Implement and Monitor Organisational Procedures for Providing WHS/OHS Training to Work Team

Let us discuss how you can identify training needs, determining the types of workplace training, and, finally, identifying what this type of training will cost your organisation.

Benefits of training

Training is fundamental to the provision of a safe working environment. It provides a method for all workers to be informed of how to perform their work tasks safely and appropriately and effectively deal with existing and potential hazards and risks they may encounter as part of their role. If a hazard or danger presents, effective training will ensure that employees will know precisely how to act to reduce the risk and eliminate the possibility of the danger or hazard causing harm. A robust and well-planned training program provides valuable benefits to an organisation, including:

• a commitment from workers to work towards improved safety and health
• improved quality of products and services provided
• increased productivity
• a long-term reduction in incidents
• less worker absence and turnover
• assisting in identifying and managing hazards
• workers feeling involved in the process and more willing to work with it
• reinforcement of key skills and knowledge that staff requires to do their job safely and productively.

Creating effective training

To develop effective training, a training plan must be designed using a systematic process. Training must be well thought out so that the new skills and knowledge will change workplace behaviour. Training should begin with a training needs analysis (also called a training needs assessment) to enable you to determine who needs training and what the training should focus on. This information will then support the development of an accurate and purposeful training program plan. Ad-hoc training, implemented without such a system, is likely to be ill-planned and confuse workers rather than provide them with the knowledge they need to succeed in helping provide a safe working environment.

Why conduct a training needs analysis?

The following infographic shows the process starting with a TNA, moving to the design of a training course, delivering training and finally evaluating the training. 

Conducting a training needs analysis will enable you to determine what type of training your organisation should provide its workers. According to Section 39 of the WHS Regulations, the information, training, and instruction that a PCBU provides to their workers must be appropriate regarding:

• the nature of the work carried out by the worker
• the nature of the risks associated with the work at the time the information, training or instruction is provided
• the control measures implemented.

Identifying required skills and knowledge

An essential first step to identifying what workers need training on is to analyse the current skills and knowledge of the members of your work team. This process is known as a gap analysis. A gap analysis determines whether there is a gap between what the team needs to know and what they currently know; if there is, then it is evident there is a training need. Based on what they are lacking, you can create a training program that targets what they can improve. Effective and relevant training can then be planned, composed of specific expected outcomes to overcome the performance gap in their skills and knowledge. The following infographic shows the relationship between these three elements.

A thorough training needs analysis should examine the skills and knowledge at the organisational, team and individual levels. This will enable you to have a solid overview of exactly what skills and knowledge are present and required throughout your organisation. Click on each of the following headings to learn more about determining skills and knowledge at each level.

Remember that the training needs of your work team will depend on the industry that you belong to. Certain industries require specific types of training for their workers, especially those required to perform hazardous tasks. When conducting a training needs assessment, be sure to base the skills and knowledge you expect from your work team to suit your organisation's industry.

Identifying current knowledge and skills

To identify the current knowledge and skills of your team members, ask yourself three questions.

• What are the current knowledge and skills levels of your team members?
• Are these enough for them to meet the shared goals of your team?
• Does each person have the knowledge and skills they need to do their job?

Creating a checklist can also help you identify the skill level of your team members. Look at the following example.

Knowledge and Skills	Strong	Average	Poor
Can use machinery in line with standard operating procedures
Jaime	X
Marcus	X
Jasminka	X
Stephanie		X
Has knowledge of emergency procedures in the event of: machinery breakdown fire earthquake
Jaime			X
Marcus			X
Jasminka			X
Stephanie			X

From this checklist, you can see that the team has strong machinery skills (except for Stephanie, who may require additional training). However, when it comes to knowledge of emergency procedures, the overall knowledge is lacking, identifying that the team will require additional training. This checklist can be adapted to any group by replacing skills and knowledge to fit your specific team.

Documenting training needs assessments

It is essential to document the results of your training needs assessment in line with record-keeping requirements. The information you can obtain from conducting a training needs assessment is valuable to your organisation and your team. This information can identify the current skills and gaps in knowledge; however, it also serves futuristic purposes. The information your organisation learns from one training needs assessment will supplement the next one. Until new needs are identified, the current training program developed to address your team’s training needs can continue being used.

Your organisation may have procedures for conducting a training needs assessment; however, all methods and procedures must align with the overall goal and be recorded appropriately in line with organisational and legislative requirements.

Read more about the importance of documentation.

When providing training opportunities for your work team, you must ensure that you find the right people to advise you on meeting your work team’s WHS training needs. As a supervisor, you may not be able to provide the training on your own; therefore, it is essential to consult with the relevant stakeholders who must be appropriately knowledgeable in work health and safety requirements.

Identifying relevant stakeholders

The first step is to identify the relevant stakeholders for providing work health and safety training. The WHS Act requires that each person with a safety duty must consult with every person responsible for the same matters. Simply put, the relevant stakeholders are those involved in providing for your work team’s work health and safety training.

Depending on your organisation’s structure, stakeholders may include:

• Persons conducting business or undertakings (PCBUs)
• WHS regulators
• WHS/OHS committees and representatives (e.g., Health and Safety Practitioner/Officer/Representative)
• supervisors and team leaders
• workplace officers
• workers.

Any of the following stakeholders are likely to be involved in the WHS training procedures of an organisation. As a supervisor or team leader in your workplace, your responsibility is to consult with them when devising a plan to meet your work team’s training needs. These stakeholders can provide valuable information and even contribute to the training process itself. Below are their typical roles in WHS training:

Stakeholder	Role in WHS Training
PCBUs	Provide workers and officers with sufficient training  Share knowledge of the legislative requirements for WHS training
WHS Committees and Representatives	Review WHS training methods  Develop methods to address WHS training issues
WHS Regulators	Provide advice on effective WHS training  Issue recommendations for meeting legislative training requirements
Officers	Facilitate WHS training for workers  Ensure that the workers understand and participate in WHS training
Workers	Complete the requirements for WHS training  Communicate WHS training needs

Matters to discuss with stakeholders

Once you have identified the relevant stakeholders, the next step is to identify the specific matters and concerns to be discussed. Regardless of the stakeholder with whom you are consulting, the issues and concerns that you discuss will involve the training procedures of your organisation and your work team’s training needs. Some of the matters that Maddison from Bounce Fitness discusses with stakeholders include:

• the outcomes of a training needs analysis or assessment
• the knowledge and skills that the work team needs
• the effectiveness of current training methods
• the resources necessary to meet the training needs
• who is involved in an organisational WHS training program
• what actions will be taken to meet the work team’s training needs

When interacting with stakeholders, it is essential to deliver your information in a way that meets your audience's needs. The following are some essential skills to keep in mind when interacting with others in the business.

Active listening skills for consulting with others

A good practice to use when consulting is active listening. Active listening is a method of listening to ensure that the person with whom you are consulting is adequately heard and that you process their insights during consultation. While someone is speaking, focus on the person and what they are saying, avoiding letting your mind wander or interrupting. The benefits of active listening include:

• aids in building trust and connection
• assists in gaining a deeper understanding of the situation
• supports effective problem-solving
• reduces the likelihood of missing essential information.

Features of active listening

Below are several features of active listening. Keep these in mind when consulting with others about arrangements for WHS/OHS training needs of team members:

Watch the following video to learn more about active listening.

Using proper language structure

It is essential to use a suitable language structure when consulting with your audience, the stakeholders. Language structure refers to the sequencing and pattern arrangement of words to make proper and complete sentences with meaning. To know if you are using a suitable language structure, consider the following:

• Is the language appropriate to the context? The language that you use should adhere to the nature of your consultation. Formal consultation methods require standard language.
• Is the language appropriate to the audience? Knowing your audience is essential to understanding what language is appropriate. Avoid using jargon or slang terms that the listeners might misunderstand.
• Is the structure appropriate to the context? In discussing WHS training needs, follow a proper format. Begin with explaining what the consultation is for, followed by discussing WHS training needs, and then summarising everything discussed. By following a structure, you will cover everything that needs to be addressed and stay on track.

