specific standards and procedures.
Reality Based Management Systems (RBMS) is an approach that involves all employees in the management process through communication and linking tasks to management elements. It applies the perspective of employees in real work situations to integrate them into a bottom-up, employee-centered management process. The RBMS has 14 elements including employee participation, leadership, hazard analysis, communication, and corrective actions. It aims to reduce costs and accidents by ensuring tasks and hazards are clearly documented and controls are established through the involvement of employees.
This presentation was used in One day Workshop on HSEQ Management System in an Integrated Format for OMNI Group Power Plants.
Regards
SAAD ABDUL WAHAB (HSE Specialist)
92 333 3235554, saadawkhan@yahoo.com
The document outlines the key components of an effective construction site safety program, including assigning responsibilities, hazard identification and control, training, and enforcing safety rules. It discusses establishing performance goals and rewarding safe behavior, as well as reviewing incidents and taking corrective actions. Personal protective equipment and ongoing program evaluation are also covered. The benefits of an effective safety program and the hidden costs of accidents are reviewed. The roles of supervisors, safety coordinators, and a work plan for implementing safety are described.
The document discusses OHSAS 18001, an internationally applied British Standard for occupational health and safety management systems. OHSAS 18001 helps organizations implement sound occupational health and safety practices. It involves identifying hazards and risks, establishing policies and objectives, implementing programs to manage risks, monitoring performance, investigating incidents, and conducting management reviews and audits to ensure continual improvement of the occupational health and safety system.
Raza Shah has completed coursework for an MS in Project Management. He has done lead auditor training for several ISO standards and teaches MBA students as a visiting faculty member. He works as the Chief Editor of "Monthly Bitehqeeq" to promote research in Pakistan.
Technical and vocational education training not only helps the learner but also provides industry-specific graduates and productivity increases. The curriculum developers should prepare industry relevant curricula.
Lisa McGann is an experienced administrative assistant and safety professional. She has over 15 years of experience in roles such as administrative assistant, safety consultant, environmental health and safety advisor/specialist, and workers' compensation claims assistant. Her background includes managing workflows, answering phones, scheduling meetings, preparing reports and documentation, conducting safety inspections and training, investigating incidents, and ensuring regulatory compliance. She has a business administration degree and various safety and legal certifications.
This document discusses developing effective safety standards and procedures. It covers reviewing various safety programs and principles, developing rules and procedures to guide the safety process, and the importance of management commitment to safety. It also summarizes a presentation on the federal and state rulemaking process for safety standards and tips for developing plant-specific standards and procedures.
Reality Based Management Systems (RBMS) is an approach that involves all employees in the management process through communication and linking tasks to management elements. It applies the perspective of employees in real work situations to integrate them into a bottom-up, employee-centered management process. The RBMS has 14 elements including employee participation, leadership, hazard analysis, communication, and corrective actions. It aims to reduce costs and accidents by ensuring tasks and hazards are clearly documented and controls are established through the involvement of employees.
This document outlines a competency-based curriculum module for working in a team environment. It includes 5 learning outcomes: 1) Describe team role and scope, 2) Identify own role and responsibility within team, 3) Work as a team member, 4) Work effectively with colleagues, and 5) Work in a socially diverse environment. For each learning outcome, it lists assessment criteria, content areas, conditions, methodologies, and assessment methods. The overall focus is developing the skills, knowledge, and attitudes to effectively identify one's role and responsibilities and work as a contributing member of a diverse team.
These are the slides put together by Craig Schroll, President of FIRECON, in his presentation at the ASSE Virtual Symposium
http://www.asse.org/education/virtualclassroom.php
This document discusses building a culture of compliance through managing employee competence. It outlines the need to get executive leadership and subject matter experts involved, provide clear messaging about expectations and consequences, and put supporting processes in place like a learning management system. HR can play an important role by identifying where compliance training can be embedded, preparing managers to support quality initiatives, and driving cultural change. Defining indicators of competence and responsibilities can help ensure consistency and that training improves job performance. HR has made a difference at the company by getting over 200 standard operating procedures identified for training within 2 years and establishing new processes.
