Required skills

analytical skills to

use information and relevant workplace information and data and to make observations of workplace tasks and interactions between people their activities equipment environment and systems

interpret information and data to identify areas for improvement

research skills to

access relevant OHS information and data

use information and data gathering techniques such as brainstorming polling interviewing

communication skills to

relate effectively with personnel at all levels of the organisation OHS specialists and as required emergency services personnel

prepare reports for a range of target groups including OHS committee OHS representatives managers supervisors and other stakeholders

employ consultation and negotiation skills to develop plans and to implement and monitor designated actions

conduct effective formal and informal meetings

use language and literacy skills appropriate to the workgroup and the task

project management skills to achieve continuous improvement and change and to contribute to strategic OHS performance of the organisation

numeracy skills to carry out simple statistical analysis eg mean standard deviation regression

organisational skills to manage own tasks within a timeframe

information technology skills to

access internal and external information and data on OHS

prepare reports and to analyse and evaluate a range of information and data formats including graphs maps matrices technical reports

use electronic information and data systems to enter workplace information and data and to produce effective graphical representation

use a range of communication media

attention to detail when making observations and recording outcomes

Required knowledge

roles and responsibilities under OHS legislation of employees including supervisors contractors OHS inspectors

principles of duty of care including concepts of causation foreseeability preventability

legislative requirements for OHS information and data and consultation

roles and responsibilities in relation to communication and consultation for OHS committees OHS representatives line management employees and inspectors

stateterritory and commonwealth OHS legislation acts regulations codes of practice associated standards and guidance material including prescriptive and performance approaches and links to other relevant legislation such as industrial relations equal employment opportunity workers compensation rehabilitation

structure and forms of legislation including regulations codes of practice associated standards and guidance material

difference between common law and statutory law

concept of common law duty of care

requirements for record keeping that address OHS privacy and other relevant legislation

standards related to OHS information and data statistics and records management including requirements for information and data under elements of systematically managing OHS

nature and use of information and data that provides valid and reliable results on performance of OHS management processes including PPIs and limitations of other types of measures

development of tools such as PPIs in assessment of OHS performance

methods of collecting reliable information and data commonly encountered problems in collection and strategies for overcoming such problems

requirements for reporting under OHS and other relevant legislation including notification and reporting of incidents

difference between hazard and risk

risk as a measure of uncertainty and the factors that affect risk

requirements under hazardspecific OHS legislation and codes of practice

principles of incident causation and injury processes

characteristics mode of action and units of measurement of major hazard types

principles of human behaviour and response to interactions with human physical and task environment to identify psychosocial hazards

hierarchy of control and considerations for choosing between different control measures such as possible inadequacies of particular control measures

standard industry controls for a range of hazards

types of hazard identification tools including job system analysis JSA

limitations of generic hazard and risk checklists and risk ranking processes

sampling methodologies application and related statistical measures

principles and practices of a systematic approach to managing OHS

range of risk analysisassessment techniques and tools and the application and limitations of those techniques and tools

requirements of OHS and standards related to systematically managing OHS

other functional areas that impact on the management of OHS

internal and external sources of OHS information and data

how the characteristics and composition of the workforce impact on risk and the systematic approach to managing OHS for example

labour market changes

structure and organisation of workforce eg parttime casual and contract workers shift rosters geographical location

language literacy and numeracy

communication skills

cultural backgroundworkplace diversity

gender

workers with specific needs

auditing methods and techniques

benefits limitations and use of a range of communication strategies and tools appropriate to the workplace

organisational behaviour and culture as it impacts on OHS and on change

ethics related to professional practice

methods of providing evidence of compliance with OHS legislation

professional liability in relation to providing advice

principles of effective meetings including agendas action planning chair and secretarial duties minutes and action items

organisational OHS policies and procedures

nature of workplace processes including work flow planning and control and hazards relevant to the particular workplace

formal and informal communication and consultation processes and key personnel related to communication

language literacy and cultural profile of the workgroup

organisational culture as it impacts on the workgroup

The Evidence Guide provides advice on assessment and must be read in conjunction with the performance criteria required skills and knowledge range statement and the Assessment Guidelines for the Training Package

Overview of assessment

Critical aspects for assessment and evidence required to demonstrate competency in this unit

Evidence of the following is essential

application of OHS risk control within a collaborative environment

products developed for effective application of knowledge and skill in applying OHS risk controls

how these products were developed

use of these products

knowledge of nature and use of information and data that provides valid and reliable results on performance of OHS management processes including PPIs and limitations of other types of measures

Context of and specific resources for assessment

Assessment must ensure

access to organisation documentation information and data

access to workplace including personnel involved in areas be evaluated

Method of assessment

A range of assessment methods should be used to assess practical skills and knowledge The following examples are appropriate for this unit

analysis of responses to case studies and scenarios

direct questioning combined with review of portfolios of evidence and third party reports of onthejob performance by the candidate

demonstration of techniques used in reviewing the organisations OHS performance

observation of performance in role plays

observation of presentations

oral or written questioning to assess knowledge of roles and responsibilities under OHS legislation of employees including supervisors contractors OHS inspectors

evaluation of the organisations risk assessment tools and processes

evaluation and documentation of performance outcomes

review of report developed to document outcomes of evaluation of compliance

Guidance information for assessment

Holistic assessment with other units relevant to the industry sector workplace and job role is recommended for example

BSBOHSB Conduct an OHS audit

BSBOHS608B Conduct an OHS audit.

Hazards may include:

Hazards of long latency may include:

Hazards of low frequency/high consequence may include:

Persons other than employees may include:

Organisational factors may include:

Specialist personnel may include:

Benchmarks may include:

Key personnel and stakeholders may include: