drive compliance. Supports change management processes in local area processes to implement OHS programs and drive compliance. Be an agent for change in area of responsibility. Typical reporting line OHS manager or coordinator in larger organisations. In SME may report to operations manager with advice from contracted consultant. OHS manager in larger organisations. In SME may report to operations manager/CEO with advice from contracted consultant. OHS manager in larger organisations. In SME may report to manager/CEO with advice from contracted consultant. Professional parameters Autonomy Limited responsibility in known or changing contexts, within established parameters. Identified responsibility in known or changing contexts and within broad but established parameters. Defined responsibility in contexts that are subject to change within parameters. Stops work if unsafe Works under direction with responsibility for own output. Works under general direction with personal responsibility for own outputs within broad parameters; determining when issues should be escalated to a higher level. Works under general direction with a clear framework of accountability exercising substantial responsibility and autonomy in area of work. Influence Interacts and engages with operational staff, supervisors and consultative groups in own area. Focus is compliance monitoring. Interacts with and influences operational, supervisory and middle management staff and consultative groups across a designated area. May make decisions with a potential to impact on work of others. Influences work across a designated area including projects and team activities; may have some responsibility for resource allocation and engagement with external agencies. Mentors and coaches supervisors and workers. Establishes communication channels and develops and maintains relationships to mentor and coach line managers in local area. Complexity Performs a range of varied work activities, usually as defined in written procedures, in a structured and specified environment. Performs a range of work that is largely routine, but sometimes complex, in a specified range of work environments. Performs a range of complex advisory and technical activities in a variety of contexts. Business and organisational skills Demonstrates an understanding of the operational activities and demands in their area of work. Demonstrates an understanding of the implications of OHS strategies and activities for operational functions and areas of the organisation. Demonstrates an understanding of how OHS interacts/integrates with the broader operational environment within the organization. Knowledge and skills Knowledge Demonstrates broad factual and technical OHS knowledge with some theoretical basis. Demonstrates broad technical and theoretical OHS knowledge with depth in some areas. Demonstrates comprehensive and integrated OHS technical knowledge underpinned by a theoretical understanding and depth in some areas.
6.6 Be a ‘trusted advisor’ to influence management decision making to consider OHS implications. Be a ‘trusted advisor’ to influence middle managers, supervisors and workers. 7 Professional and ethical practice Promote and professional and ethical standards to practice 7.1 Promote and comply with laws and regulations governing professional practice of OHS and related activities. Apply legal and ethical standards to practice Comply with laws and regulations governing practice of OHS and related activities. 7.2 Make decisions and judgments impartially based on scientific evidence and verifiable theoretical and professional knowledge and practice. Make decisions and judgments impartially based on standards, legislative requirements, OHS knowledge and practice. 7.3 Operate with a of autonomy to conceptualise, plan, implement and evaluate OHS projects and risk control and management processes. Operate under the (direct or indirect) direction of an OHS Professional to implement OHS projects and risk controls and management processes. 7.4 Observe relevant codes of conduct provided by professional associations and other assessment and advisory bodies nationally and internationally. Observe relevant of conduct provided by professional associations and other assessment and advisory bodies nationally. 7.5 Ensure that clients, employers and others who may be affected by their activities are aware of their levels of professional competence and seek specialist advice where appropriate. Ensure that employers and others who may be affected by their activities are aware of their levels of OHS competence and seek specialist advice where appropriate. 7.6 Ensure currency of own OHS conceptual understanding, technical knowledge and industry practice. Ensure currency of own OHS technical knowledge and knowledge of industry practice. 7.7 Engage in evidence-informed reflective practice, evaluative activities and professional discussion with a view to testing ideas through peer appraisal. Seek out and form a collaborative relationship with an OHS Professional mentor. 7.8 Act as an exemplar of good OHS practice and behaviour to and the public. Act as an exemplar of good OHS practice and behaviour to peers, co-workers and the public.
Interpretation of results of hazard monitoring 3 1 F. Underlying management sciences: Organisations Governance arrangements 3 Impact of reporting structures 2 Organisational structure, functions of departments, roles and responsibilities, authority and accountability 4 2 Organizational goals and strategy 4 2 Resource allocation processes 3 1 Principles of change management 4 2 Project management Key requirements for successful projects 3 1 Project conceptualisation and design 3 Project planning, budgeting, implementation and monitoring 3 1 Project evaluation 3 1 Strategic and operational planning Managing self 4 3 Operational and strategic planning 4 2 Managing others 2 Human resources management/management of people 2 Business imperatives The Organisation operating as a commercial entity with a range of stakeholders and attendant pressures, including costing and budgeting in their own area of responsibility 3 1 Financial literacy in a business context, incl. budgeting 3 1 Business case development and cost-benefit analysis 3 Legislation and organisational arrangements relating to terms and conditions of employment, employee rights, consultation and participation Understanding of external environment including and market pressures 2 7 SKILLS This section describes in general terms skills required by an OHS Professional and an OHS Practitioner. A ‘Bloom’ style taxonomy approach has been used to describe the skills. Skills are presented in three sections: personal skills; professional practice skills and professional technical skills. As with the knowledge requirements the skills have been annotated with a coding to indicate the expected level for the OHS Professional and OHS Practitioner. That coding is based on the following
Synthesises OHS research information and outcomes to inform OHS practice 3 B2 Influence B2.1 Mentoring & being mentored Engages to establish a relationship as a for learning and development of another. 3 3 Clarifies: engages with another to clarify their current knowledge, skill and perspective basis, their goals, and factors that may impact on achievement of their goals. 3 3 Engages to share knowledge, skills, information and perspective to foster personal and professional development of another. 3 3 Supports: provides constructive feedback to enable transferable learning. 3 3 Reflects: engages with another to review their learnings and strategy for achieving the goals. 3 3 B2.2 Engaging Interacts to develop relationships with operational and consultative group(s). 4 4 Networks: identifies champions and other stakeholders (including managers, technical staff, employees, consultants, regulators and local residents) and creates positive relationships. 3 3 Informs: provides technically correct information informed by conceptual models that account of current OHS thinking. 3 3 Empathises: identifies the and perspective of others including the organizational environment. Generates their respect. 3 2 Provides advice that is understandable by others and takes account of the needs and perspectives of others and the organizational environment. 3 3 Relates: becomes a trusted resource through establishing credibility and demonstrating reliability. 4 4 Provides support to others both by actions and communications. 3 3 action to implement strategy and management decisions. 3 2 B.3 Leadership B3.1 Teamwork Identifies and understands different traits, styles and team roles. 3 2 Facilitates: understands and recognises the steps in group/team formation and supports the maturation of a group to form an effective team. 3 2 Clarifies: supports discussion to ensure that team members have a common understanding of the goals 3 2
Evaluates: combines and critically assesses information from inspections, surveys and audits to determine the state of OHS in the organization. 4 3 Reports: contributes to the development of written and oral reports to managers as a for decisions about improvement. 4 3 Reports: provides formal written and oral reports to stakeholders and decision makers as a basis for improvement. 4 2 C3 Investigating Observes: coordinates/supports identification and collection of evidence associated with accidents and non-conformances to determine the sequence of events and assist in uncovering causal links. 4 2 Interviews: leads/participates in collection of information from people involved in the development of the accident/event, while avoiding hindsight and other biases and ensuring that conclusions are soundly based. 4 2 Collates: puts together the evidence about the development of the incident/accident in a critical way to understand and chart that scenario and its links to underlying practices and conditions. 4 2 Supports the analysis and synthesis of evidence to understand and the scenarios and links to risk controls 4 3 Recognises the difference between superficial and underlying causes of incidents and unsafe conditions. Identifies ineffective and missing barriers and assesses and actions possible improvements to avoid the scenario revealed and any other related scenarios. 3 2 Synthesises data and evidence to develop recommendations for future prevention 3 3 Writes and communicates reports to meet organisational standards on accidents with non-fatal potential 4 3 Contributes to the reports of OHS and professionals on accidents with fatal potential 4 2 Writes and communicates reports to organisational, professional and legal standards 4 2 Recommends based on appropriate use of analysis improvements in the work processes and work and organisational environment. 4 3 Initiates/supports changes to implement recommendations. 4 3 Monitors: collects information as a basis for monitoring effectiveness of recommendations. 3 3 4 3
Assesses the implementation of recommended controls and effectiveness C4 Measuring and monitoring Selects the appropriate tools to assess the organisation’s processes, workplaces and working environments 3 2 Applies appropriate tools to gather information to assess the effectiveness of risk controls. 4 3 Implements appropriate strategies and to gather information as per agreed performance criteria as part of assessing the risks and effectiveness of hazard controls 3 3 Analyses: uses digital processes to analyse data to identify trends 3 3 Interprets: applies OHS conceptual knowledge to interpret data to evaluate OHS performance, the factors impacting on performance and areas for improvement. 3 2 Reports: uses digital processes to develop graphical presentations as part of reporting. 3 3
3.8 Checks against specifications and OHS standards 3.9 In some industries and some organisations this is considered a supervisors’ role. 3.10 Procedures relate mainly to organisational level or critical procedures. Procedures includes permits to work, maintenance procedures, etc. 3.11 4 Develop and lead processes for monitoring, measuring and evaluating OHS performance. 4.1 Criteria include lead/positive and lag/negative indicators. Support monitoring and measurement of OHS performance. 4.2 Processes for collecting data include observations, surveys, inspections, audits, incident, accident and non-conformity investigations, etc. Information may be obtained from a number of sources, including historical data, task analysis, monitoring the work environment, data recording, data management and analysis. Activities will be identified in procedural documents and include data collection from hazard, incidents and non-conformance reports, inspections, workplace monitoring, meeting minutes, etc. 4.3 Failures in control may be indicated by factors such as non-conformities which may become normalized. Monitoring may include workplace inspections or internal audits against agreed criteria. 4.4 4.5 Monitoring of safety behaviour should be part of an overall constructive safety culture delivered as part of a just culture. 4.6 Monitoring may include and air quality. Professional advice should be available to assist with interpretation and reporting. 4.7 Monitoring may include workplace inspections or internal audits against agreed criteria. 4.8 account of cost effectiveness. Monitoring includes compliance with internal policies, procedures and standards as well as external legislative and industry-specific requirements. With an emphasis on critical controls in high risk environments. Monitoring includes compliance with internal policies, procedures and standards as well as external legislative and industry-specific requirements. With an emphasis on critical controls in high risk environments.