This document discusses organizational/industrial psychology and the job selection and placement process. It covers the importance of selection and placement, the steps involved which include testing, applications, interviews, and decision making. Interview types and tips are provided. Work environment, safety, accidents, and improving employee morale are also summarized.
This document provides an orientation overview for Tammy Marie Baker as the new Director of Nursing. It outlines her core clinical and management competencies and responsibilities which include overseeing all clinical operations, staff, quality assurance measures and ensuring compliance with regulations. It also details her responsibilities for developing policies, procedures and teams to deliver quality home care services.
Training, Teaching and Learning Materials
(TTLM) Level – I
Sector: Economic Infrastructure
Occupation: Basic Clerical Works
Module Title: Participate in OHS Process Learning Guide
The document discusses the importance and benefits of implementing an effective compliance program at a health care organization. It outlines the key elements that should be included in a comprehensive compliance program, such as policies and procedures, oversight, education and training, auditing, reporting, and enforcement. An effective compliance program can help communicate an organization's commitment to ethics, prevent fines and penalties, and protect from liability. It is essential for health care providers to follow guidelines from the Office of Inspector General.
This document outlines the agenda and content for a training needs assessment seminar in Reykjavik. It discusses forces influencing today's workplace, defines training, and explains the systematic training design process. A key topic is training needs assessment, which is defined as a method to determine performance gaps and their causes in order to recommend training or other solutions. The document provides examples of competency definitions and describes different tools and sources used in training needs assessment, such as interviews, observations, and performance reviews.
The document summarizes key aspects of competency standards and units of competency. It defines competency as applying skills, knowledge and attitudes to perform work tasks to the expected workplace standard. Competency involves task skills, task management skills, contingency management skills, and job/role environment skills. The document also outlines the components of a unit of competency, including the unit code/title, descriptor, elements/performance criteria, range of variables, and evidence guide. It provides examples of how each component is used to specify the required skills and assess competency in a standardized way.
This document discusses competency-based training and assessment. It defines competency as applying skills, knowledge and attitudes to perform work tasks to the standard expected. Competency involves four key areas: task skills, task management skills, contingency management skills, and job/role environment skills.
The document then outlines the components of a unit of competency, which is the smallest assessable component. A unit of competency includes a code, title, descriptor, performance criteria, range of variables, and evidence guide to direct assessors. Competency standards provide benchmarks for skills and knowledge required to be considered competent in a workplace.
Hrm orientation and training by dessler garryTephkiantWun
This power point presentation covers topics related to human resource management orientation and training. It discusses what orientation and training are, their purposes, who is responsible for conducting them, and different methods for presenting orientation and assessing training needs. Some key points covered include defining orientation as introducing new employees to company policies and culture, the purposes of orientation being to help employees adjust and understand expectations, and different levels of orientation including organizational and departmental. Training methods discussed include on-the-job training, apprenticeships, lectures, and computer-based learning. The presentation also addresses evaluating the effectiveness of training programs.
The document discusses evaluating the effectiveness of human resource development (HRD) programs. It describes common purposes of evaluation such as determining if a program is meeting objectives and identifying strengths and weaknesses. Kirkpatrick's four-level model of evaluation involving reaction, learning, behavior, and results is discussed. Data collection methods that can be used for evaluation like interviews, questionnaires, and observations are also outlined.
2 Defining Auditor Learning Objectives: What an Auditor Needs to LearnISEAL Alliance
The document discusses defining learning objectives for social and environmental auditors. It identifies three broad learning objectives: knowledge, skills, and attitude. It provides examples of the types of knowledge, skills, and attitudes auditors need to effectively conduct audits, including knowledge of relevant laws and standards, interviewing and documentation skills, and having a culturally sensitive and objective attitude. The document also discusses sequencing learning objectives based on auditor levels and providing ongoing training to refresh and update auditors.
