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Workplace Policies - Coggle Diagram

- - - - Occupational Disease: Any illness associated with a particular occupation or industry. Can result from biological, chemical, physical or psychological factors
      - Detection through occupational epidemiology: investigation of occurance of disease and clusters of impacted people
      - WHS Incident: an unplanned event that results in fatalities or injuries
  - - - Defence layers
        
        Engineering Layer: Alarms, Physical Barriers
        
        Procedural Layer: Instructions on safe workplace practices
        
        People Layer: Behaviours & Safe Decision Making
        
        Administrative Layer: Recruit people with right skills and provide training and correct tools. e.g. uniform
      - Blame-the-system approach: Human error only corresponds to one layer
      - Can be used to predict potential hazards
      - Active Factor: Human Factor
      - Latent Factor: System-based factors (Engineering, Procedural, Administrative)
    - - Block the holes in the swiss cheese by managing the latent factors
      - 5 Steps
        
        Develop Policies, Role out policy in industry context, implementing safety initiatives and practices, measuring and evaluating the safety initiatives and practices, reviewing
    - - Comprised of (4)
        
        Learning Culture
        
        Determines whether organisations generate change, based on prior incidents. Strong learning culture will make the change based on the information collected for and emerging from the safety system.
        
        Flexible Culture
        
        Ability of an organisation to respond to change, and empower people to make decisions at the right time and place, to achieve better safety outcomes.
        
        Just Culture
        
        Atmosphere of trust between employers and staff. It is okay to make mistakes, organisational reactions are important.
        
        Reporting Culture
        
        Confidence in employees to report workplace incidents, particularly near misses. Establish Trust & No Blame Approach
- - - - Shouldn't change often
  - - - Updated more regularly
- - - - Giving affecting employees information about the suggested change and give them an opportunity to comment on it.
    - - Give reasonable amount of time to respond
      - Take responses into account before any final decisions
  - - - When businesses are sold, employees are offered employment by the buyer on substantially the same terms and conditions
- - - - Do they know what is expected?
      - Training, Knowledge or Tools Issue?
      - Is the job description clear?
      - Were they a previously good performer