thesafestep

A decade of safety data. The market is resilient, regulated, and still under-supplied.

Fri, 24 Apr 2026 00:07:46 GMT

Reflecting on 10 years on safety recruitment in Australia, and what that means for the future

By Aaron Neilson, CEO, The Next Step & The Safe Step

When The Safe Step launched Australia's first HSE Job Market Index in October 2015, the safety profession was largely invisible in market data; its regulatory drivers, sector concentrations, and relative independence from economic cycles were untracked and unmeasured. A decade and 236,000 job listings later, we have a complete picture.

This month we released the 10th anniversary edition of our HSE Job Market Report. The story it tells is one of structural, persistent demand shaped by legislation, risk, and the ongoing requirement to manage workplace safety in an increasingly regulated environment.

A market shaped by obligation

When COVID-19 contracted the broader HR job market by 52% in 90 days, the HSE index fell just 10% and recovered within months. HSE demand is driven primarily by regulatory obligation and incident risk. When organisations reduce costs, safety headcount is typically among the last to go because the legal and operational consequences are immediate. The HSE index has never fallen below 63 across the full decade, even during the mining sector contraction of 2017-2018, which was a sector-specific event entirely unrelated to the broader economy.

The index reached its all-time peak of 198.6 in March 2025, nearly two years after the HR market peaked. That lag reflects the fact that safety hiring responds to regulatory accumulation and compliance timelines, not business confidence. Demand builds as obligations bed in, and those obligations don't resolve on their own.

The regulatory engine

The decade's most consequential driver of HSE demand has been the expansion of psychosocial safety obligations across Australian jurisdictions. What began as an emerging area of regulatory interest has become a mainstream compliance requirement.

2023 was the busiest year in the index's history, with 30,744 HSE job listings nationally, driven largely by organisations building psychosocial safety capability in response to new legislative requirements. The Utilities sector grew 311% over the decade. The Public Sector grew 165%. Both are heavily regulated environments where the scope of safety obligations has expanded significantly.

Psychosocial safety frameworks, once legislated, create ongoing compliance requirements. Organisations hiring to meet those obligations are building permanent capability, not responding to a temporary surge. Permanent HSE roles now represent 84% of all listings, up from 82% at inception, and contract roles have declined 8% over the decade.

The supply gap

HSE Executive roles are up 48% over the decade, the fastest-growing category in the index. That growth reflects the profession's elevation within organisations and a genuine pipeline challenge. Building an experienced HSE Executive takes time. They need to develop regulatory knowledge, incident management experience, and the ability to present safety risk at board level. Supply hasn't kept pace with increasing demand.

The geographic data reinforces this. Western Australia is up 117% over the decade, driven by LNG, critical minerals, and major infrastructure investment. Queensland is up 41%, South Australia up 58%. In these markets, competition for experienced HSE professionals is consistent and the requirement for embedded safety capability is non-negotiable.

NSW and ACT have both declined over the decade (down 34% and 38% respectively) reflecting a shift toward outsourced safety functions and non-advertised consulting arrangements in larger organisations. That pattern indicates a structural change in how organisations are meeting that need, and in many cases a gap between the level of embedded HSE leadership organisations have and the level their regulatory obligations require.

The next ten years

Psychosocial safety obligations will continue to expand. Environmental and sustainability requirements are broadening the scope of HSE roles. Automation is changing the physical risk profile of workplaces in ways that regulation is beginning to address.

These are structural shifts, not cyclical ones. The HSE professionals best positioned for the next decade are those who can operate across that expanded scope — managing psychosocial risk, navigating a more complex regulatory environment, and communicating safety risk clearly at a senior level. The data over ten years suggests demand for that capability is durable and that supply remains the more pressing variable.

The full report is free to download here . If it raises questions about your hiring strategy or career direction, our team is happy to talk it through.

Human-Led, AI-Enabled: Key Takeaways for Safety Leaders

Thu, 23 Apr 2026 06:55:11 GMT

Safety leadership has always required the ability to manage complexity, balancing the technical, the human and the regulatory needs while keeping people out of harm's way. The arrival of AI into that space doesn't change the fundamental obligations, but it does change the tools, and in some respects, the pace at which risk can be surfaced and acted upon.

The Next Group's Human-Led, AI-Enabled event brought safety and HR leaders together in Melbourne to explore what responsible, practical AI adoption actually looks like in complex, high-risk environments. The insights from Mark Lipman , Head of Enterprise Risk at Qantas, were particularly instructive for safety professionals, while Kelly Brough from Accenture and Davin d'Silva from Coles added vital organisational context.

AI's Genuine Advantage in Safety: Pattern Recognition at Scale

The case for AI in safety is practical. Qantas receives 130,000 safety reports every year. No human team can reliably identify trends across that volume, particularly across time, geography, and operational domain simultaneously.

"AI is really good at looking at trends across an organisation, surfacing them,

and bringing them to people's attention so they can be actioned.

The move from 'people telling us things are going on' to 'action' becomes much faster."

Mark Lipman

AI’s most obvious and appropriate safety function is in pattern recognition, signal surfacing, and acceleration of human decisions and process optimisation. And rather than becoming redundant, the analyst responsible has amplified capacity for more meaningful work.

At Qantas, a separate application uses a bespoke model to sit over safety manuals and make them conversationally accessible. A team member in the field can ask "when do I need to do a risk assessment?" and get an immediate, accurate answer, rather than navigating a regulatory document written primarily for an auditor. The productivity and engagement gains are significant.

Computer Vision and the Limits of AI in the Field

Mark described another application — computer vision deployed over security cameras in Qantas's freight shed, monitoring proximity between plant and pedestrians and flagging entries into designated no-go zones.

The system began recording a spike in no-go zone entries. Without additional investigation, a safety leader might have concluded there was a behavioural compliance issue, but the actual cause was a machine breakdown, and increased maintenance personnel were legitimately accessing the zone.

" AI can identify the hazard. What it cannot do is add context. Humans always have to add that context.

AI supports judgment, it never replaces it."

Mark Lipman

This was a perfect illustration of where the human-AI boundary must be understood and respected. Computer vision can observe. It cannot interpret. It cannot understand the operational context that a supervisor with experience in that environment carries. The value of that knowledge — what Kelly called the ability to "walk on site and hear and smell what is happening with the machinery" — is not replicable.

Where AI Should Not Be Used in Safety

As Mark attested, AI is not a suitable tool for safety-critical decision-making in real time. Citing research on AI in financial contexts (where AI has been shown to be least reliable precisely when it is needed most) he applied the same logic to safety controls. In a crisis, AI can amplify risk rather than reduce it.

This is a reason to be precise about where AI belongs in the safety management system. We know it’s value in pattern-surfacing and information-retrieval and translation. But it’s not capable of automated real-time safety control.

Governance: What Good Looks Like

Mark shared Qantas's explicit governance position on AI: generative AI will not be used to make or assist in making employment decisions of any kind. This is a statement of principle, communicated clearly and reinforced through governance frameworks.

For safety leaders, the parallel conversation is about where the human remains in the loop for safety decision-making, and ensuring that position is clearly documented, not assumed. Culture frameworks, existing compliance obligations, and fatigue and risk management policies do not become irrelevant because an AI tool is introduced. They provide the context into which AI is deployed.

Key Takeaways for Safety Leaders

Use AI where it adds genuine value : trend analysis, signal surfacing, and making technical information accessible are strong starting points.
Invest in a supervised, bespoke model for sensitive safety data: commercial, public LLMs that use your data for training present governance and confidentiality risks.
Never remove the human from contextual interpretation: AI identifies patterns; your experienced leaders interpret them. Protect that boundary.
Document where AI will not be used, not just where it will: safety governance should explicitly define the no-go zones for AI application.
Be cautious about AI in real-time, high-consequence decisions: AI is least reliable when the stakes are highest. Design your systems accordingly.

The Safe Step works with safety leaders across Australia to build capable, resilient HSE teams and functions. If you'd like to continue the conversation, we'd welcome the connection.

10 Year Edition | Work Health, Safety, Environment & Wellbeing Job Market Report

Wed, 15 Apr 2026 01:33:38 GMT

A Decade of HSE History

10 years of the HSE Opportunity Index

To mark ten years of tracking the Australian HSE job market, The Safe Step is releasing this Special Anniversary Edition of the HSE Opportunity Index.

Since October 2015, we've tracked over 236,000 HSE job listings across every state, territory, discipline, and industry sector. What's inside is the most comprehensive longitudinal picture of the health, safety and environment profession ever assembled in Australia.

Inside this report, you'll discover:

How has the HSE job market changed since 2015?
Industries that are driving the strongest demand for HSE professionals?
Where is HSE opportunity growing - and where is it declining?
How has the role of HSE evolved from operational to strategic?
What does the next decade hold for HSE professionals?

Essential insights for employers and professionals

Whether you're navigating your next career move or building a safety team for the decade ahead, this Anniversary Edition gives you the data to do it with confidence.

The HSE Opportunity Index has tracked unbroken monthly data since October 2015 — 125 consecutive months, more than 236,000 listings, and a complete record of how this profession has grown, been tested, and proven its indispensable value.

Download the full 10 Year Anniversary Edition today

Download the 10-year Anniversary Edition

Australia's HSE job market: 10th Anniversary Edition

Ten years ago, there was no authoritative benchmark for the Australian HSE job market. The Safe Step set out to build one — and what emerged is a story not of economic cycles, but of regulation, risk, and the irreducible value of keeping people safe.

As of February 2026, the national HSE Opportunity Index stands at 106.1 — modestly above where the decade began, but having travelled a far more dramatic journey in between. The decade saw the index reach an all-time peak of 198.6 in March 2025, weather the COVID crisis with a fall of just 10% (compared to 52% across the broader HR market), and record its busiest ever year in 2023 with 30,744 listings nationally.

The decade's data tells a clear story of where HSE demand has grown, shifted, and diverged across disciplines, industries, and geographies.

By discipline: HSE Executive roles lead the decade with 48% growth, reflecting the profession's elevation to strategic leadership — while Environmental Health Advisor roles are the only discipline to decline, down 7%.
By industry: Utilities (+311%) and the Public Sector (+165%) are the decade's standout performers, driven by escalating regulatory obligations — while Healthcare & Medical (−81%) and Mining (−40%) highlight sector-specific contraction.
By geography: Western Australia recorded the strongest growth of any state (+117%), driven by LNG and critical minerals investment — while NSW (−34%) and ACT (−38%) are the only jurisdictions to sit significantly below their 2015 levels.

The full report includes the complete 10-year index chart, discipline-by-discipline analysis, industry sector breakdowns, state and territory data, and a year-by-year chronicle of the moments that defined the decade.

Fatigue is a system issue, and should be managed that way.

Wed, 08 Apr 2026 23:53:55 GMT

The Next Group CEO Aaron Neilson shares key insights on Qantas' fatigue management research and innovations, presented by pilot Paul Kirby at the recent HSE Executive Leaders Forum in Sydney.

At our recent HSE Executive Leaders Forum in Sydney, Qantas pilot Paul Kirby reframed fatigue management for Qantas pilots and flight crews that could be applied to Australian workplaces across all industries. Paul walked through the airline's fatigue risk management system, involving tracking 32,000 data points per flight, EEG headbands and a 30-second wellbeing check embedded into tools the crew already use. More than the sophistication of the technology, what struck me was a single observation that sat quietly underneath it: the data often contradicts what regulators assume, and it has the potential to influence industry-wide innovation.

That's not a criticism of regulators. Prescriptive fatigue frameworks exist because they've prevented harm, and building them required genuine effort and some hard lessons. The problem is that most of those frameworks were built on assumptions about what drives fatigue that the data is now challenging. The majority of countries, including Australia, still manage fatigue primarily through prescriptive duty and rest period limits , which means the compliance model is built on treating fatigue as a result of hours worked. The evidence increasingly suggests it's more complicated than that.

What the Data Is Actually Showing

The most significant shift in fatigue science over the past decade is the growing understanding of the relationship between psychological state and physical fatigue. Worrying about something — financial pressure, a relationship under strain, a difficult conversation coming up at work — is the first thing to affect sleep quality, often before any rest hours are formally lost. Rio Tinto has described this as "the bi-directional relationship between mental health and fatigue" and has explicitly moved toward a multifactor approach that goes beyond roster design. SafeWork NSW The Qantas system tracks stress and worry alongside rest and alertness for the same reason.