2: Defining Auditor Learning Objectives What An Auditor Needs To LearnRichardBrennan
The document discusses defining learning objectives for social and environmental auditors. It outlines that auditors need knowledge, skills, and attitudes. It provides examples of the types of knowledge needed, such as national laws and international conventions. It also gives examples of important skills like document review, interviewing, and identifying non-compliances. Regarding attitudes, it emphasizes the need for cultural sensitivity, objectiveness, and willingness to investigate issues thoroughly. The document encourages tailoring learning objectives to be specific to the relevant audit standard.
An induction programme is the process used within many businesses to welcome new employees to the company and prepare them for their new role. Induction training should, according to TPI-theory, include development of theoretical and practical skills, but also meet interaction needs that exist among the new employees
The document discusses key aspects of human resource management including human resource planning, employment laws, recruiting qualified employees, selection techniques, training methods, performance appraisal, compensation, and employee separation. It provides details on topics such as internal and external forecasting for human resource planning, federal employment laws, recruiting through job postings and external sources, selection tools like interviews and tests, common training methods, evaluating training programs, addressing errors in performance appraisal, types of compensation, and managing turnover.
This document outlines the key components and steps to establishing an effective Environmental Management System (EMS) according to ISO 14001. An EMS is a systematic approach used by organizations to develop and implement their environmental policy and manage their environmental impacts. The main components include developing an environmental policy, planning objectives and targets, implementing operational controls, checking performance, and reviewing to ensure continual improvement. Effective implementation requires commitment from top management and addressing potential barriers such as lack of resources or clear responsibilities.
Competency assessment involves collecting evidence to make a judgment about a person's achievement of performance standards. It focuses on applying knowledge, skills, and attitudes to perform work tasks to the expected standard. Competencies can be gained through various life experiences like education, training programs, and on-the-job experience. Key features of competency include being able to do the job, knowing how and why things are done, dealing with contingencies, and meeting workplace expectations. Competency assessment evaluates actual workplace skills and knowledge through evidence rather than where or how the skills were acquired.
This document is a 3 page job description for a HR Business Partner position. It outlines the general information about the role such as direct reports and stakeholders. The main responsibilities include contributing to the business and people strategies, implementing HR policies and processes, acting as a change agent, and communicating HR initiatives. Required competencies like HR strategy, communication, and change management are listed at an excelling level. The ideal candidate has 3-5 years of HR experience preferably in industry, a university degree, and ability to travel internationally and work in a matrix structure.
This document outlines a competency-based curriculum module for working in a team environment. It includes 5 learning outcomes: 1) Describe team role and scope, 2) Identify own role and responsibility within team, 3) Work as a team member, 4) Work effectively with colleagues, and 5) Work in a socially diverse environment. For each learning outcome, it lists assessment criteria, content areas, conditions, methodologies, and assessment methods. The overall focus is developing the skills, knowledge, and attitudes to effectively identify one's role and responsibilities and work as a contributing member of a diverse team.
These are the slides put together by Craig Schroll, President of FIRECON, in his presentation at the ASSE Virtual Symposium
http://www.asse.org/education/virtualclassroom.php
This document discusses building a culture of compliance through managing employee competence. It outlines the need to get executive leadership and subject matter experts involved, provide clear messaging about expectations and consequences, and put supporting processes in place like a learning management system. HR can play an important role by identifying where compliance training can be embedded, preparing managers to support quality initiatives, and driving cultural change. Defining indicators of competence and responsibilities can help ensure consistency and that training improves job performance. HR has made a difference at the company by getting over 200 standard operating procedures identified for training within 2 years and establishing new processes.
This document discusses organizational/industrial psychology and the job selection and placement process. It covers the importance of selection and placement, the steps involved which include testing, applications, interviews, and decision making. Interview types and tips are provided. Work environment, safety, accidents, and improving employee morale are also summarized.
This document provides an orientation overview for Tammy Marie Baker as the new Director of Nursing. It outlines her core clinical and management competencies and responsibilities which include overseeing all clinical operations, staff, quality assurance measures and ensuring compliance with regulations. It also details her responsibilities for developing policies, procedures and teams to deliver quality home care services.
Training, Teaching and Learning Materials
(TTLM) Level – I
Sector: Economic Infrastructure
Occupation: Basic Clerical Works
Module Title: Participate in OHS Process Learning Guide
The document discusses the importance and benefits of implementing an effective compliance program at a health care organization. It outlines the key elements that should be included in a comprehensive compliance program, such as policies and procedures, oversight, education and training, auditing, reporting, and enforcement. An effective compliance program can help communicate an organization's commitment to ethics, prevent fines and penalties, and protect from liability. It is essential for health care providers to follow guidelines from the Office of Inspector General.
This document outlines the agenda and content for a training needs assessment seminar in Reykjavik. It discusses forces influencing today's workplace, defines training, and explains the systematic training design process. A key topic is training needs assessment, which is defined as a method to determine performance gaps and their causes in order to recommend training or other solutions. The document provides examples of competency definitions and describes different tools and sources used in training needs assessment, such as interviews, observations, and performance reviews.
The document summarizes key aspects of competency standards and units of competency. It defines competency as applying skills, knowledge and attitudes to perform work tasks to the expected workplace standard. Competency involves task skills, task management skills, contingency management skills, and job/role environment skills. The document also outlines the components of a unit of competency, including the unit code/title, descriptor, elements/performance criteria, range of variables, and evidence guide. It provides examples of how each component is used to specify the required skills and assess competency in a standardized way.
This document discusses competency-based training and assessment. It defines competency as applying skills, knowledge and attitudes to perform work tasks to the standard expected. Competency involves four key areas: task skills, task management skills, contingency management skills, and job/role environment skills.
The document then outlines the components of a unit of competency, which is the smallest assessable component. A unit of competency includes a code, title, descriptor, performance criteria, range of variables, and evidence guide to direct assessors. Competency standards provide benchmarks for skills and knowledge required to be considered competent in a workplace.
Hrm orientation and training by dessler garryTephkiantWun
This power point presentation covers topics related to human resource management orientation and training. It discusses what orientation and training are, their purposes, who is responsible for conducting them, and different methods for presenting orientation and assessing training needs. Some key points covered include defining orientation as introducing new employees to company policies and culture, the purposes of orientation being to help employees adjust and understand expectations, and different levels of orientation including organizational and departmental. Training methods discussed include on-the-job training, apprenticeships, lectures, and computer-based learning. The presentation also addresses evaluating the effectiveness of training programs.
The document discusses evaluating the effectiveness of human resource development (HRD) programs. It describes common purposes of evaluation such as determining if a program is meeting objectives and identifying strengths and weaknesses. Kirkpatrick's four-level model of evaluation involving reaction, learning, behavior, and results is discussed. Data collection methods that can be used for evaluation like interviews, questionnaires, and observations are also outlined.
2 Defining Auditor Learning Objectives: What an Auditor Needs to LearnISEAL Alliance
The document discusses defining learning objectives for social and environmental auditors. It identifies three broad learning objectives: knowledge, skills, and attitude. It provides examples of the types of knowledge, skills, and attitudes auditors need to effectively conduct audits, including knowledge of relevant laws and standards, interviewing and documentation skills, and having a culturally sensitive and objective attitude. The document also discusses sequencing learning objectives based on auditor levels and providing ongoing training to refresh and update auditors.
2: Defining Auditor Learning Objectives What An Auditor Needs To LearnRichardBrennan
The document discusses defining learning objectives for social and environmental auditors. It outlines that auditors need knowledge, skills, and attitudes. It provides examples of the types of knowledge needed, such as national laws and international conventions. It also gives examples of important skills like document review, interviewing, and identifying non-compliances. Regarding attitudes, it emphasizes the need for cultural sensitivity, objectiveness, and willingness to investigate issues thoroughly. The document encourages tailoring learning objectives to be specific to the relevant audit standard.
