ARE YOU MEETING YOUR LEGAL DUTY TO PROVIDE A SAFE WORKPLACE?

Under Section 8 of South Africa’s Occupational Health and Safety Act No. 85 of 1993, as amended, employers are legally required to provide and maintain, as far as is reasonably practicable, a working environment that is safe and without risk to the health of their employees. It is responsibility that sits at the heart of workplace safety and one that many organisations may not be fulfilling.

WWISE recently designed and developed a 2-day training course on planned critical task analysis. This course is designed to equip delegates with the practical knowledge and skills required to plan and critically examine high-risk or hazardous tasks before they are carried out.

The training covers various aspects such as:

• The process of planning a critical task, differences between a step, action item, activity, task
• How to define, plan document a critical task.
• The importance of critical task management.
• The importance of task observation and On-the-job observations.
• The role of Emotional Intelligence (EQ) and Intellectual Quotient (IQ) in task execution.

The training also emphasizes that for this process to work, it requires visible VELT leadership and a culture of zero harm, injuries, fatalities tolerance which will provide a clear understanding to all involved in the process. We also cover topics of EQ, IQ different types of documented information which is required to support the process.

WHAT IS PLANNED CRITICAL TASK ANALYSIS?

Planned critical task analysis is a proactive approach which is used to examine high-risk or hazardous tasks before they are carried out. It forms part of an organisation’s broader SHEQ framework and is used to ensure that tasks are performed safely, responsibly, and in compliance with relevant standards, laws, regulations, and internal procedures. It’s about understanding the task from every angle, planning each step, and managing the risks before they arise.

WHAT ARE SOME OF THE PITFALLS ORGANISATIONS FACE WHEN EXECUTING A PLANNED TASK?

• Lack of preparation which can result in the failure of a project.
• Resources that are not regularly specified.
• Objectives that are not clear.
• Inadequate attention to detail.
• A lack of transparency.
• Insufficient communication between teams.
• New direction has been chosen.
• Expectations that are unrealistic.

HOW DO WE IDENTIFY CRITICAL TASKS?

1. Start by listing all occupations within a unit or department
2. Break down each role into specific hands-on tasks
3. Identify which tasks are critical due to associated risks
4. Analyse these tasks by:
   • Outlining each step involved
   • Pinpointing hazards
   • Rating risk levels
   • Proposing control measures
   • Developing a man-task specification
   • Creating a work instruction or manual
   • Delivering training

Regular reviews and updates are vital to keep these processes effective and relevant.

WHY ARE JOB OBSERVATIONS IMPORTANT?

Job observations are important because they provide a comprehensive and first hand view of employee behaviours and work processes, which is valuable for various Human resource and organisational purposes. They assist understanding how employees perform their roles, identify areas for improvement, and ensure that job descriptions and training programmes are aligned with the realities of the workplace.

When planning for tasks, it is also important to understand that each individual has developed and programmed their minds based on their experiences which ultimately leads to each person developing a certain level of EQ and IQ which will be different from person to person, hence it is important to note that with variations in peoples EQ and Q, it is important to understand that there is an inner child in us which we all can relate to. This essentially means that if we step out of the perspectives we have developed based on our personal experiences and position ourselves to be a young toddler who is starting to develop a complex of their environment which they are exposed to, it will provide a much clearer picture going forward. The same concept is applicable in the work environment or in an industrial setting as each person, employee, employer, subcontractor, maintenance worker etc. is different.

This requires management to understand the levels of EQ and Q of everyone, having the ability to activate individuals, and keeping them motivated so that planned tasks can be executed according to the objectives which have been defined and agreed upon. It is also vital to understand that a process has to be defined, individuals are required to understand the process, once the understanding has been gained, they need to implement what has been learnt, along with the technological tools and techniques to provide desired outputs. A successful critical task analysis must recognise that each employee brings their own understanding and experience to the table. It requires leaders to consider these variations and provide support tailored to individual capabilities and emotional awareness.

Planned critical task analysis is a process which can be used for building a safer, more efficient workplace. WWISE encourages employers to consider whether they are meeting the duty set out in the OHS Act. If not, this training may be exactly what is needed to close the gap and take your organisation’s safety culture to the next level.