This has a direct regulatory implication. Comcare has formally classified fatigue as a psychosocial hazard under Australia's Managing Psychosocial Hazards at Work Code of Practice 2024. SafeWork SA That's not a semantic shift — it's a signal that the regulatory framework is beginning to catch up with what the evidence shows: that fatigue risk can't be managed in isolation from the psychological and social conditions that drive it. Organisations that are still treating fatigue as a scheduling problem are exposed under obligations they may not have fully registered.

The Trust Problem Nobody Talks About

The harder challenge in fatigue management isn't the technology or even the regulatory framework. It's trust. The Qantas system only works because crew believe their data will be used to improve their experience — not to flag them for review, not to build a performance case, not to satisfy a regulator. That trust was built slowly, through demonstrated responsiveness: changes made on the basis of what workers reported, communicated back to them clearly.

Most organisations skip this step. They introduce monitoring tools, frame them as safety investments, and then use the data primarily for compliance reporting. Workers notice. And when they do, the quality of the data degrades — people report what they think they're supposed to report, not what's actually happening. The system that was supposed to surface leading indicators becomes another source of lagging data.

This is the pattern I see most often when fatigue management comes up in the hiring conversations we have at The Safe Step. Organisations are investing in better tools but not in the cultural conditions that make those tools useful. The capability demand is shifting — fatigue risk management expertise is increasingly sought after in mining, transport, and healthcare — but the organisations attracting that capability tend to be the ones that have already made the cultural investment, not those hoping the technology will do the work for them.

What Better Practice Looks Like

As Safe Work NSW reports, mining operations like those at Rio Tinto are moving toward biomathematical modelling to design roster schedules that maximise alertness rather than simply comply with minimum rest requirements – the same approach that's standard in aviation and rail. The underlying principle is the same one the Qantas fatigue system demonstrates: collect data through tools people are already using, integrate psychological and physical indicators, and be willing to let the data challenge existing assumptions.

The organisations making real progress are also thinking about fatigue across their supply chains, from direct employees, to contractors, logistics partners, and shift workers whose fatigue exposure is often higher and whose frameworks are often weaker. That's a more ambitious scope, but it reflects where the regulatory and reputational risk increasingly sits.

Fatigue management has been a compliance function in most Australian organisations for a long time. The evidence, the regulation, and the technology are all pointing in the same direction now. The question is whether organisations are ready to tackle it systemically and proactively.

Aaron Neilson is CEO of The Next Group , which includes The Safe Step, Australia's leading specialist HSE recruitment and capability development firm.

The HSE Executive Leaders Forum connects top safety leaders in organisations around Australia, who collaborate to share research and innovation, and influence safety governance and technology innovation across Australian industries.

Safety leadership at Board level

Mon, 30 Mar 2026 02:31:12 GMT

Safety leadership at Board level:

What our conversation in Brisbane revealed

There is a version of safety leadership that stays in its lane: manages the annual regulatory reporting, tracks the lag indicators and reports to the Board when something goes wrong. And then there is the version that the panel at last week's Brisbane event put forward: a function that operates with genuine strategy, is proactive in mitigating enterprise risk and capable of future-focused, organisation-wide thinking.

The gap between those two versions, of course, is significant. And closing it is becoming important.

Co-hosted by The Safe Step , The Next Step , and MinterEllison , the event brought together Deanna McMaster (Partner, MinterEllison), Jane Keating (Board Director and former Head of HR at QTC), and Wade Needham (Head of ESG and EHS at Natural Resources) for a candid conversation about what Boards actually need from safety leaders and where the opportunities are.

The regulatory moment

Deanna opened with a clear-eyed assessment of the current environment. The ASIC v Star Entertainment Group judgment will fundamentally change what Board directors expect from the reports they receive and who is held accountable when those reports aren’t up to scratch.

"Every director I work with is acutely tuned into the Star decision. It says: if you're getting too much information, that's your fault – send it back.

And it absolutely calls out the role that Boards play in workplace culture."

— Deanna McMaster, Partner, MinterEllison, speaking at the event

For safety professionals, the implications are direct. Psychosocial safety now sits squarely at the intersection of HR and safety, and if the two functions are not producing a single, coherent, concise narrative for the Board, the papers may not make it through at all.

"If we're not collaborating, our reports aren't going to make it through to the Board pack.

We're going to have to get new ways of delivering some of the information we're used to working with."

— Deanna, speaking at the event 

Rethinking what we measure

Wade Needham offered one of the most practically useful contributions of the evening: a challenge to the way most safety functions think about measurement. Drawing on his time leading health and safety at Serco, he described watching nurses and cleaners in their late forties and fifties gradually wear out under workload pressure, a pattern that was entirely visible in the data, if anyone had been looking at the right indicators.

"We would see absenteeism increase, leave balances get drawn down, time and attendance shift… and then within four months that person was on workers' comp. We didn't look back at trying to fix the work to match the person."

— Wade Needham, Head of ESG and EHS, speaking at the event

The point wasn’t about workers' compensation costs, but what safety leaders choose to surface and action. Many organisations are still dominated by lag indicators like injury rates, near-misses and claims. Leading indicators, by contrast, tell a predictive story and building an industry-specific leading indicator framework is one of the most valuable things a safety leader can do.

"We don't need more indicators. We need to better tell our story…

and the story is about what the business's exposure is, and what we're trying to deliver."

— Wade Needham, speaking at the event

AI: risk or opportunity?

The conversation turned to artificial intelligence and Wade's take was deliberately counter-intuitive. Where most governance discussions about AI focus on risk and regulation, he argued that safety leaders are uniquely positioned to use the AI transition as a strategic opportunity.

If you approach AI through a psychosocial lens, you can identify which tasks and roles are generating the most load on workers and make the case for automation as a wellbeing intervention, not just a productivity play. That reframe positions safety not as a compliance function reacting to change, but as a function driving it.

"You could sit there from a strategic perspective and, instead of playing the compliance game, be involved in the transition of your workforce. Psychosocial risk is very important for understanding what performance looks like and what workers need to have a valuable experience at work."

— Wade Needham, speaking at the event

What Boards actually want

Jane Keating, who brings both a deep HR background and active Board experience, was direct about what distinguishes safety leaders who get heard from those who don't.

"Think like a Board member. Think broadly – state context, national context, international context. Lead with a strategic idea…

And then bring in the data."

— Jane Keating, Board Director, speaking at the event

She described a simple framework — What, So What, Now What — that she has used to structure Board communications throughout her career. The ‘What’ is the data. The ‘So What’ is what it means for the organisation. The ‘Now What’ is what the safety team is going to do about it. Applied consistently, it transforms reporting from a compliance exercise into a strategic conversation.

The bigger picture

The underlying idea that connected the conversation threads of the evening was that the safety profession has a genuine opportunity to operate at a level of strategic influence it has not traditionally occupied, but leaders need to proactively choose to take that step.

That means developing commercial literacy, building relationships outside the safety function and presenting to Boards in their language, not the regulator's. And it means being willing to be uncomfortable; to move from owning a function to facilitating outcomes.

We’re seeing regulatory change driving Board attention to people and safety risk, and the Star judgment is creating appetite for better-quality reporting. ESG frameworks and incoming social disclosure requirements are creating new pathways for safety leaders to tell their story at shareholder level. And psychosocial safety is putting human experience above physical hazards on the governance agenda.

The question for every safety leader in the room is the one Wade posed directly: are you waiting for people to come to you, or are you going to them first with a solution?

Why Contracting Could Be Your Best Career Move in HSE

Tue, 10 Mar 2026 04:51:49 GMT

Thinking about going contract? Wondering if it's the right move for your HSE career?

Let's be honest: the idea of leaving a permanent role can feel daunting. But what if I told you that some of the most successful, satisfied, and well-paid HSE professionals in Australia are deliberately choosing contract work and thriving?

Contracting might just be the smartest career decision you haven't made yet.

The WHS Market Is Hot

The demand for WHS professionals in Australia is extraordinary. Job opportunities in health and safety remain 52% above pre-pandemic levels , with a 12.5% increase in contracting opportunities at the start of 2024 . Up to 4,200 job openings are projected over the next five years.

This isn't a bubble, it's a structural shift. In 2024, 188 Australian workers were fatally injured at work, and 146,700 serious compensation claims were lodged. Every organisation knows they need strong safety capability. That's where you come in.

Let's Talk Money

One of the biggest misconceptions about contracting is that you sacrifice financial security. In reality, the opposite is often true.

65% of professionals currently in permanent roles would consider switching to contracting, with the main reasons being better rates of pay and greater opportunities to develop skills .

Whilst permanent WHS Advisors typically earn between $100,000 and $140 000, experienced contractors often command daily rates that translate to significantly higher annual incomes when working consistently. Mining and construction sectors offer particularly attractive contractor rates, with experienced professionals commanding premium day rates that reflect both their expertise and the critical nature of their work.

Flexibility That Actually Works

Here's something that might surprise you: 47% of Australian professionals would skip a pay rise if it meant receiving the flexible work patterns they desire . Contracting gives you that flexibility – and a pay rise.

As a contractor, you control your work-life balance. Choose your projects. Need to take three months off to travel? Want to work intensely for six months then take time for family? Fancy a stint in the mines with FIFO arrangements? Contracting allows you to structure your year around your life, not the other way around.

The Australian Bureau of Statistics reports that 47% of those who work from home have agreements for flexible hours , compared with just 22% of those who don't work remotely. As a contractor, you're often in the driver's seat for negotiating these arrangements.

You'll Learn Faster

Realistically, if you stay in one organisation for years, your growth slows. You become expert in one system, one culture, one way of doing things.

In temporary roles, you're constantly exposed to new challenges. Different industries, like healthcare, logistics and manufacturing. Different safety management systems. Different cultures, from safety-mature organisations to those needing serious transformation. Major incident investigations, system implementations, psychosocial risk assessments, regulatory compliance audits.

This accelerated learning doesn't just make you a better HSE professional, it makes you more employable, more confident, and more capable of commanding premium rates.

Rethinking Job Security

"But what about job security?" It's the question every contractor (and contract recruiter) hears. Permanent employment isn't as secure as it once was. That ‘secure’ permanent role can disappear with a restructure announcement.

As a contractor, your security comes from your skills, your reputation, and the market demand for what you do. In the current market, experienced HSE contractors are fielding multiple offers. The demand significantly exceeds supply, and that doesn’t look to be changing any time soon.

Plus, many contractors find that organisations approach them for permanent roles after seeing their work. You've essentially completed an extended trial and proven your value, and you get to decide whether permanent employment appeals, and dictate the terms.

The Psychosocial Risk Opportunity

With mental health claims increasing by 14.7% and now accounting for 12% of all serious claims, organisations desperately need expertise in managing psychosocial hazards.

As a contractor, you can position yourself as a psychosocial risk specialist, moving between organisations to conduct assessments, develop frameworks, and implement controls. This emerging field is perfect for contracting because many organisations need this expertise for a defined project, not necessarily a permanent headcount.

Contracting Isn't a One-Way Door

Many WHS professionals contract for a period of time, then return to permanent employment. Perhaps they find an organisation they love and convert to permanent. Perhaps they achieve their financial goals and want more stability for a particular life stage.

The experience you gain contracting makes you a more attractive permanent candidate, not less. You've demonstrated adaptability, built diverse experience, and proven you can deliver results in various environments.

What You Need to Succeed

Contracting isn't for everyone. Here's what helps:

Strong technical capability with relevant qualifications and relevant industry experience
Commercial acumen to manage contracts, finances, and position yourself professionally if you decide to pursue contract work under an ABN – or let us do the work for you with our on-hire arrangements
Adaptability to integrate quickly into new teams and build relationships rapidly
Self-motivation to drive your own performance

How We make it easier

Strong Client Network – Our experience and relationships mean we can position you professionally to employers that trust our expertise
Financial management – You can use your ABN or take on contract roles as an employee of The Safe Step, wherein your contracts, tax, super and insurance are organised
Access to EAP – When you come onboard as a Safe Step contracting employee, you and your family have access to counselling and support through our Employee Assistance Program

Getting Started

If you're seriously considering contracting:

Build your financial buffer.
Have 3-6 months of living expenses saved before making the leap.
Sort your structure.
Decide on whether you’d like to set up an ABN or work as an on-hire contractor through The Safe Step.
Get insured.
Professional indemnity and public liability insurance are essential for ABN holders, but not needed if you choose to work under us.
Partner with specialist recruiters.
Work with recruiters like The Safe Step who understand the HSE contractor market.
Set realistic rates.
Research market rates for your experience level. The best place to start is by speaking to one of our experienced consultants – they'll make sure you don’t undervalue yourself.
Keep learning.
Invest in professional development, particularly in emerging areas like psychosocial risk.