An induction programme is the process used within many businesses to welcome new employees to the company and prepare them for their new role. Induction training should, according to TPI-theory, include development of theoretical and practical skills, but also meet interaction needs that exist among the new employees
The document discusses key aspects of human resource management including human resource planning, employment laws, recruiting qualified employees, selection techniques, training methods, performance appraisal, compensation, and employee separation. It provides details on topics such as internal and external forecasting for human resource planning, federal employment laws, recruiting through job postings and external sources, selection tools like interviews and tests, common training methods, evaluating training programs, addressing errors in performance appraisal, types of compensation, and managing turnover.
This document outlines the key components and steps to establishing an effective Environmental Management System (EMS) according to ISO 14001. An EMS is a systematic approach used by organizations to develop and implement their environmental policy and manage their environmental impacts. The main components include developing an environmental policy, planning objectives and targets, implementing operational controls, checking performance, and reviewing to ensure continual improvement. Effective implementation requires commitment from top management and addressing potential barriers such as lack of resources or clear responsibilities.
Competency assessment involves collecting evidence to make a judgment about a person's achievement of performance standards. It focuses on applying knowledge, skills, and attitudes to perform work tasks to the expected standard. Competencies can be gained through various life experiences like education, training programs, and on-the-job experience. Key features of competency include being able to do the job, knowing how and why things are done, dealing with contingencies, and meeting workplace expectations. Competency assessment evaluates actual workplace skills and knowledge through evidence rather than where or how the skills were acquired.
This document is a 3 page job description for a HR Business Partner position. It outlines the general information about the role such as direct reports and stakeholders. The main responsibilities include contributing to the business and people strategies, implementing HR policies and processes, acting as a change agent, and communicating HR initiatives. Required competencies like HR strategy, communication, and change management are listed at an excelling level. The ideal candidate has 3-5 years of HR experience preferably in industry, a university degree, and ability to travel internationally and work in a matrix structure.
Level 3 NCEA - NZ: A Nation In the Making 1872 - 1900 SML.pptHenry Hollis
The History of NZ 1870-1900.
Making of a Nation.
From the NZ Wars to Liberals,
Richard Seddon, George Grey,
Social Laboratory, New Zealand,
Confiscations, Kotahitanga, Kingitanga, Parliament, Suffrage, Repudiation, Economic Change, Agriculture, Gold Mining, Timber, Flax, Sheep, Dairying,
This presentation was provided by Rebecca Benner, Ph.D., of the American Society of Anesthesiologists, for the second session of NISO's 2024 Training Series "DEIA in the Scholarly Landscape." Session Two: 'Expanding Pathways to Publishing Careers,' was held June 13, 2024.
A Free 200-Page eBook ~ Brain and Mind Exercise.pptxOH TEIK BIN
(A Free eBook comprising 3 Sets of Presentation of a selection of Puzzles, Brain Teasers and Thinking Problems to exercise both the mind and the Right and Left Brain. To help keep the mind and brain fit and healthy. Good for both the young and old alike.
Answers are given for all the puzzles and problems.)
With Metta,
Bro. Oh Teik Bin 🙏🤓🤔🥰
Leveraging Generative AI to Drive Nonprofit InnovationTechSoup
In this webinar, participants learned how to utilize Generative AI to streamline operations and elevate member engagement. Amazon Web Service experts provided a customer specific use cases and dived into low/no-code tools that are quick and easy to deploy through Amazon Web Service (AWS.)
🔥🔥🔥🔥🔥🔥🔥🔥🔥
إضغ بين إيديكم من أقوى الملازم التي صممتها
ملزمة تشريح الجهاز الهيكلي (نظري 3)
💀💀💀💀💀💀💀💀💀💀
تتميز هذهِ الملزمة بعِدة مُميزات :
1- مُترجمة ترجمة تُناسب جميع المستويات
2- تحتوي على 78 رسم توضيحي لكل كلمة موجودة بالملزمة (لكل كلمة !!!!)
