Risk Assessment in The Workplace. Part 1.Learn Management Articles on management-info.biz. Risk Assessment in The Workplace. Part 1. article will help answer your questions on Management Articles.We at management-info.biz specialize in Management Articles. Management Articles at management-info.biz provides the most up to date news and articles. If you have questions please do not hesitate to contact us.
A risk assessment is simply a careful examination of your workplace, to identify what could cause harm to people, so that you can decide as to whether you have taken enough precautions or should do more to prevent harm from being caused. Work accidents and work related ill health, can ruin lives, and seriously affect your business also, if output is lost, machinery is damaged, insurance costs increase, or you have to go to court. You are legally required to assess the risks in your workplace. The important thing you need to decide is whether a hazard is significant, and whether you have taken satisfactory precautions to minimize the risk. If you are a small firm owner, and you are confident you understand what is involved, you can carry out a risk assessment yourself. You do not have to be a Health and Safety expert. If you are a larger firm, then you may want to assign a responsible employee, safety representative or safety officer to carry out the task. You can also obtain advice from outside companies, who have specialised in this type of work. What is Hazard and Risk? A hazard means anything that can cause harm. To give you a basic idea, think of chemicals, electricity, working at heights etc etc. A risk is the chance, high or low, that somebody will be harmed by the hazard. There are five steps in a risk assessment: Step 1. Look for the hazards. Step 2. Decide who might be harmed and how. Step 3. Evaluate the risk and decide whether the existing precautions are adequate or whether more should be done. Step 4. Record your findings. Step 5. Review your assessment and revise it if required. Do not overcomplicate matters. In the majority of firms in the commercial, service and light industrial sectors, the hazards are few, and those that do exist are fairly obvious. Checking them is mainly a matter of common sense, but also a required and necessary action. You probably know already, whether you have machinery that could cause harm, or if there is an awkward entrance or stairway where someone could be hurt. If so, check that you have taken all reasonable precautions you can to avoid accidents and prevent injury. Lets take a closer look at Steps 1 and 2. Step 1. Look for the hazards. If you are doing the assessment yourself, walk around your workplace and look at what could reasonably be expected to cause harm. Ignore the trivial (for now) and concentrate on significant hazards which could result in serious harm. Ask your employees what they think. They are the ones who are working with the various components on a daily basis, and will therefore know where the problems are. They may have noticed things which are not immediately obvious. Manufacturers instructions or data sheets can also help you spot hazards and put risks in their proper perspective. Step 2. Decide who might be harmed and how. For each identified hazard you should then decide who might be harmed and how. And of course you will then be able to decide on a course or action that will prevent the hazard from causing risk. Do not forget about young workers, trainees, expectant mothers etc who may be at particular risk. Do not forget cleaners, visitors, contractors, maintenance workers etc who may not be in the workplace all the time.
Do not forget members of the public, or people you share the workplace with, if there is any chance they could be injured by your activity. |
More Articles:1. Preparing for Your Own Hurricane Katrina By Harwell Thrasher Disaster struck the southern United States in August, 2005 as Hurricane Katrina did major damage to New Orleans and southern parts of Louisiana, Mississippi and Alabama. We don’t yet understand the full impact of the storm in terms of lives lost, families disrupted, and the impact on the American and global economies. But we know that a key part of our responsibility as executives and managers is to anticipate disastrous events like Katrina and be ready for them. Here are some of the things… 2. Partnering for Performance By Jenny Kerwin “The difference between a boss and a leader: a boss says, ‘Go!’ – a leader says, ‘Let’s go!’” -E. M. Kelly* Are you a boss or a leader?* Do your employees see you as part of the team or as looking over it?* How would your team members define your management style?I ask these questions as a challenge, and offer the opportunity to take a look at your manager/team member relationships.Merriam-Webster states that a boss is someone who exercises control or supervision; someone who dictates policies… 3. Active Inquiry in Organizational Change By Michael Beitler An essential part of Edgar Schein's Process Consulting practice model (discussed in-depth in my book) is the use of Active Inquiry. A guiding assumption in Active Inquiry is that an insecure client will not reveal essential facts about the organization's situation. Without these essential facts, the Organizational Change (OC) consultant is placed in a position of guessing. The consultant is then forced to rely on the dubious practice of projecting his or her prior experiences into the clien… 4. 3 Keys to Being a Fearless Executive By Dr. Leif Smith In my work with business executives, I have come to the conclusion that most individuals in positions of influence got there accidentally. This may sound harsh to those of you in the business world reading this article, but the truth CAN be harsh, much like the medicine our mothers gave us as young children. There is a bright side, however, to this fact: Those of you who put in the effort can rise far above the average executive. Here are three tips to do that, and quickly:1. Learn to love res… |
||||