Rsph_Diploma_Wriiten_Assignment__Training_Needs_Analysis_

“TRAINING NEEDS ASSESSMENT” Submission by Steven Burton candidate no. July 2008 Contents Contents 2 Summary Error! Bookmark not defined. Review of literature and legislation 3 Approach and Methodology 4 Main Findings 8 Conclusions and recommendations 9 References 10 Summary PURPOSE/SUMMARY To enable the effective management of health and safety, an employer is required to monitor and review its performance. The purpose of this report is to comment on the organisations health and safety training performance during 2007/08. The scope of this report covers, health and safety issues and the development of employee training programmes to better equip and protect staff where it is reasonable practicable through training to do so. The following diagram shows the planned process utilised for the purposes of the assessment. Training Cycle Feedback loop will improve training process HSE a- Successful Health and Safety Management Review of literature and legislation Literature Health & Safety for Management – focus on work safety. Jeremy Stranks Successful Health and Safety Management - HSE Training for Health and Safety and the monitoring and review of all policies related to Health & Safety and the incorporation of training policies within the management policies is strongly supported by both titles noted above. Health & Safety for Management – focus on work safety, by Jeremy Stranks looks at the options from a specific legislative point where the Successful Health and Safety Management - chapter 3 organising for health and safety HSE is supporting the integration of Health & Safety into the daily workings of the organisation Training helps people acquire the skills, knowledge and attributes to make them competent in the health and safety aspects of their work. It includes the formal off-the-job training, instruction to individuals and groups, and on the job coaching and counselling. But training is only one way of ensuring satisfactory health and safety performance. It is also helpful to integrate health and safety requirements into job specifications. (Successful Health and Safety Management - chapter 3 organising for health and safety HSE) Legislation Health and Safety at Work Act Obligations are placed on employers by section 2(2)(c) of Health And Safety at Work: ...to provide such information, instruction, training and supervision as is necessary to ensure, so far as is reasonably practicable, the health and safety at work of employees. This is further clarified by Management of Health & Safety at Work Regulation 13. Under the Management of Health & Safety at Work Regulation 13 - Capabilities and training. It states:   (1) Every employer shall, in entrusting tasks to his employees, take into account their capabilities as regards health and safety. (2) Every employer shall ensure that his employees are provided with adequate health and safety training -  (a) on their being recruited into the employer's undertaking; and (b) on their being exposed to new or increased risks because of -  (i) their being transferred or given a change of responsibilities within the employer's undertaking, (ii) the introduction of new work equipment into or a change respecting work equipment already in use within the employer's undertaking, (iii) the introduction of new technology into the employer's undertaking, or (iv) the introduction of a new system of work into or a change respecting a system of work already in use within the employer's undertaking. (3) The training referred to in paragraph (2) shall -  (a) be repeated periodically where appropriate; (b) be adapted to take account of any new or changed risks to the health and safety of the employees concerned; and (c) take place during working hours. Where sub-contracted staff maybe employed on a temporary basic the employer is required to give those staff the same training. Approach and Methodology In order to identify the specific areas of training need the following methods for each of the outputs: Briefing – a detailed briefing meeting with departmental heads and managers was carried out to establish any training/ departmental related issues such as: * Agree reporting mechanisms * Agree detailed timescales & deliverables * Identify access to various employees and contacts for sub-contractors * Identify supply of key related documentation available Research - in order to ensure that there is sufficient information to develop the online questionnaire and shape the telephone interviews, desk based research was completed. 