#فهم_ماكو_درخ
3- دقة الكتابة والصور عالية جداً جداً جداً
4- هُنالك بعض المعلومات تم توضيحها بشكل تفصيلي جداً (تُعتبر لدى الطالب أو الطالبة بإنها معلومات مُبهمة ومع ذلك تم توضيح هذهِ المعلومات المُبهمة بشكل تفصيلي جداً
5- الملزمة تشرح نفسها ب نفسها بس تكلك تعال اقراني
6- تحتوي الملزمة في اول سلايد على خارطة تتضمن جميع تفرُعات معلومات الجهاز الهيكلي المذكورة في هذهِ الملزمة
واخيراً هذهِ الملزمة حلالٌ عليكم وإتمنى منكم إن تدعولي بالخير والصحة والعافية فقط
كل التوفيق زملائي وزميلاتي ، زميلكم محمد الذهبي 💊💊
🔥🔥🔥🔥🔥🔥🔥🔥🔥
2. ELEMENTS
Obtain and convey workplace information
Participate in workplace meetings and discussions
Complete relevant work related documents
3. Obtain and convey workplace information
Specific and relevant information is accessed from appropriate
sources
Effective questioning , active listening and speaking skills are used to
gather and convey information
Appropriate medium is used to transfer information and ideas
Appropriate non- verbal communication is used
Appropriate lines of communication with supervisors and colleagues
are identified and followed
Defined workplace procedures for the location and storage of
information are used
Personal interaction is carried out clearly and concisely
7. Participate in workplace meetings and
discussions
Team meetings are attended on time
Own opinions are clearly expressed and those of others
are listened to without interruption
Meeting inputs are consistent with the meeting purpose
and established protocols
Workplace interactions are conducted in a courteous
manner
Questions about simple routine workplace procedures
and maters concerning working conditions of
employment are asked and responded to
Meetings outcomes are interpreted and implemented
9. WORKPLACE INTERACTIONS
Face to face
Telephone
Electronic and two way radio
Written including electronic, memos,
instruction and forms, non-verbal including
gestures, signals, signs and diagrams
10. Complete relevant work related
documents
Range of forms relating to conditions of employment are
completed accurately and legibly
Workplace data is recorded on standard workplace forms
and documents
Basic mathematical processes are used for routine
calculations
Errors in recording information on forms/ documents are
identified and properly acted upon
Reporting requirements to supervisor are completed
according to organizational guidelines
13. ELEMENTS
Describe team role and scope
Identify own role and responsibility within team
Work as a team member
14. Describe team role and scope
The role and objective of the team is identified
from available sources of information
Team parameters, reporting relationships and
responsibilities are identified from team
discussions and appropriate external sources
15. Role and objective of team
Work activities in a team environment with enterprise or
specific sector
Limited discretion, initiative and judgement maybe
demonstrated on the job, either individually or in a team
environment
16. Sources of information
Standard operating and/or other workplace procedures
Job procedures
Machine/equipment manufacturer’s specifications and
instructions
Organizational or external personnel
Client/supplier instructions
Quality standards
OHS and environmental standards
17. Identify own role and responsibility
within team
Individual role and responsibilities within the
team environment are identified
Roles and responsibility of other team members
are identified and recognized
Reporting relationships within team and external
to team are identified
18. Work as a team member
Effective and appropriate forms of communications used
and interactions undertaken with team members who
contribute to known team activities and objectives
Effective and appropriate contributions made to
complement team activities and objectives, based on
individual skills and competencies and workplace
context
Observed protocols in reporting using standard operating
procedures
Contribute to the development of team work plans based
on an understanding of team’s role and objectives and
individual competencies of the members.
