1.1 Explain the role of the board and/or senior management in the planning and organising of health and safety practices in the workplace.

Unit Reference Number

Y/617/8526

Unit Title

Health and Safety Management Practice

Unit Level

6

Number of Credits

10

Total Qualification Time (TQT)

100 hours

Guided Learning Hours (GLH)

40 hours

Mandatory / Optional

Mandatory

Unit Grading Structure

Pass / Fail

Learning Outcomes- The learner will:

Assessment Criteria- The learner can:

Indicative Content

1. Understand the process of planning and organising occupational health and safety practices in the workplace.

1.1 Explain the role of the board and/or senior management in the planning and organising of health and safety practices in the workplace.

1.2 Explain the importance of the planning process to ensure changing policies, regulations and le.g.al requirements are met.

1.3 Assess the resources and skills required to plan health and safety practices in the workplace.

• Governance of change to health and safety practice, policy, statutory and le.g.al requirements.
• Planning: ensure continued le.g.al compliance, update procedures for dealing with emergency situations, control risks, react to changing demands, sustain positive health and safety attitudes and behaviours.
  • Plan. Do. Check. Act.
  • Communication systems, H&S management systems.
• Policy review, monitoring and auditing practice.

• Ensure relevant human resources, skills and experience.

2. Understand the process of leading and controlling health and safety practices in the workplace.

2.1 Explain the role of the board and/or senior management in the leading and controlling of health and safety practices in the workplace.

2.2 Evaluate the use of goals and targets in health and safety management practices in the workplace.

2.3 Assess the resources and skills required to lead and control health and safety practices in the workplace.

• Governance of health and safety practice. Maintenance of standards, systems, resources, skills. Importance of goals, targets, objectives. Assessment and regular review of resources and skills requirements.

3. Understand the process of reviewing the performance of health and safety practices in the workplace.

3.1 Explain the role of the board and/or senior management in reviewing the performance of health and safety practices in the workplace.

3.2 Assess the resources and skills required to review health and safety practices in the workplace.

3.3 Explain and justify the use of results and outputs from a performance review.

3.4 Assess the advantages and disadvantages of proactive and reactive performance indicators.

• Formal and informal performance reviews and review systems. Data used in a review process,

e.g. health and safety objectives, proactive performance indicators, reactive performance indicators, organisational procedures, change agents, standards, expectations. Review outputs,

e.g. actions plans, stakeholder communication plans, senior management reports, objectives.

4. Understand the process of monitoring and auditing health and safety practices in the workplace.

4.1 Explain the role of the board and/or senior management in monitoring and auditing of health and safety practices in the workplace.

4.2 Explain a range of health and safety monitoring techniques.

4.3 Assess the resources and skills required to carry out health and safety audits.

4.4 Explain the importance and use of audit outputs.

• Monitoring techniques, including collection of workplace health and sickness data, legislative and regulatory compliance checks, accidents, incidents and loss events.
• Types of audits, internal, external, certification, regulation, workplace inspections, safety sampling, safety surveys, etc.
• Comparison outputs against industry benchmarks/ standards and national/ international performance data.

5. Understand corporate social responsibilities and ethical codes of conduct and their impact on health and safety management.

5.1 Explain the importance of having a corporate social responsibility objective on health and safety management.

5.2 Outline how ethical codes of conduct are applied to health and safety management.

N/A

6. Understand the critical factors in the management of occupational health and well-being in the workplace.

6.1 Explain the key principles of occupational health.

6.2 Outline the features of vocational rehabilitation including the role of outside support agencies.

6.3 Articulate the key aspects of the management of occupational health including le.g.al considerations.

6.4 Explain the causes, effects, identification and control of common types of mental ill-health in the workplace.

6.5 Explain the causes, effects, identification and control of work-related violence or aggression.

• The definition of occupational health (International Labour Organisation)
• The meaning of well-being (Economic and Social Research Council (ESRC))
• Occupational health hazards – chemical, physical, biological, psychosocial, ergonomic.
• The prevalence of work-related sickness and ill- health.
• Relationship between occupational health and general/public health, including management of epidemics.
• The bio-psychosocial model and how it relates to individual health
• Fitness to work and fitness to work standards
• Managing long-term and short-term sickness absence/incapacity for work
• Benefits of vocational rehabilitation for the employee/employer, and barriers to effective rehabilitation
• Risk assessments prior to return to work, liaison with other disciplines in assessing and managing fitness for work (existing health problems, fitness to work standards, discrimination)
• Agencies that can support employers and employees.
• The role, function and benefits of occupational health services
• Managing occupational health (the structure of an occupational health service and the competency of practitioners (physician, nurse, adviser, technician)
• Services offered (health promotion, e.g., advice on work-related health, lifestyle, health assessment, e.g., fitness for work, pre-placement/employment, discussions, absence data, interviews, surveys, questionnaires, etc)
• Control measures to reduce and manage work- related stress (counselling and return to work policies)
• UK HSE’s stress management standards and their role in assessing and managing work-related stress (demand, control, support, relationships, role, change).
• The definition of work-related violence/aggression (Workplace Violence in Services Sectors and Measures to Combat This Phenomenon, ILO Code of Practice and section 1.3 of ILO (and others) International Framework Guidelines for Addressing Workplace Violence in the Health Sector)
• The physical and psychological effects of violence and aggression
• The risk factors of work-related violence (people working with the public, the caring/teaching professions, working with psychiatric clients or alcohol/drug, impaired people, working alone, home visiting, handling money/valuables, inspection and enforcement duties, retail, licensed and ille.g.al alcohol trade, cultural, ethnic and tribal issues).
• Risk assessment of work-related violence/aggression (ie, use of staff surveys, incident reporting and risk assessment)
• Control measures to reduce and manage work- related violence/aggression including using physical, organisational and behavioural controls:
• cash free systems, the layout of public areas and the design of fixtures and fittings
• the layout of public areas and design of fixtures and fittings
• the use of cameras, protective screens, and security-coded doors
• communication systems, passing on information on risks from individual clients (violent marker flags), recording of staff whereabouts and recognition when staff are overdue, the use of mobile communications equipment phones, radios, GPS
• Staff training: recognition of situations where violence could result, interpersonal skills to defuse aggression, the use of language and body language, guidance to staff on dealing with an incident, support for staff post-incident including training in counselling for managers.