1 Identify the training needs of employees Online Survey It was agreed with heads of department and managers that an online survey of all staff would be the best approach, given the limited time available. Utilising Survey Monkey provided a wide range of options when it comes to questionnaire design. Survey Monkey is very easy to use and we would take every effort to keep the number of questions to a minimum therefore encouraging staff to contribute. Within the survey the following areas were included: * Explore previous training attended * Explore current training available * Explore gaps in training provision for individuals * Training wish list (this is so that personal development can be captured) * Provide a medium to assess, rate and comment on areas above. This has allowed an overall rating to be placed against training to ascertain supply and demand. It will also allow for future planning. Telephone Interview – Appendix 1 It was agreed with the heads of departments & managers that there should be a number of in depth telephone interviews to gain a greater understanding of training needs. The following was agreed: Telephone interviews began seven days after the release of the online questionnaire and after at least two of the employer’s focus groups. This allowed for further probing into or to clarify any issues arising from the initial results. Sixteen telephone interviews and were carried out which was included a sample taken across the workforce. The sixteen interviews include the four management positions. 2 Identify the most effective ways of delivering training to employees Utilising the online survey there will be a section considering delivery. This looked at previous training and ways of delivery along with a survey to ascertain which methods staff are most likely to engage with. 3 Identify new topics to include in the training programme This section of research will be initially covered through the online survey. This information gathered through operational plans and personal development plans. However it will be further developed in the telephone interviews. Information gathered during the employer’s focus groups will be utilised to gain a better understanding as to how this would fit with training needs employees 4 Identify from employers the areas of support they require from employees Focus groups are undertaken to identify the areas of support HOD / managers require, therefore employers are grouped accordingly, similar size departments and similar types of work, so that time within the focus group was not taken up with differing opinions. From the results of the focus group a complete framework that outlined what training requirements will be required if departments are to meet the identified areas of training needs. 5 Explore options for meeting the identified needs by considering approaches and format of training, potential barriers and facilitators to access it, and suggestions to overcome them. Through the use of participatory appraisal techniques an insight into the above objective was gained. The techniques used depended on the time available. This information gathered was then be used to shape the options that will be offer to the employees. Analysis Analyse the data from all the surveys. In addition to the survey material access to information on the following was given: * List of all employees who commenced employment within the previous reporting period * Access to all centrally held training records Possible shortcomings of results Due to the not having 100% on survey returns the results may not be completely accurate. Report writing – the format for the report will be agreed at the briefing meeting. The report should include: Summary Review of literature and legislation Approach and Methodology Main Findings Conclusions and recommendations References Work Programme Task | May | June | | 11 | 12 | 13 | 14 | 15 | 18 | 19 | 20 | 21 | 22 | 25 | 26 | 27 | 28 | 29 | 3 | 4 | 5 | 6 | 7 | 10 | 11 | 12 | 13 | 14 | 17 | 18 | 19 | 20 | 21 | 24 | 25 | 26 | 27 | 28 | 31 | Briefing with Project Management Group | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | Supplementary meeting | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | Research | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | Online survey development | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | Online survey available to staff | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | Telephone interviews | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | Employer focus groups | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | Participatory Appraisal with staff | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | Data Interpretation | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | Report writing | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | Draft report available | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | Debriefing | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | Final report | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | Date to be agreed with management team MaiN Findings Key Health and Safety issues arising from audit Total number of work related injuries during this report period were 55, a reduction of 18.5% from the previous year. Four of these accidents were reportable to the Health and Safety Executive (HSE) under the Reporting of Injuries, Diseases and Dangerous Occurrences Regulations 1995. A total of 21 documented reports of violence to staff were received. A new Health and Safety Policy was produced and approved. There were no interventions by the Health and Safety Executive (HSE). Training in previous reporting period * A total of 402 staff received health and safety training during the reporting period. Health and Safety Training Substantial health and safety training was delivered during this reporting period, with the majority of which was delivered by the Health and Safety Advisor / Assistant Health and Safety Advisor. The type of training course and the numbers of staff trained are as follows: Course Type Departments Total Trained Manual Handling Various 100 Violence and Personal Safety Training Various 49 Health & Safety for Managers Various 13 Control of Substances Hazardous to Health (COSHH) Various 5 Display Screen Equipment Assessors Various 4 Stress Management & Awareness Various 73 Refuse Health and Safety Refuse 14 Control of contactors Various 17 Health & Safety Awareness Various 50 Lone Worker Device User Various 9 Risk Assessor Various 23 Conflict Management Various 31 Fire Warden Various 14 Key training issues arising from audit Identified training/risk assessment gaps 1. 77% of new staff taking up administrative posts do not receive any form of job/facility induction and there for are not made aware of emergency drills until one of two things occur an incident happens or there is a 4 monthly drill involving all building staff. 2. 60% of departments have never undertaken an audit of DSE despite there being trained DSE assessors within each department. 3. 40% of managers unaware of recent developments in the management of stress related to their staff wellbeing. 4. 5% of front line staff throughout the organisation are faced with confrontational situations mainly when dealing with members of the public. 5. 5% of individuals undertaking the role of fire marshals have had no training. Relationship within legislation Key points 1, 2 and 5 each directly link to Health and Safety at Work Act Obligations are placed on employers by section 2(2)(c) of Health And Safety at Work: ...to provide such information, instruction, training and supervision as is necessary to ensure, so far as is reasonably practicable, the health and safety at work of employees. The requirement to address the issues raised is then further supported under the Management of Health & Safety at Work Regulation 13 (1)(2)- Capabilities and training. It states:   (1) Every employer shall, in entrusting tasks to his employees, take into account their capabilities as regards health and safety. (2) Every employer shall ensure that his employees are provided with adequate health and safety training -  (a) on their being recruited into the employer's undertaking; and Key points 3 and 4 both directly link to Health and Safety at Work Act Obligations are placed on employers by section 2(2)(c) of Health And Safety at Work: ...to provide such information, instruction, training and supervision as is necessary to ensure, so far as is reasonably practicable, the health and safety at work of employees. In as much the HSWA incorporates the health, safety and welfare of all persons at work under section 2 the employer owes a basic duty of care by the to employee where it is reasonably practicable to do so. The HSC recently introduced a programme of work to tackle occupational stress through a range of actions, including the development of good standards of management practice. The responses have shown the following: * Work related stress is a serious issue * Work related stress is a health and safety issue, and * It can be tackled in part through the application of health and safety legislation HSE are however still to develop standards of management practice for controlling work-related stress. (Jeremy Stranks ) conclusions and recommendations Recommendations To implement the Health and Safety policy effectively there needs to be a strengthening of the links from the Heads of Department downwards. This will not happen organically but needs to be orchestrated by raising the profile of the DSO. The following action plan is proposed Action | Comment | Provide a written DSO job description | Meet with HR dept. HOD / managers to discuss | Provide a departmental safety training policy, guidance and a generic checklist | Done | Provide guidance on writing a staff induction training policy and timetable training and DSE risk assessments | Discuss with SMT suggestion that office based departments adopt the current risk assessment audit process utilised by HR department | Ensure all health and safety training policies and guidance are reviewed, amended and reinstated on the HS & E web pages as soon as practicable | On going – set deadline of summer 2008 self to complete. | Publish a half yearly/annual health and safety training newsletter or bulletin for DSO’s | Robert Smith to action | Provide training for new and existing DSO’s | Preliminary work started to format a course. Mostly in house training but need to clarify cover for additional costs. Target for September to have training available. | Establish a DSO’s annual meeting/forum | RS to action | Promote best practice being demonstrated by other departments | Via forum and weekly contact – self to discuss options for encouraging/increasing attendance at forum | Promote the HS & E office as a focal point for DSO’s to go to for information, advice & guidance on health and safety matters | Service requests being logged to improve efficiency of response and where appropriate to disseminate information to other DSO | Audit | On going | REFERENCES Jeremy Stranks - Health & Safety for Management – focus on work safety (update) p27. HSE, - Successful Health and Safety Management –Organising for Health & Safety. C 3 p27