19. Workplace context
Work procedures and practices
Conditions of work environments
Legislation and industrial agreements
Standard work practice including the storage, safe
handling and disposal of chemicals
Safety, environmental, housekeeping and quality
guidelines
21. ELEMENTS
Integrate personal objectives with organizational
goals
Set and meet work priorities
Maintain professional growth and development
22. Integrate personal objectives with
Organizational Goals
Personal growth and work plans are pursued towards
improving the qualifications set for the profession
Intra- and interpersonal relationships are maintained in
the course of managing oneself based on performance
evaluation
Commitment to the organization and its goal is
demonstrated in the performance of duties
24. Set and meet work priorities
Competing demands are prioritized to achieve personal,
team and organizational goals and objectives.
Resources are utilized efficiently and effectively to
manage work priorities and commitments
Practices along economic use and maintenance of
equipment and facilities are followed as per established
procedures
26. Maintain professional growth and
development
Trainings and career opportunities are
identified and availed of based on job
requirements
Recognitions are sought/received and
demonstrated as proof of career advancement
Licenses and/or certifications relevant to job
and career are obtained and renewed
27. Trainings and career opportunities
Participation in training programs
Technical
Supervisory
Managerial
Continuing Education
Serving as Resource Persons in conferences and
workshops
31. ELEMENTS
Identify hazards and risks
Evaluate hazards and risks
Control hazards and risks
Maintain OHS awareness
32. Identify hazards and risks
Safety regulations and workplace safety and hazard
control practices and procedures are clarified and
explained based on organization procedures
Hazards/risks in the workplace and their
corresponding indicators are identified to minimize or
eliminate risk to co-workers, workplace and environment
in accordance with organization procedures
Contingency measures during workplace accidents,
fire and other emergencies are recognized and
established in accordance with organization procedures
33. Safety regulations
May include but are not limited to:
Clean Air Act
Building code
National Electrical and Fire Safety Codes
Waste management statutes and rules
Philippine Occupational Safety and Health Standards
DOLE regulations on safety legal requirements
ECC regulations
34. Hazards/Risks
May include but are not limited to:
Physical hazards – impact, illumination, pressure, noise,
vibration, temperature, radiation
Biological hazards- bacteria, viruses, plants, parasites,
mites, molds, fungi, insects
Chemical hazards – dusts, fibers, mists, fumes, smoke,
gasses, vapors
Ergonomics
*Psychological factors – over exertion/ excessive force, awkward/static
positions, fatigue, direct pressure, varying metabolic cycles
*Physiological factors – monotony, personal relationship, work out
cycle
35. Contingency measures
May include but are not limited to:
Evacuation
Isolation
Decontamination
(Calling designed) emergency personnel
36. Evaluate hazards and risks
Terms of maximum tolerable limits which when exceeded
will result in harm or damage are identified based on
threshold limit values (TLV)
Effects of the hazards are determined
OHS issues and/or concerns and identified safety
hazards are reported to designated personnel in
accordance with workplace requirements and relevant
workplace OHS legislation
37. Control hazards and risks
Occupational Health and Safety (OHS) procedures for
controlling hazards/risks in workplace are consistently
followed
Procedures for dealing with workplace accidents, fire and
emergencies are followed in accordance with organization
OHS policies
Personal protective equipment (PPE) is correctly
used in accordance with organization OHS procedures
and practices
Appropriate assistance is provided in the event of a
workplace emergency in accordance with established
organization protocol
38. Personal Protective Equipment/PPE
May include but are not limited to:
Mask
Gloves
Goggles
Hair Net/cap/bonnet
Face mask/shield
Ear muffs
Apron/Gown/coverall/jump suit
Anti-static suits
39. Maintain OHS awareness
Emergency-related drills and trainings are participated
in as per established organization guidelines and
procedures
OHS personal records are completed and updated in
accordance with workplace requirements
40. Emergency-related drills and training
Fire drill
Earthquake drill
Basic life support/CPR
First aid
Spillage control
Decontamination of chemical and toxic
Disaster preparedness/management
41. OHS Personal Records
Medical/Health records
Incident reports
Accident reports
OHS-related training completed