The Bottom Line

Contracting in WHS offers something increasingly rare: genuine control over your career trajectory, income, and lifestyle.

The market is strong, the demand is real, and organisations desperately need experienced WHS professionals who can step in and deliver results. Whether you're looking for better pay, more flexibility, accelerated learning, or simply a change from permanent employment, contracting offers a viable, often lucrative alternative.

Is it right for everyone? No. Does it require confidence, capability, and commercial nous? Absolutely. But for WHS professionals who want autonomy, variety, and the financial rewards that come with specialised expertise, contracting represents a strategic and exciting career move.

The question isn't whether contracting is a good option. The question is whether you're ready to take control of your career and give it a go.

Keilee Armstrong is a Recruitment Consultant at The Safe Step, specialising in HSE contracting and permanent placements across safety advisors, compliance, risk management, incident investigation, and psychosocial risk functions.

Considering contracting or want to explore current opportunities?

Get in touch with The Safe Step to discuss your next role and how we can support your transition to contract work.

QLD Event - HR & Safety: Speaking to the Board

Mon, 02 Mar 2026 22:39:02 GMT

HR & Safety Speaking to the Board

Wednesday 25th March | 04:30pm to 06:30pm

Event Details:

Address: MinterEllison | Level 22/1 Eagle St, Brisbane City QLD 4000
Hosted alongside The Next Step and MinterEllison
Panel Discussion and Networking
Arrival & Networking from 4:30pm
Panel Discussion from 5:00pm to 6:00pm
Networking from 6:00pm to 6:30pm

The regulatory landscape is shifting, but many boards still aren't getting the people and safety intelligence they need to stay ahead. While HR and Safety generate extensive data, boards often receive disjointed intelligence that fails to reveal the full picture of interconnected workforce risks.

What intelligence do directors actually need to make informed decisions? How do you translate complex people and safety risks into the language boards understand and act on? Which capabilities separate operational managers from boardroom-ready leaders?

Join senior HR and HSE leaders at our upcoming Brisbane event for a panel discussion and networking. Hear from our expert panel sharing real-world experiences on communicating critical people and safety intelligence in ways boards understand — and act on.

Why Attend:

Learn what critical intelligence boards need but aren't getting
Master how to translate people and safety risks into board language that drives decisions
Understand regulatory expectations around Respect@Work and psychosocial safety
Build communication capabilities that separate operational managers from strategic leaders
Discover how successful organisations are bridging the board intelligence gap

This is a unique opportunity to connect with peers, reflect on your own boardroom influence and walk away with practical insights you can apply immediately.

Facilitated by Katie Johnson - Director, The Safe Step

With 18+ years' experience across Australia and the UK, Katie is a trusted and well-connected member of the HSE community. She is passionate about building genuine, long-lasting relationships and is known as a go-to partner for organisations and professionals navigating the HSE market.

Hosted by Geraldine Doyle - Director QLD, The Next Step

With 24+ years' experience across London, Sydney, and Queensland, Geraldine is deeply connected to the Queensland HR community. Known for her authenticity and genuine care for the people she works with, she is passionate about helping individuals and organisations find the right fit — not just professionally, but in the context of their broader lives.

This event has no w concluded.

Our Panel of Speakers:

Wade Needham - Head of ESG & EHS, Natural Resources

At one of the world’s largest pension funds, Wade oversees a CAD $17.9 billion portfolio. Wade drives sustainable and safe practices across the agricultural supply chain to deliver positive environmental and social outcomes.

Jane Keating - Board Director, Brisbane Sustainability Agency & Opera Queensland

As a Non-Executive Director and Executive Coach, Jane brings decades of executive leadership spanning HR, finance, governance, and culture transformation. Jane partners with organisations and leaders to drive meaningful change and build capable, engaged workplaces.

Deanna McMaster - Partner, MinterEllison

As a Partner at MinterEllison, Deanna advises leading organisations across construction, energy, and resources on work health and safety compliance and industrial relations. Deanna helps employers navigate complex workplace laws to build safer, more resilient organisations.

The HSE Hiring Manager's Interview Toolkit

Thu, 26 Feb 2026 05:18:10 GMT

The HSE Manager's Interview Toolkit

HIRE RIGHT THE FIRST TIME

The mid-career HSE hire is one of the most consequential decisions you'll make. The era of the Safety Police is over — today you need someone who combines technical rigour with emotional intelligence, can influence the front line, and collaborate with HR and Operations to manage the human factors behind every incident. A casual conversation won't cut it. This toolkit gives you a proven, structured framework to identify the HSE leaders who don't just manage compliance, but drive a genuine safety culture.

Inside this toolkit, you'll discover:

Why getting this hire wrong is more costly than you think
A three-stage interview process built for mid-career HSE candidates
The right questions to ask across four critical competency areas
A ready-to-use hiring checklist to keep your process consistent and bias-free

Built for the complexity of today's HSE hiring landscape

Hiring an HSE Manager in 2026 means finding someone who goes well beyond certifications. With 188 Australian workers losing their lives to traumatic injuries in 2024 and mental stress claims five times more debilitating than physical injuries, a mis-hire at this level isn't just costly - it's a cultural setback you can't afford.

This toolkit helps you ask better questions, assess more objectively, and make offers that stick.

Download The Safe Step's HSE Hiring Manager's Interview Toolkit today and take the guesswork out of your next mid-career HSE hire.

Get your Interview toolkit:

Strategic Alignment: The Missing Ingredient in Australian Safety Leadership

Thu, 26 Feb 2026 02:56:08 GMT

I joined a panel at the AIHS Annual OHS Breakfast in Melbourne, hosted by Herbert Smith Freehills Kramer . The conversation brought together senior safety leaders from Australia Post, Mirvac, and other major organisations to discuss what's working in safety leadership. Australian organisations are investing heavily in safety activity whilst starving for strategic impact. With 317 prosecutions recorded nationally in 2024 and $164 million in penalties since 2020, regulators expect embedded, effective risk management driven by genuine leadership commitment.

From Data-Rich to Insight-Driven

Australia Post's internal audit identified 189 safety-related data points, yet outcomes hadn't materially improved. The solution was strategic simplification: narrowing focus to seven due diligence-aligned metrics with clear actions that drive outcomes rather than generate reports.

Across organisations, we're collecting massive volumes of safety data without improving decision-making. The organisations making progress ask whether their metrics help to predict and prevent harm.

Strategic Alignment: The Non-Negotiable

Mirvac's approach illustrated strategic alignment in practice. Safety has transformed from compliance to becoming embedded in business strategy. This requires:

Board and ELT alignment. Unified vision across Board, executive, and functional leaders makes strategy executable. This demands consistent messaging, resource allocation, and accountability that reinforces safety as a business priority.
Discipline to stick to the plan . When initiatives don't align with strategy, successful organisations have the courage to say no.
Speaking the language of the business. Safety professionals who frame work in terms of business outcomes – reputation, operational efficiency, talent retention – earn influence at decision-making tables.

Research demonstrates that organisations with strong leadership commitment see significantly lower injury rates and higher productivity. Facilities where leaders complete 80% of scheduled safety observations average better than 60% voluntary employee participation in safety initiatives.

The Critical Gap: Where Decisions Really Happen

Ninety percent of safety decisions occur at layer one of leadership (frontline supervisors and team leaders) yet most strategic safety discussions happen at ELT and Board level. Many critical events occur in simple, routine work, making capability investment at this level essential.

Success requires having the right capability and capacity: doing more with less through higher quality outcomes. Strategic investment in junior and middle management is critical. These leaders make dozens of safety decisions daily about work methods, resource allocation, and risk assessment.

Psychosocial Risk: The New Frontier

Regulatory expectations around psychosocial risk have evolved faster than organisational maturity. According to Safe Work Australia , mental health conditions accounted for 9% of serious workers' compensation claims in 2021-22, with median time lost more than four times greater than physical injuries.

Integrating psychosocial risk into leadership capability development is essential. Leadership behaviour, work design, and daily experience drive psychosocial outcomes, requiring all risk and change management to incorporate a psychosocial lens with HSE leaders connected to transformation initiatives.

What Actually Shifts the Dial

A powerful theme emerged: much work done "in the name of safety" doesn't meaningfully drive change. Over-complexity and low-impact activities dilute effort.

How to move forward:

Capitalise on existing momentum. With heightened regulatory focus, now is the time to drive change through strategic focus, not by launching fragmented initiatives.
Influence without authority. The most effective safety leaders balance genuine care with clear accountability through exceptional relationship-building.
Do less, but do it better. Seven metrics that drive action beat 189 that generate reports. Deep investment in frontline capability beats spreading resources thin.

Research from Australian construction emphasises that effective safety leadership requires accountability, "walking the talk," and leading by example , foundations that enable safety performance throughout organisations.

The Business Case for Strategic Safety

For business leaders, legal obligations mean there’s an inherent investment in safety. But does that safety investment deliver strategic value or merely check compliance boxes?

Strategic safety delivers measurable outcomes. Safe Work Australia research shows that in the absence of work-related injuries, Australia's economy would be $28.6 billion larger annually .

Moving beyond siloed safety responsibility is essential. Successful organisations embed safety accountability across HR, legal, and operations, with shared ownership and aligned incentives.

The Path Forward

Organisations that will thrive in Australia's evolving regulatory environment treat safety as a strategic business function. This starts with alignment between Board, ELT, and operational leaders about what safety success looks like and how it integrates with broader business objectives.

Capability investment must focus on frontline leaders making daily decisions that determine whether people go home safely, with discipline to focus effort on initiatives that genuinely move the dial.

The regulatory environment will continue tightening. Prosecutions will continue rising. Penalties will continue escalating. Those that focus on strategic capability building, genuine leadership commitment, and capability investment where operational decisions happen will be the ones ahead of the curve.

Aaron Neilson is CEO of The Next Group, which includes The Safe Step, Australia's leading specialist HSE recruitment and capability development firm.

Less is More: Key Insights from the AIHS Annual OHS Breakfast in Melbourne

Sun, 15 Feb 2026 22:44:09 GMT

Reflections from Paul Bridgewater (Director, The Next Group Victoria) and Becka Brown (Recruitment Consultant, The Safe Step)

Last week, we attended an OHS breakfast hosted by AIHS and Herbert Smith Freehills Kramer in Melbourne. In an environment of heightened regulatory scrutiny and rising sanctions, the conversation focused on what actually moves the dial in safety leadership.

From Data-Rich to Insight-Driven

Paul: Nicola Davies, GM Enterprise Health, Safety & Wellbeing at AusPost, shared a compelling story that resonated deeply. After an internal audit identified 189 safety-related data points, they made the bold decision to pare this down to just seven due diligence-aligned metrics.

Becka: As Nicki put it, "We're data rich but insight poor." Despite all those metrics, outcomes hadn't materially improved. The shift to seven meaningful metrics, each with clear rating scales and actions, makes due diligence achievable and focuses effort on driving real outcomes, not just reporting activity.

In an era where AI-enabled reporting generates massive data volumes, this strategic simplification reinforces a critical principle: less truly can be more.

Embedding Safety into Strategy

Becka: Peter Clements , Group Manager HSE at Mirvac, emphasised that safety must be embedded into business strategy rather than imposed as a compliance overlay. Their success comes from strong board and ELT alignment, sticking to the strategic plan without distraction, and working "in the language of the business rather than imposing safety."

Paul: Peter reinforced this point about relentless alignment between Board, ELT and functional leadership. When other priorities emerge – and they always do – Mirvac's discipline is to assess strategic fit. If it doesn't align, they move on. This focus has enabled a genuine "one team" mindset.

For Aaron Neilson , CEO, The Next Group, success means safety being "deeply rooted in strategy, enabling practical, integrated solutions," not over-reliance on technical compliance. Research supports this approach: organisations with high employee engagement in safety programmes experience 70% fewer safety incidents compared to those without.

The Critical Question: Are We Clear on the Risk?

Becka: Steve Bell , Managing Partner, Employment, Industrial Relations & Safety at Herbert Smith Freehills Kramer, posed a deceptively simple question: "Are we clear on the risk?" Understanding where risks sit within an organisation's portfolio and what obligations apply is foundational. Peter built on this, encouraging leaders to challenge existing controls and recognise that public-facing risks can escalate quickly if not properly understood.

Paul: Clear governance and early HSE involvement in strategic design consistently emerged as critical enablers. When leaders understand the risk landscape and involve safety expertise upfront, outcomes improve for both safety and the business.

Where Decisions Really Happen

Paul: One insight stopped me cold: 90% of safety decisions are made by frontline supervisors and team leaders. Yet most strategic discussions occur at ELT and Board level. This massive misalignment matters, particularly when many critical events occur in simple, routine work.

Becka: Aaron identified the single most important success factor as "having the right capability and capacity to deliver what the organisation needs; doing more with less, but with higher quality outcomes." This means investing strategically in junior and middle management levels where operational decisions happen.

Psychosocial Risk: Moving Beyond Fear

Becka: Psychosocial risk featured heavily. The challenge distinguishing between everyday annoyances and genuine hazards that can cause harm. Leadership behaviour, work design and how people feel day-to-day were identified as core drivers.

Paul: According to Safe Work Australia , mental health conditions accounted for 9% of serious workers' compensation claims in 2021-22, with median time lost more than four times greater than physical injuries. The regulatory expectation for maturity in managing these risks is high.

Becka: Nicki highlighted that while solutions like Thrive generate volumes of data, organisations still struggle with early identification and timely support pathways. Integrating psychosocial risk into leadership capability is essential.

What is Shifting the Dial

Becka: A powerful theme emerged: much work done "in the name of safety" doesn't meaningfully drive change. Over-complexity, disconnected initiatives and low-impact activities dilute effort. The group called for spending more time recognising what's going right, rather than focusing on fixing what’s not, to reinforce positive behaviours and build trust.

Paul: As standards ramp up and sanctions intensify, the path forward is clear:

Capitalise on existing momentum rather than launching new initiatives
Influence without authority by balancing care with accountability
Do less, but do it better with higher quality outcomes

The Bottom Line

The organisations that will thrive are those that make safety simple, practical and fully integrated into business operations. This starts with less complexity, stronger alignment, and unwavering focus on building capability where it matters most: at the front line.

Paul Bridgewater is Director of The Next Group Victoria. Connect with Paul on LinkedIn.

Becka Brown is Recruitment Consultant at The Safe Step. Connect with Becka on LinkedIn.

Work Health, Safety, Environment & Wellbeing Job Market Report

Tue, 03 Feb 2026 12:24:02 GMT

Health, Safety & Environment Job Market Report

Exclusive data reveals in demand skills & job data

Gain valuable insights into HSE job opportunities with The Safe Step's comprehensive Health, Safety and Environment Job Market Report. This exclusive report offers detailed analysis of HSE career trends and emerging HSE job opportunities across Australia.

Inside this report, you'll discover:

Which HSE disciplines are experiencing the highest demand
Regional hotspots with changes to hiring activity
Industry hiring hotspots for safety professionals
Top Health, Safety and Environment skills employers need now

Essential insights for employers and professionals

Whether you're building a safety-focused team or advancing your HSE career, this analysis delivers market insights necessary to guide strategic decisions.

The Safe Step's Health, Safety and Environment job opportunities index has carefully tracked HSE employment data since 2015, providing job seekers and employers with accurate Health, Safety and Environment employment forecasts.

Download The Safe Step's Health, Safety and Environment job market report today to access insights that will give you a competitive edge in Australia's dynamic HSE landscape.

Get the First 2026

Edition of our HSE report

Australia's HSE job market: 2026 Edition #01

Australia’s HSE job market is maturing. While advertised opportunities have normalised back to long-term averages, demand for HSE remains structurally sound. Regulatory pressure, expanding psychosocial obligations and heightened governance expectations are driving hiring activity.

Employers are prioritising secure but lean team models and broader skill sets, signalling a clear shift from short-term compliance coverage to internal capability that owns outcomes, influences leaders, and manages risk long-term.

This quarter’s Index shows that HSE job opportunities remain concentrated along the eastern seaboard, with WA also playing a significant role.

NSW has strengthened its position further, pulling ahead to now account for 26.3% of HSE roles
QLD remains a close second, rising slightly to 24.1% thanks to population growth and major infrastructure activity.
WA grew to hold 21.4% of opportunities, and so moved ahead of VIC into third place with a strong share of national demand
VIC’s share of opportunities eased to 14.6%, suggesting a more subdued environment relative to the top three states.

Want the full insights? Sign up now to receive our comprehensive Health, Safety & Environment Job Market Report and get the detailed analysis delivered directly to your inbox.

Building a Neuro-Inclusive Safety Culture: A Guide for HSE Leaders

Mon, 26 Jan 2026 22:32:23 GMT

Up to 20% of the Australian workforce is neurodivergent. Is your safety policy fit for purpose? Explore 3 steps to bridge the gap between neurodiversity and WHS.

In Australia, the legislative landscape for workplace safety shifted significantly with the introduction of the Work Health and Safety Amendment (Psychosocial Risks) Regulation 2022. However, for many organisations, 'psychosocial safety' remains a broad term that often fails to address the specific needs of a significant portion of the workforce.

To truly meet your duty of care, the next vital evolution in your safety policy is Neurodiverse Safe Work .

Why Recognising Neurodiversity is crucial to Psychosocial Safety

Neurodiversity refers to the natural variations in human brain function—including Autism, ADHD, Dyslexia, and Dyspraxia. In Australia, it is estimated that up to 20% of the workforce is neurodivergent , yet many workplace safety systems are designed for a "neurotypical" standard.

When we talk about psychosocial hazards—such as job demands, low role clarity, or poor environmental conditions—these are not experienced the same way by everyone. For a neurodivergent employee:

Sensory sensitivity isn't just a preference; it’s a physiological response to noise or lighting that can lead to cognitive fatigue and increased accident risk.
Ambiguous communication isn’t just a nuisance; it’s a psychosocial hazard that causes significant mental stress and "autistic burnout."

According to recent research from SuperFriend (2024) , 43% of neurodivergent employees are already experiencing burnout, and nearly 50% have experienced a harmful workplace event in the past year.

The Safety Innovation Advantage

Far from being a "risk to be managed," neurodivergent workers are often your strongest safety allies. Smith’s Lawyers highlights that neurodivergent individuals often possess "safety superpowers," such as:

Pattern Recognition: Many autistic individuals excel at spotting deviations in data or equipment behavior that others miss.
Hyperfocus: A capacity for deep concentration that ensures meticulous adherence to safety protocols.
Non-linear Thinking: Providing innovative solutions to recurring safety challenges that neurotypical teams might overlook.

In fact, teams that include neurodivergent professionals have been shown to be 30% more productive and significantly more innovative than neurotypical-only teams ( Deloitte/Harvard Business Review ).

3 Steps to Integrate Neurodiversity into Your Safety Policy

Move from "Disclosure" to "Universal Design"
Don't wait for an employee to disclose a diagnosis. Design work environments that are "neuro-inclusive" by default. This includes providing quiet zones, allowing noise-cancelling headphones, and ensuring all instructions are provided in writing as well as verbally.
Audit Your Psychosocial Hazards through a Neurodiverse Lens
Use resources like Neurodiverse Safe Work to re-evaluate your risk assessments. Are your "job demands" actually "unclear expectations"? Is your "workplace layout" creating sensory overload?
Train for Neuro-Affirming Leadership
Psychosocial safety starts with leadership. From December 2025, the Psychology Board of Australia will require neurodiversity-affirming care as a mandatory competency. HSE leaders should mirror this by training managers to value "different" as a strength, not a deficit.

Neurodiversity is not just a "diversity and inclusion" metric; it is a core component of Work Health and Safety. By integrating neurodiverse safe work practices into your psychosocial safety policy, you aren't just complying with the law—you're building a more resilient, innovative, and safer workforce.

References & Further Reading:

The New Safety Landscape: Market Conditions & Salary Trends for HSE in 2026

Tue, 20 Jan 2026 22:24:28 GMT

How are leaner teams and tighter budgets impacting WHS recruitment? Read The Safe Step’s analysis of current market conditions and what executives now demand. As we navigate the transition to 2026, the Health, Safety, and Environment (HSE) landscape in Australia is undergoing a distinct shift. The frantic hiring and salary spikes of the post-COVID boom have settled, replaced by a more calculated, commercially driven market.

Through my conversations with Safety leaders and executives across NSW and broader Australia, it’s clear that while the demand for high-calibre talent remains, the nature of that demand has evolved. Organisations are no longer just looking for ‘safety hands’; they need commercial partners who can navigate complex legislative waters while operating within tighter budgets.

Based on our recent data and market interactions, here are six key trends currently shaping HSE in Australia.

1. Leaner Teams, Broader Roles

The era of hyper-specialised safety silos is fading. As economic pressures mount, we are seeing a consolidation of headcount. Organisations are merging distinct functions – most notably Safety and Risk – into singular, streamlined portfolios.

This has driven a surge in demand for the ‘strategic generalist.’ Hiring managers are seeking agile professionals who can pivot between high-level strategy and ‘boots on the ground’ operational support. The expectation is to do more with less; the ability to wear multiple hats is no longer a ‘nice to have,’ but a core requirement for employability in the current market.

2. Psychosocial Hazards: The New Critical Competency

Psychosocial safety has moved rapidly from a buzzword to a boardroom priority. With the introduction of robust regulations across Australia, managing psychosocial hazards is now a compliance non-negotiable.

The rapid shift has led to a significant capability gap. We are seeing a surge in mental health, bullying, and harassment cases, and many traditional WHS teams are struggling to keep up. Companies are urgently seeking professionals who possess genuine capability in this space; not just awareness, but the technical ability to risk-assess psychosocial hazards and implement effective controls

3. Legislative Pressure and Scrutiny

The regulatory temperature is rising. The introduction and enforcement of Industrial Manslaughter laws in various states, coupled with stronger Due Diligence obligations for Officers, has sharpened the focus of Executives and Boards.

High-risk sectors like construction, manufacturing, and transport are under intense scrutiny. Consequently, we’re seeing a premium placed on candidates who not only have deep compliance, audit, and regulatory management skills, but who can communicate and educate the wider business and relate to employees at all levels. Organisations want assurance; they need safety leaders who can bulletproof their governance structures and ensure they are audit-ready at all times.

4. Salaries Stabilising and the ‘Office’ Debate

Between 2021 and 2023, we saw unprecedented salary inflation in the safety sector. That curve has flattened. Pay increases are cooling as the market resets to more sustainable, realistic levels.

A key point of friction remains increasing ‘Return to Office’ mandates. While candidates continue to push back on full-time office roles, the reality of our profession is asserting itself: safety cannot be effectively led from a home office 100% of the time. There is a growing consensus among employers that safety leaders need to be visible, accessible, and physically present to drive culture and influence behaviour. The most successful candidates are those who find a pragmatic balance rather than holding out for fully or majority remote terms.

5. Data & Systems Capability Expected

The days of the monthly safety report being a simple table of LTIs are over. Executives are demanding insights, not just data dumps.

Boards want WHS leaders who understand the business , not just the regulations. They expect safety strategies to be backed by data that reveals trends, predicts risks, and informs commercial decision-making. Proficiency with safety systems and the ability to translate raw data into a compelling business narrative is fast becoming a differentiator for senior appointments.

6. Retention Challenges

Finally, retention remains a critical issue, though the drivers have changed. Many WHS teams are currently stretched thin, carrying heavy loads due to the "leaner teams" trend mentioned earlier.

Professionals are leaving environments where they feel unsupported or where safety is treated as a tick-box exercise. High-quality candidates are rigorously vetting potential employers during the interview process, prioritising leadership commitment and adequate resourcing over salary alone. They want to know: “ Will I have the resources to actually make a difference?”

The Way Forward

For hiring managers, the message is clear: to attract top talent, you must offer a role with genuine influence and clear support. For candidates, the focus must be on broadening your commercial acumen and technical capability, particularly in psychosocial risk and data literacy.

