OHS Performance Measurement in the Construction Industry

Workforce capability, training and education
Attitude, approach and capabilities of the workforce, i.e. a workforce that is,
“competent, capable, will help identify problems, [and] work safely”, ensuring that
the right people are in place was identified by the case study enterprises as a
critical strategy for effective OHS management.
Hand in hand with management and workforce capabilities went a sound selection
process “so you’re getting capable people to work with”. Also identified as
important factors in building a safe working environment were supporting training
and continuing education processes, which needed to be practical and fit for
purpose.
Case study enterprises regarded induction training of workers to the site as a
fundamental requirement and all enterprises provided induction training to their
workers.
Communication and participation
Effective communication, especially where activities interfaced, was another key
strategy in successfully managing OHS identified by the case study enterprises. This
facilitated teamwork and involved communications at individual and group levels
throughout the project. It enabled the uptake of workforce suggestions by
management and the reciprocal uptake of management systems by the workforce
with no “resentment factors” present: “we’re all working to the same end, all there
to be spoken to - we’re a team”.
A key aspect of participation was the development a ‘culture’ of safety and of
reporting incidents or potential incidents, with everyone understanding that OHS
was needed and had to be fundamental to the way work was done: “no shonkies - if
the job’s unsafe no-one will do it”.
Other strategies
Other key strategies used to achieve workplace health and safety included:
• the provision and maintenance of an appropriate standard and availability of
equipment and facilities for the workforce to use;
• consistent, practical systems and procedures that acted as vehicles for
improving OHS - for example, providing coaching through the disciplinary
procedure;
• good housekeeping standards; and
• appropriate auditing, feedback and follow up of site issues, behaviours, plans
and systems.
DEVELOPMENT OF POSITIVE PERFORMANCE INDICATORS 55