This particular client applied for the role of Senior Health and Safety Consultant in a state (Queensland) government department and was successful in gaining a job interview. A two page statement was developed which involved addressing the standard five selection criteria based on the Queensland Government’s Capability Leadership Framework (CLF). The CLF selection criteria include Supports Strategic Direction, Achieves Results, Supports Productive Working Relationships, Displays Personal Drive and Integrity, and Communicates with Influence. The CLF is derived from the Australian Public Service (APS) Integrated Leadership System (ILS). I have written several blogs previously which provide a detailed explanation on the APS ILS as well as numerous examples from selection criteria applications using the ILS that have gained job interviews for clients. Please read the blogs posted in the ‘Addressing Selection Criteria’ Category or search through the monthly archives from July 2009 onward. Following are full excerpts from two of the selection criteria prepared for the role of Senior Health and Safety Consultant.
Supports strategic direction…
In one of my most recent roles as National Health, Safety, Environment and Community (HSEC) and Quality Assurance (QA) Coordinator with HHH Pty Ltd, I was proactive in initiating contact with doctors and their clinical practice to discuss those workers who may sustain an injury and to advise them of suitable duties available in the company. There was a period where injuries were leading to a substantial increase in costs (cost per claim and total insurance premium). Many of the doctors did not realise HHH Pty Ltd was in a position to offer suitable duties; thus, doctors were approving and certifying time off work (weeks and months). This was not a cost effective process for the company. By initiating a change to the process through establishing contact and relationships with the doctors and as their first point of contact, doctors commenced approving return to work and suitable duties. As a result, a 3% reduction in the total premium cost per annum was realised within two years.
In my previous role as Occupational Health and Safety (OHS) Coordinator at GGG Pty Ltd, I identified a safety issue facing numerous casual employees who held machinery operator roles and worked across a 24 hour period in shifts. In conjunction with various department heads, I co-developed and implemented safety operational procedures for each piece of equipment. The procedures were placed on or near the machinery for viewing by operators, and they were used as a guide to train new personnel. Prior to their implementation, procedures were not in place and neither was any training; thus, this resulted in frequent minor injuries and low productivity levels. Subsequently, their implementation resulted in a significant reduction of minor injuries and reduced lost time injury (LTI) frequency rate within a very short timeframe (one month).
I have developed solid project management and planning skills. In the conceptualisation phase of a new project, I prepare a project plan detailing tasks, priorities, deadlines and budget constraints, and I periodically review and update the plan as needed. I create lists of key contacts, maintain open lines of communication with project partners and other stakeholders, and provide regular updates on the progress of project works. At GGG Pty Ltd, I managed a $100K project involving modification of the main production line to incorporate better ergonomic positioning for assembly line workers; the project was allocated a three month time frame for completion. The main objective of the project was to improve safety standards. I managed the project through the entire lifecycle, including planning, budgeting, reporting, resource coordination and review.
Planning involved engineering the redesign of electronics and mechanics and setting timelines for the design process. Reporting encompassed the preparation of weekly reports on budget, project progress and targets achieved; reports were forwarded to the Engineering Manager and Site Manager. Management of resources involved sourcing, organising and scheduling external contracts (electrical and engineering) to undertake works, as well as planning their tasks and achievement targets. Overall, the project was completed on time, on budget and to quality standards in accordance with standards for manual tasks. Major benefits were realised: long term reduction of injuries (fine motor skill such as carpal tunnel and neck and shoulder injuries) within 12 months; a 10% reduction in reported injuries; and an increase in staff morale. Furthermore, an additional by-product benefit resulted in improvements to the overall production process: the production line moved faster.
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