The market is tougher, but for those who adapt, the opportunities to shape the future of Australian safety are significant.

Six HSE Truths CEOs Can No Longer Ignore in 2026

Sun, 11 Jan 2026 21:00:06 GMT

Why safety, wellbeing & sustainability are now enterprise imperatives

As we move into 2026, one truth stands above all others: workplace safety, wellbeing, and sustainability are no longer operational issues – they're enterprise imperatives.

Over the past year, I've had countless conversations with CEOs, board directors, and HSE leaders across Australian organisations. When it comes to Health, Safety & Environment, their focuses continue to evolve. They're no longer saying "We need to ensure compliance"; they're focused on the safety of their people, ensuring resilience of operations, and meeting ESG expectations and regulations. And increasingly, they're looking to their HSE leaders for solutions that go far beyond tick-box compliance.

The mandate is clear: lead decisively, anticipate risk, and embed resilience at scale.

Here are six truths emerging from those boardroom conversations.

1. AI and automation are reshaping operational risk

AI and automation have moved from pilot programs to operational staples. Executives tell us the efficiency gains are real, but so are the new safety hazards. Human-machine interactions, system errors, and operational tempos that can outpace human oversight are creating risk profiles that didn't exist two years ago. The challenge isn't just implementing the technology, it's in ensuring safety leaders are at the table when these systems are designed, not brought in after incidents occur. This requires a fundamentally different skill set than traditional safety management, and I'm seeing significant demand for professionals who understand both operational safety and technology integration.

2. Workforce resilience is now a boardroom issue

Mental health and psychosocial hazards have moved from compliance checkboxes to core business risk drivers. According to the Productivity Commission (2025), workplace mental health issues cost the Australian economy over $17 billion annually. But beyond the numbers, executives are telling us they see the direct impact; poor wellbeing affects productivity, retention, and operational performance in ways that show up in quarterly results. The organisations getting this right are embedding proactive wellbeing programs, monitoring psychosocial risk systematically, and implementing interventions that build genuine resilience. What's critical is that visibility and accountability sit at the executive level, rather than being delegated to 'wellness coordinators.' For HSE professionals, this means developing capabilities in psychological safety alongside physical safety.

3. Leadership capability gaps threaten safety culture

One of the most concerning trends is the capability gap at senior levels. Many organisations promoted leaders rapidly during growth cycles, and those leaders, while operationally competent, often lack confidence to prioritise safety, sustainability, or wellbeing alongside business outcomes, and to communicate cross-functionally. The risks are predictable: increased exposure to incidents, compliance breaches, and reputation damage. This isn't about sending people to training courses, it's about developing leaders who understand that safety performance and business performance are inseparable. For HSE candidates considering their next role, look for organisations that invest in leadership development and give safety professionals genuine influence at the executive table.

4. Demographic shifts demand human-centric adaptation

Australia's ageing workforce, combined with multi-generational teams, is creating new risk profiles that traditional safety approaches weren't designed for. Older employees face increased exposure to fatigue and musculoskeletal injury, while younger employees demand meaningful work and psychologically safe environments. The solution requires an equity rather than equality approach, with adaptive safety practices, flexible work design, and targeted wellbeing initiatives that address the needs of all abilities and age groups. For hiring managers, this means seeking HSE professionals who understand human factors engineering and inclusive design. For HSE leaders, it means developing skills in ergonomics, fatigue management, and psychosocial risk assessment – capabilities that are becoming non-negotiable in management roles.

5. ESG obligations expand the HSE mandate

Environmental, social, and governance (ESG) responsibilities now intersect with workplace safety in ways that fundamentally change HSE roles. Climate hazards, carbon management, and sustainability reporting aren't separate streams of work, they occupy shared operational risk. Research from the Australian Institute of Health & Safety (AIHS, 2025) shows that organisations integrating HSE and ESG strategies report 23% fewer compliance incidents. What we’re hearing from executives is that poor ESG performance carries measurable financial and reputational consequences they can't afford. For HSE professionals, this means integrating ESG considerations into safety strategy, compliance frameworks, and operational decision-making. Safety and sustainability are no longer parallel functions and the market is ripe for professionals who understand both.

6. HR-HSE collaboration is critical for enterprise resilience

This is perhaps the biggest shift for 2026: mental health, psychosocial risk, and employee wellbeing sit at the intersection of HR and HSE responsibilities. While HSE manages operational and psychological safety, HR manages workforce engagement, development, and retention. Organisations increasingly expect these functions to partner strategically, not just coordinate on compliance matters. The organisations succeeding here have established joint governance structures, co-designed wellbeing strategies, and measure outcomes collectively. This partnership ensures that safety, mental health, and engagement are addressed holistically, building genuine organisational resilience.

What this means for HSE leaders and professionals in 2026

The past year has made one thing abundantly clear: HSE, wellbeing, and sustainability now engage the C-Suite. Executives are looking to HSE leaders to anticipate risk, embed resilience, and align with enterprise strategy, not just manage compliance.

For HSE leaders , the challenges are leading AI integration with safety governance, embedding proactive mental health strategies, closing leadership capability gaps, adapting to demographic shifts, aligning ESG and safety objectives, and partnering strategically with HR to protect people, performance, and reputation.

For HSE professionals considering their next role, look for organisations where safety has genuine executive sponsorship, where HSE leaders have strategic influence, and where you'll be challenged to grow beyond traditional safety management.

The organisations that succeed in 2026 will not only protect their people; they'll enable performance, resilience, and sustainable growth. But success requires the right capability in the right roles.

How The Safe Step can help

Whether you're building your HSE team or advancing your HSE career, The Safe Step brings 25 years of deep HSE expertise to help you succeed.

For hiring managers and executive teams: We don't just fill roles—we understand your whole team, your culture, and your strategic challenges. Our extensive network of ready-to-work HSE professionals means faster time-to-hire when you need critical capability. We use psychometric testing to ensure cultural fit, provide salary benchmarking so you're competitive in the market, and bring insights from hundreds of HSE placements across every sector.

For HSE professionals: We're your career partner, not just a recruiter for this role. You'll get access to the hidden job market—roles before they're advertised publicly, often at the most strategic organisations. We provide interview preparation, help you position your experience effectively, offer market insights and salary benchmarking, and support your long-term career progression.

The Complete Safety Job Search Toolkit

Tue, 23 Dec 2025 13:08:59 GMT

The Complete Safety Job Search Toolkit

NAVIGATE TODAY'S JOB MARKET WITH CONFIDENCE

The safety profession has evolved dramatically. Remote work, digital transformation, and heightened safety awareness have reshaped how organisations approach health, safety, and environment roles. Whether you're a Safety Advisor looking to step up or a seasoned HSE Manager exploring executive opportunities, this guide provides practical strategies to position yourself effectively in today's competitive marketplace.

Inside this report, you'll discover:

Getting Ready to Move
Getting the Search Underway
Getting Interviewed
Getting the Offer
Plus checklist items covering LinkedIn optimisation, resume best practices, and interview preparation

Essential insights for HSE Professionals

Whether you're actively searching for your next role or simply exploring what's available, this toolkit equips you with practical strategies to navigate today's competitive safety job market with confidence.

Download The Safe Step's Complete Safety Job Search Toolkit today for access to strategies that will give you a competitive edge in your career journey.

Get your toolkit today:

The Neuroscience Advantage for Leaders

Tue, 23 Sep 2025 10:50:17 GMT

Are you struggling to build team cultures that perform and endure? The answer might be hiding in your brain chemistry. This connection was explored at our recent WA HSE Leadership Forum in Perth, where senior leaders examined how neuroscience is reshaping modern approaches to leadership. The discussions revealed how understanding brain chemistry can transform team performance, resilience, and trust in ways that deliver measurable results and in turn create improved safety outcomes.

Why your brain holds the key to leadership

Traditional leadership models often focus on systems, processes, and performance metrics. But the most successful leaders understand something deeper - human behaviour is driven by brain chemistry, not just policy.

When you are under pressure, your brain releases cortisol, reducing access to the prefrontal cortex where critical thinking happens. This means your decision-making, emotional regulation, and leadership presence all suffer when you need them most. In high-stakes environments, whether leading safety-critical operations or strategic business initiatives, this neurochemical reality can make or break outcomes.

The good news? You can learn to regulate your brain chemistry consciously and work with your team to improve theirs. Simple techniques like deep breathing exercises, maintaining good posture, and taking brisk walks can reset cortisol levels within minutes. Implementing quick reset moments during high-stress situations allows you to lead with greater clarity and composure - and your team will notice.

The four chemicals driving your team’s performance

Your team’s effectiveness isn’t just about training and processes. It’s fundamentally shaped by four key neurochemicals: cortisol, dopamine, serotonin, and oxytocin.

Cortisol is your stress hormone. When elevated, it creates the fight-flight-freeze response you see in team members who become defensive, withdrawn or aggressive during safety discussions. High cortisol manifests as tunnel vision, muscle tension and difficulty concentrating – exactly the states that lead to safety incidents.
Dopamine drives focus and motivation. Team members with healthy dopamine levels are productive, determined and "on a mission". Low dopamine shows up as boredom, laziness and that dangerous "can't be bothered" attitude towards safety protocols.
Serotonin governs confidence and leadership capability. High serotonin team members feel stable, capable and strong – they're the ones who speak up about hazards. Low serotonin creates anxiety and that shaky feeling that stops people from raising safety concerns.
Oxytocin builds trust and belonging. Teams with high oxytocin have strong morale and genuine care for each other's wellbeing. This is the foundation of psychological safety that makes people comfortable reporting near-misses and challenging unsafe practices.

Your practical brain chemistry toolkit

You can actively influence your team’s neurochemistry through small, evidence-based practices - and by looking after your own habits too.

Reduce cortisol

As a leader: Introduce short breathing or mindfulness pauses before meetings. Frame feedback with empathy, not blame. Create opportunities for recovery through short breaks and time outdoors.
Personally: Stay hydrated, seek social connection over coffee or lunch (bonus points if it’s with someone who makes you laugh), and don’t underestimate the power of smiling to lower stress.

Boost dopamine

As a leader: Provide clear expectations and visible progress indicators. Encourage movement and adequate rest. Celebrate milestones and recognise achievements often.
Personally: Listen to upbeat music during breaks or while commuting, eat a balanced diet, get morning or midday sunshine, and commit to learning new skills - even something fun like an Italian class for your next European getaway.

Increase serotonin

As a leader: Foster solution-focused discussions, encourage good posture, and maximise natural light in your workplace.
Personally: Reflect on past achievements, maintain consistent sleep and wake times, and practice kindness through small acts of support for others.

Enhance oxytocin

As a leader: Build trust with consistent eye contact, authentic communication, and small rituals of connection. Encourage team members to support one another and use shared practices or traditions to strengthen bonds.
Personally: Smile more often, enjoy appropriate touch (hugging friends, cuddling kids or pets), and engage in mentoring or coaching in business, sports, or creative environments.

As research from Harvard Business School highlights: "Psychological safety is not about being nice or lowering performance standards. It’s about creating an environment where people feel safe to speak up with questions, concerns, mistakes, and ideas."

The leadership imperative

Understanding brain chemistry isn’t just about being a “better leader” - it’s becoming essential in a world where wellbeing, psychological safety, and performance are increasingly intertwined. Emotional contagion through mirror neurons means your stress as a leader can literally transfer to your team, shaping their engagement and resilience.

Operating from a high-cortisol state doesn’t just affect you - it sets the tone for your entire group, creating anxiety, hesitation, or fear. Leaders who consciously manage their state create teams that are calmer, more confident, and more capable of delivering results.

Your next step towards neurochemical mastery

The future of leadership is about more than meeting targets - it’s about building environments where people thrive and perform at their best because their brains feel supported and engaged.

The intersection of neuroscience and leadership offers exciting opportunities to create more effective, sustainable, and resilient teams. These insights provide a starting point for exploring how brain chemistry could enhance your leadership approach. Consider how these principles might strengthen performance, trust, and engagement in your unique workplace context.

Safety voices in the Boardroom

Thu, 18 Sep 2025 01:00:56 GMT

Breaking down Boardroom Barrier was a theme at our recent HR & Safety: Speaking to the Board event in Sydney, where senior leaders explored how to influence better governance through their professional practice. The discussions revealed a stark reality: many boards remain stuck in outdated reporting patterns that limit their strategic effectiveness. Translating complex organisational intelligence into boardroom language isn't just about better reporting, it's about building the strategic influence every leader needs to drive real change.

