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Organisational Competence
Robin Stowell MSc CEng CMIOSH
SHP ExpoLondon, June 2014
2
Delivering innovative and strategic safety services focusing on the human element and influencing the working environment to create safe behaviours.
Organisation
Competence &
Supervision
Results
Policy
Investigating &
Learning Lessons
Lo
ng
ter
m
(> 1
ye
ar)
Sh
ort
ter
m (
< 1
yea
r)
people levelorganizational level Individual levelOrganizational level
ManagementPlanning &
Risk Profiling
Implementation
Measuring
Performance
ConsultationReviewing
Leadership
Positioning Competence in HSG65 & INDG417
4
Documents Attitudes & Beliefs
Experience & TrustProcedures
Mindset & Behaviours
Errors, Ignorance & ViolationsArchives
Records
Short-term Individual Processes
Psychological Influences
Organisational
Requirements
Managerial Competencies
Dynamic Competencies
Primal Competencies
Results = Safety Performance
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Short Term Individual Processes
Provide Safe Systems of Work Control Assignments Action Tasks
Manage Change Action New Controls Identify Uncontrolled Hazards
Take ActionManage RisksAssess Risks
Question Circumstances Self Preservation
Primal Competencies
Dynamic Competencies
Managerial Competencies
Group Preservation
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The Purpose of Competence Management
Risk Categorisation
Competencies
Experience
Supervision
Requirement
Competence Categorisation
Probability
Severity
Other criteria
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Short term Implementation:assessing competence & determining supervision
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Definitions and Requirements of Supervision Levels
AutonomousAble to undertake the specific activity by implementing, maintaining & monitoring controls without additional supervision.
RoutineVerification and monitoring of controls by a second person at least of a ‘Proficient’ Competence Category. Enhanced Verification and monitoring of controls by the responsible supervisor.
IncompetentThe person is not to directly participate in the specific activity. Verification and monitoring of controls by the responsible supervisor.
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Short Term Individual Processes
Provide Safe Systems of Work Control Assignments Action Tasks
Manage Change Action New Controls Identify Uncontrolled Hazards
Take ActionManage RisksAssess Risks
Question Circumstances Self Preservation
Primal Competencies
Dynamic Competencies
Managerial Competencies
Group Preservation
Medium term implementation: identifying training needs
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Long term use of Organisational Competence
e.g. The ratio of tasks that are autonomous out of the total number of tasks.i.e. A leading indicator of safety performance with potential to be predictive.
Dec-12
Jan-13
Feb-13
Mar-13
Apr-13
May-13
Jun-13Jul-1
3
Aug-13
Sep-13
Oct-13
Nov-13
Dec-13
Jan-14
Feb-14
Mar-14
Apr-14
May-14
Jun-14Jul-1
40%
10%
20%
30%
40%
50%
60%
70%
80%
Dashboard of Organisational Competence
OC Recorded
OC Predicted
Threshold
Organisation
Competence &
Supervision
Results
Policy
Investigating &
Learning Lessons
Lo
ng
ter
m (
> 1
yea
r)S
ho
rt t
erm
(<
1 y
ear)
people levelorganizational level Individual levelOrganizational level
ManagementPlanning &
Risk Profiling
Implementation
Measuring
Performance
ConsultationReviewing
Leadership
Added Value of Organisational Competence
Top management commitment to organisational competence.Utilises and builds upon existing risk registers.Short term: assessment of individual competency & supervision for tasking.Medium Term: resources allocated to where competence improvement needed.Long Term: potentially predictive measure of safety performance.Individual responsibility and tasking becomes an integral part of H&S performance.
Robin Stowell MSc CEng CMIOSHMD Conversulting Ltd
Tel: +44 (0)845 805 9261Mob: +33 (0)689 684 [email protected]
‘Risk is not knowing what you are doing.’- Warren Buffet
… why wait for the accident to find out?