The structure you use for consultation should allow everyone involved to participate in the discussion. The stakeholders should be able to express their ideas, ask questions, and provide insights during consultation.

For your work team to work safely, they must be provided with WHS/OHS learning opportunities. For example, health and safety training or guidance from a health and safety coach. Your work team should expect a health and safety training program to include certain techniques including:

• explanations
• demonstrations
• providing practice opportunities
• asking people questions about what they are learning
• giving people feedback on their performance
• encouraging people to ask questions
• taking into account a person's English language and literacy levels and cultural background
• encouraging people to assess their own performance
• revision opportunities
• following up at a later date to check whether learning has taken place and if behaviour has changed. ¹

If you take part in a training program, you have the right to expect all of these things to happen.

We will now discuss specific training methods you can use and strategies for implementing these methods in more detail.

Training methods

Once you have identified the gaps that exist in your skills base and coordinated with the relevant stakeholders, you need to address the gaps to improve the skills and knowledge base of the work team members. You can help your work team bridge these gaps by providing them with learning opportunities in the form of training. Those learning opportunities can take the form of health and safety training or guidance from a health and safety coach. You must provide the appropriate training method depending on their training needs.

Let us examine different training methods to prepare workers for maintaining work health and safety and strategies for implementing those methods.

Induction

Health and safety training in an organisation should start when a worker is hired. This training, called induction, is a way for your organisation to introduce a new worker to an organisation's procedures to deal with health and safety issues. Inductions should be conducted during the first few days of a worker’s employment and allows the new employee to gain a good overview of health and safety within the organisation. During the induction session, you must provide information on WHS rules, policies, and procedures. This typically includes evacuation procedures, safety signs, WHS consultation processes, and procedures that need to be followed in an emergency.

Coaching

Coaching is a structured training method wherein a trainer supervises an individual or group to improve their performance. It refers to support provided, encouraging one to achieve specific goals and can be facilitated whenever training needs are identified. The coach must be a WHS expert to ensure that your work team develops the skills and competencies to practice work health and safety in their workplace. Coaching is used when:

• a company undergoes changes that affect work health and safety
• workers do not meet work health and safety requirements
• an individual or group in the work team needs improvement in performing work health and safety tasks.

One instance where coaching may be helpful is when employees need support and training in first aid. Coaches can help employees gain new information about first aid, including knowledge of the location of first aid kits and supplies. Along with expertise, employees also develop and improve practical skills for providing first aid through the coach’s instruction and feedback.

Mentoring

Mentoring is a form of long-term support given to employees. This encourages them to improve their work performance. As with coaching, the mentor would have expertise in WHS and provide personal and in-depth support to employees for their holistic improvement. Mentoring is often done one-on-one, that is, just the mentor and the employee, and is a suitable method for employees who want to develop skills in WHS to take on the role of WHS Committee member or WHS Officer. This training method is appropriate when an employee needs to learn about WHS reporting. Through mentoring, an employee can develop and maintain interest in improving their understanding of WHS reporting. 

Job training

Teams and individuals within an organisation will require specific training that targets their particular roles. The job training will assist them in overcoming any gaps that may exist in their work performance because of a lack of skills and/or knowledge. Training can be done ‘on-the-job’ and ‘off-the-job. For example, you may conduct:

• on-the-job training in the safe use of a specific piece of machinery
• off-the-job group training for employees who will be supervising junior team members
• off-the-job training in particular areas of WHS such as risk assessment, hazard identification, and emergency procedures
• on-the-job practise for new staff in completing a work area risk assessment.

Training strategies

Think of training strategies as the ‘style’ to facilitate the training methods that you have selected for your work team. Training strategies determine how training methods should be executed to ensure that all training needs are met. It is essential to realise that your workers have different levels and learning styles. To create practical training, you need to apply the most appropriate strategy for each work team member. The following are examples of some common training strategies that you may select to meet your training needs:

External trainers

If your organisation cannot meet your work team’s WHS training needs on its own, you have the option of hiring an external trainer. There are individuals and training groups that provide their services to companies that do not have their own WHS training team. External trainers can use a wide range of techniques to train a group in specific health and safety aspects in the workplace. It is also possible to send individuals or groups to training courses. The external trainers and training courses you choose must be accredited and provide your workers with their WHS training needs. To implement this strategy well, it is essential to thoroughly evaluate both the trainers and the courses you require for your work team.

Workplace presentations 

Workplace presentations are used to outline policies and procedures. This strategy is typically used during induction; however, it can be done any time a training need is identified. To execute this strategy ensure that the presentation is complete, easy to understand, and conducted by a competent trainer who can answer questions regarding the organisation’s WHS policies and procedures and WHS legislation.

One-on-one or individual training sessions

Individuals with the highest training needs will need an individual training program. A personal one-on-one training program allows the worker to receive undivided attention from their trainer. The following are examples of individual training programs and their features.

Resources that individuals will use while undertaking their job

Resources provide information to your work team about standard operating procedures for the safe operation of equipment, machinery and work processes.

Examples of resources include:

• Manuals: Manuals include staff handbooks, WHS manuals, machinery operation manuals
• Procedures: Common procedures include risk assessments, hazard identification, cleaning procedure, machinery instructions
• Checklists: Common checklists include general work health and safety checklists, WHS audits, WHS induction checklists

Regardless of the training strategy you use ensure that the training is based on the individual or team’s work role and provides opportunities for the individual or team to be involved in the learning. The training you select needs to be relevant to be effective; if it is not, you may find that the training is not effective, or even worse, damages any effective work practices the individual had.

Evaluating training methods and strategies

It is good to conduct training; however, to be considered adequate, you need to be sure that your learners have gained skills and knowledge and any gaps that need to be bridged have been addressed. To determine if the gap has been addressed, it is good practice to conduct an assessment after the training has concluded. Assessment will usually take a practical form in health and safety; you will observe the workers and note whether they apply what they have learned in their training. You can use a skills assessment checklist to determine whether the training has been effective. You may also decide to create an assessment tool such as a mini quiz that you distribute after training to determine if your audience has suitably understood what was discussed. If there is no improvement in a particular skill, you know that the training has not been effective or sufficient. If this is the case, you can arrange for further training to be conducted.

Aside from practical assessment, you can also conduct a survey to ask your work team if the training methods and strategies effectively improved their knowledge and skills. Consider an anonymous survey to encourage more honest answers. The following table provides an example of a short training feedback survey:

Title of Training Conducted: Name of Trainer:	Date(s) of Training:
My training has prepared me for practicing work health and safety in the workplace. Agree/Disagree:
The organisation’s training methods provided me with all relevant information regarding WHS policies and procedures. Agree/Disagree:
My performance has improved after undergoing training. Agree/Disagree:
What are the strengths and weaknesses of the training you experienced?
Strengths	Weaknesses

You must keep a record of all findings you make to comply with record keeping requirements.

Key points

• To begin establishing training needs, you must identify WHS training needs in line with organisational requirements through training needs analysis.
• Arrangements should be made to meet the WHS training needs of team members in consultation with relevant stakeholders.
• Induction, coaching and job training are the key or essential training methods to meet your work team’s training needs.
• Training strategies determine the best way to conduct training methods.
• You can evaluate the effectiveness of your training methods through practical assessment of your workers and conducting surveys.

The final activity for this topic is a set of questions that will help you prepare for your formal assessment.