The information gap crisis

Boards across Australia are making critical decisions with insufficient information. As Harriet Eager from MinterEllison observed during our panel discussion, "The main issue is lack of information. Boards have officer due diligence obligations and need adequate information to fulfill these duties."

This creates an unprecedented opportunity for senior leaders. Those who master the art of translating functional expertise into strategic business language will find themselves at the heart of organisational decision-making. The challenge isn't proving your function matters - it's proving you understand the business well enough to be trusted with its future. Your technical expertise is your foundation, but your strategic communication skills will determine your influence.

Quality trumps quantity every time

Directors are drowning in data but starving for insight. Gitanjali Bhalla , Board Director at Boral, highlighted this critical gap: "The main challenge is receiving data without insight. We need trend analysis and forward-looking indicators about what's coming next that needs to be managed."

Transform your board reporting by focusing on trends and forward-looking indicators rather than backward-looking statistics. Ask yourself: what story does this data tell about our organisational capability? Where might we face challenges in the next 12-18 months?

Your action plan: Replace raw data with contextualised intelligence that connects functional performance to business outcomes. Show directors how your metrics predict broader organisational health and performance.

Financial integration reveals everything

Smart leaders recognise that financial data and forecasts reveal where organisational capability will be tested before functional failures occur. Wade Needham from Natural Resources made this connection clear: "When businesses are struggling, financial data and outlooks inform us where business units will face stress, where teams are under pressure. You can see deviations in financial data that will lag into stress testing capability."

This integration allows you to identify stress points before they become operational failures. When businesses face financial pressure, you can predict where resources will be stretched, and standards might slip.

Your action plan: Partner with your finance team to understand budget forecasts and operational pressures. Use this intelligence to predict where risks will emerge and present proactive mitigation strategies to your board.

Culture beats compliance every time

While compliance metrics reassure directors about regulatory obligations, cultural indicators predict future performance. Amanda Hughes from QBE Insurance emphasised this point: "Boards want to understand culture and behaviour because these can destroy companies. We see headlines constantly about cultural and behavioural issues bringing down organisations."

Focus your reporting on cultural health indicators: How quickly does bad news travel up the organisation? Do people feel safe raising concerns? Are critical processes being maintained consistently across all business units?

Your action plan: Develop cultural pulse checks that go beyond standard engagement surveys. Create targeted assessments that give board’s confidence in your organisational foundation and capability to execute strategy.

Master the business language

The most technically competent leader loses influence the moment they resort to functional jargon in the boardroom. As Wade Needham advised: "Situate your expertise in language boards understand-typically operations or finance vernacular. This builds rapport and helps you get the resources and approvals you need."

Frame initiatives in terms of business outcomes. Instead of "improving our management system," talk about "building organisational resilience that protects our operational capacity and reputation." Replace technical terminology with clear business impact statements.

Your action plan: Practice translating your key messages into business language. Test your board papers with colleagues from other functions before presenting to ensure clarity and relevance.

Context drives decisions

Numbers without context are meaningless to busy directors. Amanda Hughes reinforced this critical principle: "Always provide context, explain why boards are getting information and what actions are expected. This makes it much easier for boards to engage appropriately and make informed decisions."

Provide the narrative that helps directors understand not just what happened, but why it matters and what they should do about it. High performance scores mean nothing if you don't explain what drives performance in your specific context.

Your action plan: Build context into every data point. Include industry benchmarks, trend analysis and clear recommendations for board action in all your reporting.

The AI and supply chain revolution

Today's boards face unprecedented challenges from technological disruption and global supply chain pressures. Leaders who help directors navigate these complexities will become indispensable strategic advisors.

For HSE professionals specifically, this means understanding how automation affects workforce safety, how supply chain pressures create compliance risks, and how international obligations impact operational requirements. These aren't just technical challenges-they're strategic business risks that require board-level attention.

Your action plan: Stay ahead of macro trends affecting your industry. Present not just current performance, but how emerging challenges will impact your organisation's capability to execute its strategy.

How we can help

Building board influence requires more than functional expertise-it demands strategic thinking and business acumen. As Rod Maule noted in our discussion, the most effective leaders are those who can "provide quality over quantity and focus on information with context and insight rather than just data."

The Safe Step combines specialist recruitment with strategic advisory services , helping organisations develop leaders who can translate complex intelligence into business value. Whether you're seeking to build internal capability through our Amplify future leaders’ workshops or need strategic guidance on governance and reporting frameworks, we understand that tomorrow's most influential leaders will be those who master the art of strategic communication today.

HSE Board Governance - Transform Safety Leadership

Tue, 02 Sep 2025 23:26:03 GMT

Board directors may be asking the wrong safety questions and while traditional metrics like LTI rates dominate boardroom conversations, the real drivers of workplace safety remain hidden in plain sight. It's time to transform how boards engage with health and safety professionals for better governance.

The disconnect between boardrooms and safety outcomes

This challenge was a theme at our Sydney HSE Executive Leaders Forum in July, where senior leaders explored how to influence better governance through their professional practice. The discussions revealed a stark reality: many boards remain stuck in outdated safety governance patterns that limit their effectiveness.

HSE leaders are increasingly focused on bridging this divide, working to cultivate leadership that drives the right safety and people care mindsets. Yet across Australian boardrooms, a concerning pattern emerges, directors receive often, sanitised safety reports focused on lag indicators while missing the strategic governance insights that could prevent serious incidents.

The New Zealand HSE leaders community recognised this challenge and developed principles-based governance frameworks that fundamentally changed how boards approach safety oversight. Their success demonstrates what's possible when directors shift from passive reporting recipients to active safety leaders who ask better questions and make better decisions.

Industry analysis indicates that in 2025, HSE professionals are not just enforcing rules but driving change. They are becoming central figures in boardroom discussions, influencing operational strategy and business outcomes. This creates real opportunities for governance transformation.

Three critical areas demanding board attention

Strategic risk visibility

Boards get reports about previous month's incidents (looking in the rear-view mirror) but stay clouded to tomorrow's serious risks. Your organisation may have multiple critical risk scenarios that could lead to major harm. Do your senior leaders and directors know what they are?
Smart boards ask different questions. Instead of celebrating zero harm months, they want to know: "Which critical controls were vulnerable or failed this quarter?", "Where are we cutting corners on safety spending?" And “what should we be paying more attention to?”

Director competency and curiosity

Most directors don't understand the complexity of safety well enough to challenge what management may be telling them and the best boards admit this knowledge gap and do something about it. They invest in director education, how to be better informed and what builds real understanding, not just compliance awareness. They create space for directors to ask the right questions.

Business integration

Investors now care about safety performance as much as financial results. ESG reporting requirements mean your safety record directly impacts your company's value and reputation.
Boards need simple ways to connect safety decisions with business outcomes. This isn't about compliance anymore. It's about protecting shareholder value and maintaining social licence to operate to protect what matters - our people.

Practical steps for governance transformation

Change what boards talk about

Stop focusing on the “rear view mirror” of previous month's incident numbers. Start discussing critical risks, vulnerabilities and control effectiveness. Board papers should show which controls protect against fatal or serious incident scenarios and whether they're working properly.
Run quarterly "governance health checks" where directors can deep dive and honestly assess how well they're overseeing safety. Simple questionslike "Are we being curious enough?" can reveal gaps.

Build Director confidence

Most directors know they don't know enough about safety. Fix this with targeted education that's designed for boards, not safety officers. Focus on governance principles rather than technical details.
Set up informal sessions where directors can ask basic questions without feeling exposed. Peer networks work well for sharing real experiences.
Promote deep dives into the critical risk areas to shed light on where the issues are within the operations and how they can be/are controlled.

Fix the committee structure

Many boards dump everything safety-related into audit committees. Review whether this actually works or if you need dedicated risk oversight.
Create clear guideance about when safety issues escalate to board level. Directors should hear about emerging problems, not just completed investigations.

How The Safe Step can help

Getting board governance right requires deep industry experience and practical know-how. The Safe Step's strategic advisors are seasoned HSE executives who've sat in boardrooms and understand what works. Our advisors have successfully guided leadership teams through governance transformation and know how to translate complex safety risks into board-level conversations that drive real change.

Whether you're strengthening governance frameworks or responding to regulatory shifts, our Strategic Advisors Greg Lazzaro and Rod Maule combine years of executive experience with proven implementation approaches.

Interview Success for Safety Professionals

Mon, 01 Sep 2025 16:09:14 GMT

You've just landed an interview for your ideal HSE role. Now comes the challenge: how do you distil years of impact, expertise and capability into just a few high-pressure conversations?

We see this all the time at The Safe Step. Highly capable HSE professionals—often with decades of experience - go into job interviews and undersell themselves. Not because they lack substance, but because they haven't needed to talk about their work this way for years. Interview success isn't about rehearsing perfect answers. It's about clearly communicating your value, showing how you think, and linking your experience to what matters most in the role.

The Foundation of Interview Success

"Tell me about your career background" might seem like an easy opener. Yet this question derails more safety professionals than any other.

"The biggest mistake I see is safety professionals treating that opening question like an invitation to recite their CV," explains experience HSE recruiter Suzi Johnson . "Five minutes in, the interviewer's eyes have glazed over and they've missed their chance to make a real connection."

The solution lies in strategic structure. Rather than chronologically rehashing your resume, create a compelling narrative that positions your experience against their specific needs. Your interviewer already has your CV—they don't need you to repeat it line by line.

Structure Your Story with the Rule of Three

Whether you have 5 or 30 years’ experience, structure your career story into three phases:

Foundation (20%
"My early career gave me foundational experience in risk assessment, compliance management and team leadership, across various sectors."
Development (30%)
"I progressed into senior HSE roles where I gained exposure to C-suite stakeholders and led significant projects during periods of organisational change."
Current &/or Strategi c (50%)
"Most recently, I’ve focused on enterprise-wide safety transformation, reporting to executives and shaping culture across teams.”

This approach demonstrates clear progression, acknowledges organisational challenges, and positions you as someone who understands both operational and strategic requirements.

The rule of three framework can be used throughout your job search – from resume writing to networking.

Mastering the STAR Method

When answering behavioural questions, many safety professionals fall into the trap of listing responsibilities rather than demonstrating impact. That’s where the STAR method comes in— Situation, Task, Action, Result —a simple structure that helps you communicate clearly, confidently, and with purpose.

Even if the question isn’t asked in STAR format, using it helps you focus your response and deliver what hiring managers really want to hear.

Here’s a strong STAR example:

Situation : “When I joined the organisation, they were facing a 15% increase in recordable incidents year-on-year.”
Task : “My objective was to stabilise incident rates, identify underlying behavioural drivers, and rebuild confidence in the safety program.”
Action : “I introduced a behaviour-based safety program, set up cross-functional safety committees, and rolled out real-time incident reporting.”
Result : “Within 18 months, we reduced incidents by 40% and secured our largest contract renewal—specifically citing improved safety performance as a key factor.”

This method helps you quantify the challenge, define your role, and link your actions to tangible outcomes—especially those that matter at a business level.

"Even if a question isn't asked in STAR format, an efficiently delivered response using Situation, Action, Results is gold," notes Suzi Johnson .

Speaking Strategically, Not Just Technically

In modern safety roles, compliance is the baseline - not the destination. Employers are looking for leaders who understand how safety fits within the broader commercial landscape.

Instead of saying: "I ensured compliance with all relevant safety regulations"
Say: "I developed a compliance framework that met all requirements while cutting admin time by 30%, which allowed our team to shift focus to proactive risk work and stakeholder engagement.”

This demonstrates resourcefulness, impact, and business awareness.

Technical Competency Questions

While behavioural questions assess cultural fit and leadership potential, technical questions evaluate your professional competence. Safety interviews often include scenario-based challenges that test your practical knowledge and decision-making approach.

Be prepared to discuss incident investigation methodology, risk assessment frameworks, change management processes, stakeholder management during regulatory situations, and integration of safety systems with broader business operations. The key is demonstrating your technical expertise while highlighting your ability to communicate complex concepts to non-technical stakeholders.

Understanding the Interview Process

Senior safety roles typically involve 2-3 interview rounds, often more if you're reporting to the CEO and there's board involvement.

