Safety for Supervisors

It is assumed that learners can read, write and communicate in one of the official languages at NQF Level 1. Unit Standard ID 117701

Outcomes

Empower the learner as a health and safety supervisor to implement and maintain a good health and safety culture within his workforce. Educating employees about health and safety.

INTRODUCTION TO SUPERVISION

CHARACTERISTICS OF A SUPERVISOR – EXERCISE

WHAT IS A SUPERVISOR?

Basic duties of a supervisor

The supervisor’s responsibilities

Skills required to supervise – thinking and technical skills

Skills required to supervise – interpersonal skills

Skills required to supervise – maximizing performance/behaviour

Identify supervisory abilities – exercise

Identify supervisory abilities – checklist

Theory of health & safety management

Purpose of health & safety management

Elements of business

Scope of losses

Costs of incidents

Definition of an incident

Incidents and their effects

Domino sequence

Causes of incidents

Abc of health and safety

Introduction to legislation

Introduction to the occupational health & safety act

Structure of the act

Regulations

Standards

Health & safety management system

Organisational structure

Our organisational structure

Legal duties of supervisors

Assignment of supervisors

Health & safety representatives

Membership of the committee

Duties of the health & safety committee

Frequency of committee meetings

Health & safety committee minutes

Documents and records

Action in the event of:

Reportable damage

Not disturbing the scene

Rights of the employee

Duties of the employee

Introduction to the labour relations act

Organisation’s policy, rules & procedures

Health & safety policy

Our organisation’s rules and procedures

Job descriptions and scope of authority

Work permits

Trade unions and worker involvement

Supervisory leadership – styles

4 different leadership styles

The autocratic supervisor

How autocrats usually behave

Identify an autocratic role model – exercise the democratic supervisor

Identify a democratic role model – exercise the pseudo democratic supervisor

How pseudo democrats usually behave

Identify a pseudo democratic role model – exercise

The hands-off [free reign] supervisor

Identify the learner’s style – exercise

The qualities of a good leader – exercise

The qualities of a good leader

Project planning

What is project planning?

Benefits of project planning

Project planning – exercise

Project planning processes – employee involvement

How far ahead to plan?

Project planning – time frames

Barriers to project planning – exercise

Reasons for resistance to new plans

Overcoming resistance to new plans

Planned job analysis / observations

What is job analysis?

Objective of job analysis

Elements of job analysis

When should a job analysis be done?

Benefits of job analysis

Factors to look for when conducting job analysis

Methods of job analysis

Examples of jobs needing analysis

Fact finding not fault finding

Conducting a job analysis – preparation

Job analysis – worksheet

Job analysis – worksheet

Conducting a job analysis – during

Conducting a job analysis– after

Possible solutions and recommendations

Conduct a job analysis – exercise

Organizing

Purpose of organising

The process of organising

Checklist for organising the work

Interpersonal communication

How communication takes place

Who are you communicating with?

Barriers to communication – exercise

Benefits of good interpersonal communication skills

Reasons for communication break down

Ways to develop good interpersonal communication skills – exercise

Safety briefings & tool-box talks

Tool-box talks – topics

Problem solving and decision making

Problem solving and decision making – exercise

Intro to problem solving and decision making

Types of workplace problems

Classifying health & safety risks or problems

Prioritizing the risk or problem

Challenges of problem solving and decision making

Ways to approach problem solving

The a.i.d.s. method to defining the problem – analyze

The a.i.d.s. method to defining the problem – investigate

The a.i.d.s. method to defining the problem – decide

The a.i.d.s. method to defining the problem – solve

Supervisory Control

Intro to supervisory control

Other ways of maintaining control

Excessive control

Identifying poor performance

Discussing a performance problem

Rectifying a performance problem – action plan

Delegation

What is delegation?

Objectives of delegation

Benefits of delegating – the supervisor

Benefits of delegating – the employee

Benefits of delegating – the task

Considerations when delegating

Responsibility, authority, accountability

Supervisor difficulties when delegating

The process of delegation – developing employees

Coaching your employees

Developing and motivating a team

The Team

Role of the supervisor in developing teams

Maintaining the team

Motivational factors

You – the motivator

Motivational activities

Duration

1 day

Time

13:00 – 16:00

This course is being offered in collaboration with MSHEQ

Enquiries

Tel: 011 298 9400

Email: sales@seifsa.co.za