Take a strategic approach by tailoring your responses as you meet with increasingly senior stakeholders—early rounds focus on demonstrating competence and cultural fit, while later stages require you to articulate your vision and connect safety outcomes to broader business objectives.

Don't forget, an interview is a two-way street with your opportunity to not only sell yourself but assess fit. "A well-run interview process tells you a lot about how the company operates—and whether you want to work there," notes Suzi Johnson.

Avoid Common Pitfalls

Even experienced professionals can lose momentum if they fall into these traps:

Giving long-winded responses that drift or lack direction
Focusing too much on technical detail without broader impact
Not researching the company’s safety goals or recent challenges
Speaking negatively about past roles or teams
Failing to prepare meaningful questions that show curiosity and strategic interest

Good luck!

Interview success isn't about perfect answers—it's about demonstrating your thought process and showing how you collaborate with stakeholders at all levels. The best approach is to be authentic—the right opportunity will value what you bring.

When working with The Safe Step, our consultants provide practical interview coaching and specific insights into what individual hiring managers prioritise, giving you the confidence to perform at your best.

HSE Amplify: Future Leader Workshops

Mon, 01 Sep 2025 05:58:37 GMT

Position yourself for success

Beyond managing safety compliance, organisations need strategic thinkers who can drive change, build resilience, and deliver measurable value. By attending this workshop, you will gain skills and confidence in...

STRATEGIC THINKING

Translate technical safety expertise into strategic insights.

BUSINESS ACUMEN

Align Health & Safety initiatives with organisational goals.

EFFECTIVE INFLUENCE

Navigate complex stakeholder landscapes.

CAREER ACCELERATION

Build your leadership profile and create a career roadmap.

BECOME A STRATEGIC SAFETY LEADER

Feeling stuck in your Safety career? Know you're capable of more, but something's holding you back?

This 1-day intensive workshop will help you build a leadership roadmap and improve your strategic influence.

WHY ATTEND THESE WORKSHOPS?

HSE is a highly practical face-to-face workshop designed to help safety professionals become future leaders.

to organise a bespoke workshop for your business

WHO SHOULD ATTEND?

This program supports the development of:

What sets this workshop apart?

Interactive small-group setting (20 max)

Real-world scenarios & practical applications

Executive-led insights, tailored to safety

Immediate tools that you can apply tomorrow

LEARN FROM EXPERIENCE

Greg Lazzaro

Greg Lazzaro brings 30 years of executive HSE leadership experience through interactive, story-driven sessions.

From global leadership roles at Fonterra, ICI, Orica, UGL, and Sodexo, Greg shares real-world successes and failures that participants can apply immediately. His authentic, experience-based approach means you're not just learning theory – you're gaining battle-tested strategies that work.

Rod Maule

Rod Maule brings 20 years of transformational safety leadership experience as your strategic guide to elevated safety performance.

With extensive leadership experience across Australia's most complex operating environments including Australia Post, Red Cross Blood Service, Cleanaway, Transdev, Fonterra, and BP, Rod combines industry-leading expertise with practical wisdom that delivers real results. His strategic approach transforms your entire safety culture with proven methodologies that work in the toughest conditions.

This is a unique opportunity to gain access to these established Safety leaders

and develop a tailored roadmap for your career.

FAQs

NSW Event - Safety & HR: Speak to the Board

Thu, 14 Aug 2025 14:11:58 GMT

Safety & HR: Speaking to the Board

Thursday 11th September | 05:00pm to 07:00pm

Event Details:

Address: Governor Macquarie Tower, 1 Farrer Pl, Sydney NSW 2000
Hosted alongside The Next Step and MinterEllison

Join senior HR and HSE leaders at our upcoming Sydney event to unpack these questions. Hear from an expert panel sharing real-world experiences on communicating critical people and safety intelligence in ways boards understand - and act on.

Why Attend:

Learn what critical intelligence boards need but aren't getting
Master how to translate people and safety risks into board language that drives decisions
Understand regulatory expectations around Respect@Work and psychosocial safety
Build communication capabilities that separate operational managers from strategic leaders
Discover how successful organisations are bridging the board intelligence gap

This is a unique opportunity to connect with peers, reflect on your own boardroom influence and walk away with practical insights you can apply immediately.

Hosted by Katie Johnson - Director, The Safe Step

With 18+ years’ experience in Australia and the UK, Katie partners with organisations nationwide to deliver tailored talent solutions within the Health, Safety and Environment market.

Facilitated by Rod Maule - Strategic Advisor, The Safe Step

A safety leader with over 20 years’ experience across logistics, transport, healthcare and manufacturing. Rod is also a board member of the Australian Institute of Health & Safety & Ambulance Victoria, Rod helps organisations shape practical, high-impact safety cultures.

Registration for this event is now closed

This event has concluded. Stay updated on future events by joining our mailing list .

Panel

Amanda Hughes - Chief People Officer, QBE Insurance

With 20+ years’ experience advising Boards and executive teams at leading organisations including AMP, Lendlease, and Macquarie Group. Amanda's career has spanned Sydney, London, and Auckland.

Wade Needham - Head of ESG & EHS, Natural Resources

Gitanjali Bhalla - Board Director, Boral

Gitanjali is also Chief People Officer at SGH and a Director of WesTrac and Coates. With 25+ years’ experience, she has led major business transformations across global and Australian organisations in both professional services and corporate sectors.

Harriet Eager - Partner, MinterEllison

Harriet advises on all aspects of employment, industrial, and work health and safety law. She works across diverse sectors, with expertise in enterprise bargaining, restructuring, litigation, and executive remuneration.

Are you hiring a HR & HSE workforce for the future, or the past?

Wed, 06 Aug 2025 08:04:45 GMT

Your HR & HSE hiring decisions reveal whether you're building teams for today's integrated workplace challenges or yesterday's siloed approach. Most organisations are still recruiting the same way they did five years ago, while others are adapting to new realities.

Past or future thinking?

The way you've always hired for People and Safety roles tells a story about where your organisation is headed. Traditional recruitment practices focus on past experience and functional expertise. Future-focused hiring looks for adaptive capability and cross-functional thinking.

Most job descriptions still read like they were written in 2019. They demand years of experience in specific areas and university degrees that don't prepare people for today's workplace realities. These descriptions ignore the fact that modern workplace challenges cross departmental lines. Ask yourself: does that degree requirement predict future success, or are you focusing on what looks good on paper?

Every HR & HSE hiring decision you make can reinforce old silos, or build new capabilities that position your organisation ahead of regulatory and cultural shifts reshaping the workplace.

Hiring for yesterday's problems

When you recruit an HR manager with zero understanding of risk assessment, you're hiring for the past. When you select a safety professional who can't navigate performance conversations or interpret data insights, you're building yesterday's team for tomorrow's challenges.

The cost isn't just theoretical. These hiring decisions create compliance vulnerabilities and missed opportunities that compound over time. An HR leader who doesn't recognise safety implications delays crucial interventions. A safety manager without people skills or data literacy struggles to influence cultural change in an increasingly tech-driven workplace.

Consider what this means for capability building. Every senior hire influences dozens of decisions and shapes team development for years. The wrong hiring focus today creates teams that simply can't adapt to evolving workplace demands.

Future roles blur boundaries

Future-focussed organisations are creating positions that didn't exist two years ago. Roles like "Head of People Care" deliberately integrate traditionally separate functions. These positions acknowledge that workplace risks now sit squarely at the intersection of people and safety concerns.

Modern HR and safety leaders aren't just navigating technological and societal workplace changes—they're helping the broader workforce adapt too. This demands soft skills that set leaders apart: strategic thinking, business acumen, effective influence and being data-informed alongside technical expertise.

The best candidates are already developing cross-functional capabilities. Businesses are increasingly seeking diverse skillsets—from communications and data analytics to AI expertise and human factors specialists—to complement existing technical knowledge.

Your talent competition includes organisations actively seeking these hybrid skills. They're rewriting position descriptions to attract candidates who think beyond functional silos. If your recruitment still mirrors 2019 thinking, you're attracting yesterday's professionals while tomorrow's leaders go elsewhere.

Recruiting for tomorrow's challenges

Start by questioning your role design assumptions. Instead of defining positions by historical precedent, design them around future requirements. Consider challenges like AI integration, an ageing workforce and evolving mental health needs that will require both HR and safety expertise working together.

Skills-based hiring offers real opportunities here. Focus on capabilities rather than job titles when evaluating candidates. Someone with change management experience in technology implementation might excel in safety leadership despite lacking traditional HSE credentials. However, avoid the pitfall of undervaluing foundational expertise—technical knowledge still matters, especially in high-risk environments.

Rewrite position descriptions to emphasise cross-functional collaboration as essential, not optional. Include experience working across traditional boundaries as a core requirement. Seek candidates who've navigated integrated projects or demonstrated systems thinking in previous roles.

Transform your interview process to explore adaptive capabilities alongside technical skills. Ask candidates about times they've worked outside their comfort zone or collaborated across departments. Look for evidence of intellectual curiosity and comfort with evolving responsibilities—especially important when traditional development pathways are becoming less defined.

Choose future-focused talent

Partner with recruiters who understand this evolution. The Next Group 's combined expertise across The Next Step and The Safe Step means accessing candidates who've already developed integrated capabilities. We're tracking talent market shifts and know where to find professionals who think beyond traditional silos.

Prioritise candidates who've volunteered for cross-functional projects or pursued learning outside their primary discipline. These professionals demonstrate the intellectual curiosity and adaptability that future-focused roles demand. With increasing competition for emerging skillsets, identifying these adaptive professionals becomes crucial.

Building this capability internally matters too. Consider structured development programmes like HSE Amplify that help existing team members develop the strategic thinking and cross-functional skills tomorrow's integrated roles require.

Listen carefully to the questions candidates ask during interviews. The best ones inquire about collaboration structures, integrated reporting and cross-functional success measures. They're already thinking like the adaptive leaders your organisation needs for tomorrow's challenges.

Build your future workforce today

Evolving to future-ready hiring creates a significant competitive advantage. While others cling to traditional job descriptions and siloed thinking, you can build the integrated workforce that tomorrow's challenges demand.

Your hiring decisions today determine whether you're preparing for old problems or new opportunities. Choose the future. Choose candidates who can bridge traditional boundaries and evolve with changing requirements. The past is comfortable, but the future belongs to those bold enough to hire for what's coming, not what's been.

Resume Writing for Safety Professionals

Tue, 05 Aug 2025 06:46:10 GMT

It’s a tough truth, especially given how much time and effort goes into crafting a resume—but your resume has around six seconds to capture a hiring manager's attention before they move on. In that moment, your years of expertise in workplace safety, system development and team leadership either spark interest—or get lost in the pile.

Many accomplished safety professionals undersell themselves on paper—not because they lack capability, but because their resume doesn’t clearly communicate their true value. Read on to learn how to translate your real impact into a clear, compelling resume that helps you stand out.

Format for Success

Before diving into content strategy, let's tackle the technical barriers that could derail your application before human eyes see it. Modern recruitment relies heavily on Applicant Tracking Systems (ATS). As specialist HSE recruiter Chris McNicol explains: "Tables and fancy formatting can confuse recruitment systems, so candidates need to choose clarity over creativity."

Your resume formatting checklist:

Professional fonts (Arial, Calibri, Times New Roman at 10-12pt for body text)
Clean section headings with consistent spacing
Left-aligned text with 1-inch margins
PDF format to preserve your layout across different devices
Professional email address dedicated to your job search

The Achievement Formula That Opens Doors

This is where most safety professionals miss the mark. They list responsibilities instead of demonstrating impact. Our recruitment team consistently guides candidates toward this proven approach:

"Accomplished [X] as measured by [Y], by doing [Z]."

Instead of: "Responsible for safety culture on site" Write: "Transformed safety culture across three business divisions, achieving 65% reduction in lost-time injuries as measured by 18-month trending analysis, by implementing behaviour-based safety programs and establishing cross-functional leadership teams."

Notice the difference? The second example immediately communicates scale, measurable outcomes and strategic thinking—exactly what senior hiring managers want to see.

This formula for success - the rule of three – isn’t just for resume writing. It’s invaluable across your job search, from structuring interview responses to refining your professional profile.

Your Professional Summary

Your opening summary isn't just an introduction—it's your elevator pitch. This 3-4 line section should immediately establish your seniority and value proposition.

Strong example: "Strategic safety leader with 12+ years driving organisational culture transformation across mining and construction sectors. Delivered 40% reduction in recordable incidents while implementing enterprise-wide safety management systems for 3,000+ workforce. Proven ability to influence C-suite stakeholders and negotiate complex regulatory requirements at senior industry levels."

This summary works because it establishes experience level, quantifies business impact and signals the ability to operate at executive level—all within seconds of scanning.

Tailoring for Safety Resume for Executive Impact

As you move into more senior safety roles, your resume needs to do more than outline responsibilities - it should reflect strategic thinking, influence and commercial awareness. “The best resumes show me that the person cares, communicates with clarity and understands the bigger picture,” says McNicol . “Straight away, you get a sense of their ability to operate at a senior level and connect safety to business outcomes.”

Demonstrate leadership at scale by showcasing team sizes, organisational scope and stakeholder influence. Connect safety initiatives to business performance with hard numbers around risk reduction, cost avoidance and productivity improvements. Position yourself as someone who understands commercial realities while driving safety excellence.

For traditional safety leadership roles, emphasise regulatory compliance, system implementation and culture development. If you're targeting emerging hybrid HSE-wellbeing positions, highlight cross-functional collaboration, data-driven health initiatives and integration of mental health programs.

The Customisation Imperative

"Each resume should be highly customised," advises McNicol. "The ones that don't land well read like they're for transport rather than this industry—confusing and unfocused."

This means starting fresh for each application. Analyse the job description for key requirements, align your experience with their specific needs and mirror their language while maintaining authenticity. Research the company to understand their safety challenges and tailor your achievements accordingly.

Avoiding Career-Limiting Mistakes

Even experienced safety professionals make resume errors that cost opportunities. Common pitfalls include verbose presentation that suggests poor communication skills, simply copying job descriptions without demonstrating personal innovation and focusing solely on compliance while ignoring business leadership capabilities.

Keep your content focused—most safety professionals should aim for 2-3 pages, with comprehensive senior careers potentially extending to 4 pages. Prioritise recent and relevant roles, summarise earlier positions briefly and ensure every bullet point adds unique value to your candidacy.

Ready to Accelerate Your Career

Your resume is your first chance to demonstrate the strategic thinking and attention to detail that define exceptional safety professionals. When crafted well, it can open doors to meaningful career progression.

While your resume is the first step, it's only one part of your broader career toolkit. Get it right and it becomes the foundation for positioning yourself effectively—across job applications, recruiter conversations and professional platforms.

Building a quality relationship with a specialist safety recruiter, like those at The Safe Step, can provide expert feedback and guidance to help sharpen your resume and navigate your next move with confidence.

Your next opportunity is out there—make sure your resume is ready to secure it.

Why Safety Leaders Are Getting Board Attention in 2025

Tue, 03 Jun 2025 06:28:04 GMT

Your safety metrics show a department with above-average near-miss reports but no actual injuries. HR data reveals the same department has the highest stress leave applications and workplace complaint escalations. Separately, each metric suggests different issues. Together, they reveal a team under pressure whose heightened vigilance is preventing incidents—but at an unsustainable cost to employee wellbeing.

Many leaders we speak to are highlighting the increased blurring of lines between HR and safety, a theme echoed at The Safe Step's recent HR & HSE Leadership Forum where seasoned safety professionals shared a common realisation: the days of operating in functional silos are over. The message from forum panellists was clear: safety professionals who master cross-functional collaboration aren't just staying relevant—they're becoming indispensable.

The Convergence That's Rewriting Safety Leadership

Robert Tanti, Chief People Officer at Opal, captured the fundamental shift facing safety professionals: "When we look at psychosocial hazard identification, risk management, prevention and even reaction, you put safety and HR together and you actually perfect the formula. You've got all the information needed to position your organisation upstream rather than reactive."

This isn't about safety professionals becoming HR generalists. It's about recognising that the most significant workplace risks now sit at the intersection of both domains. Anna Feringa, Workplace Mental Health Consultant, made this concrete: " Poor interpersonal relationships, conflicts, and poorly executed performance management practices account for a large portion of Workers compensation claims, closely followed by workload. You're actually in control of more of those risks than traumatic events."

The implication is clear. Performance management conflicts, workload pressures, interpersonal tensions—these aren't just HR issues. Under psychosocial legislation , they're safety hazards requiring the same systematic approach you'd apply to any workplace risk.

Breaking Down the Data Walls

Safety professionals have always been data-driven, and now there's an opportunity to expand that expertise to include people data that reveals broader organisational risk patterns. The problem is accessing information that's locked in HR systems.

Rod Maule, Safety Executive and Strategic Advisor for The Safe Step, highlighted the practical challenge: "We've all got reporting systems for safety. Then HR receives a bullying complaint. Where does it go and who sees it?"

The privacy challenge is real but manageable. As Feringa noted, information can "still be moderated and protected" while enabling the collaboration both functions need to keep people safe.

How Safety Leaders Are Getting Board Attention

Boards are demanding integrated risk reporting that no single function can provide alone. They want comprehensive insights about organisational health, not fragmented updates from competing departments.

This creates an opportunity for safety professionals who can speak to broader people risks. Boards want leaders who can synthesise information and present coherent risk assessments, not siloed safety reports alongside separate HR updates.

Caitlin Ible, Partner at MinterEllison, explained the regulatory driver: "We're seeing a real convergence of what was traditionally health and safety, with respect at work, with the Fair Work Act—all these different pieces of compliance and regulation."

For safety professionals, this convergence represents a rare opportunity to influence strategic decisions. Boards that once viewed safety as an operational concern now recognise it as integral to organisational resilience. But capturing this opportunity requires speaking the language of integrated risk management, not just traditional safety compliance.

The safety leaders gaining the most traction are those who can connect their insights to broader business outcomes—linking safety performance to retention, productivity, and reputation management.

The Technology Factor Expanding Your Influence

AI and workplace technology are creating new collaboration imperatives. Ible highlighted emerging challenges: "With wearable technologies and privacy concerns around employee surveillance, how we integrate technology safely requires both safety and people expertise."

Maule's experience at Australia Post illustrates both the potential and the complexity: implementing safety technology delivered a 98% reduction in people-plant exposure incidents, but success required "working very closely with HR, operations, and IT to make sure we had the right balance."

The lesson for safety professionals is clear: technical safety knowledge alone isn't sufficient for technology implementation. Success increasingly depends on understanding change management, stakeholder engagement, and the people impacts of technological solutions—skills traditionally associated with HR and organisational development.

Beyond HR: The Expanding Network of Collaboration

Smart safety professionals are recognising that HR integration is just the beginning. Tanti emphasised the multi-stakeholder reality: "When you start to design psychosocial safety systems, it's not actually just HR. It's the finance guys, it's the engineers, it's the production managers, it's supply chain, it's the shop floor operators."

This expansion creates opportunities for safety professionals who can operate across business functions. ESG reporting increasingly requires safety professionals who understand sustainability metrics and stakeholder engagement. Operations teams need safety leaders who grasp lean principles and process improvement.

Aaron Neilson, experienced HSE Executive recruiter and The Safe Step CEO, observes the market evolution: "We're seeing newly created roles that blur traditional boundaries. The most successful safety leaders are those who can think holistically about employee experience—considering all factors that influence both performance and wellbeing."

The Skills That Separate Strategic Safety Leaders

Forum discussions identified four capabilities that distinguish strategic safety leaders from their compliance-focused peers:

Cross-functional fluency : Understanding HR processes well enough to identify safety-relevant insights, and translating safety requirements into business language that drives executive action.
Systems thinking : Moving beyond incident analysis to understand how people data, operational data, and safety data intersect to reveal organisational risk patterns.
Strategic communication : Presenting safety insights in business terms that resonate with boards and executives, positioning safety as a business enabler rather than a cost centre.
Change leadership : Managing technology implementation and cultural shifts that affect safety outcomes while navigating competing stakeholder interests across multiple functions.

Neilson's advice for developing these capabilities: "Take on projects that expose you to psychosocial risk management, collaborate with HR colleagues, and look for learning opportunities outside traditional safety pathways."

Making the Transition: Where to Start

The forum's most practical advice came from Tanti's approach to proving value: "Pick a site everyone knows is struggling. Implement integrated approaches and track both traditional safety metrics and cross-functional indicators. This creates compelling proof points for broader rollout."

This strategy works because it demonstrates tangible outcomes rather than theoretical benefits. When safety professionals can show how collaboration improved both safety performance and business metrics, they build credibility for broader integration.

Other immediate steps include volunteering for cross-functional projects, developing basic business literacy, and creating informal information-sharing protocols with HR colleagues. The goal isn't to become an HR expert, but rather to build enough understanding to collaborate effectively.

What Success Looks Like

The most successful safety leaders aren't abandoning their technical expertise—they're amplifying it through strategic partnerships. Feringa captured this evolution: "With the fusion of safety and human resources, you actually stand a better chance of being safer. With two particular divisions collaborating, you have a better opportunity to create better capability with frontline people and middle managers."

This represents a shift from compliance-focused to strategically influential safety leadership. The career advantages belong to those who recognise this shift and develop the integrated capabilities the new landscape demands.

The safety profession is evolving, and the leaders who master cross-functional collaboration will define its next chapter. The question isn't whether this integration will continue—it's how quickly you can develop the skills to lead it.

Mental Health Champion & Corporate Transformation Expert Appointed Chair of The Next Group's Advisory Board

Tue, 29 Apr 2025 01:01:34 GMT

The Next Group, parent company of The Safe Step and our sister brand The Next Step , is pleased to announce the appointment of Genevieve Hawkins as the new Chair of its advisory board, bringing unparalleled expertise in workplace mental health, organisational transformation, and risk management to the leadership team.

Ms Hawkins, author of two influential workplace mental health books, brings a distinctive combination of health and safety expertise alongside strategic HR leadership that aligns perfectly with The Next Group's dual specialisations.

"We selected Genevieve for the diversity of experience she brings in supporting organisations large and small to navigate a path to future sustainability," said The Next Group's CEO Aaron Neilson . "Her calibre and capability will support the leadership team to navigate the changing world of work in the coming years."

Ms Hawkins' career spans major corporate leadership roles, including managing Australia's largest self-insurance fund for workers' compensation at Wesfarmers and implementing Coles' mental health strategy before workplace mental health became widely addressed. Her experience extends to founding a health and safety business, leading an international HSE consulting organisation's Australian division, and leading the insurance stream of Australia's largest corporate demerger.

A qualified occupational therapist, Ms Hawkins has authored "Mentally at Work" (2020) and "Shrinking Elephants" (2024) , establishing her as an authority in workplace mental health management.

"I'm excited about The Next Group's unique position with both specialist HR and health and safety recruitment consultancies," said Ms Hawkins. "There's particular value in how these specialisations can combine, especially with emerging psychosocial risk management requirements and the need for a shared language between HR and safety professionals."

Ms Hawkins' appointment comes as organisations navigate increasingly complex workplace challenges across mental health, safety compliance, and talent management – all areas where The Next Group's recruitment expertise provides strategic advantage.

Neilson added, "Genevieve will provide guidance on navigating changes ahead and tackling the strategic issues that will shape our business transformation – ensuring enhanced value for our customers and people."

Ms Hawkins will commence her role in May 2025, joining founder Craig Mason , strategic business advisor Julie Honoré, and CEO Aaron Neilson on the advisory board.

Strategic & Soft Skills for Safety Professionals

Tue, 11 Mar 2025 03:39:17 GMT

Technical expertise alone won't future-proof your safety career. Discover the strategic skills that now separate high-demand professionals from the rest. Are you developing what truly matters?

The leadership ladder demands new skills

The skills that propelled your early safety career are unlikely to be the same ones that will drive your future success. As safety professionals progress from technical roles to leadership positions, the balance shifts dramatically.

"As an advisor, you'll have very different conversations to what a manager will have or a senior executive," explains Stephen Coldicutt, Associate Director at The Safe Step, who has spent over 14 years guiding safety professionals through career transitions. "Your communication skills will evolve and will need to evolve."

Greg Lazzaro, drawing on 30 years of executive HSE leadership experience, adds, "When I started my career back in the 1990s, a lot of the skills were around compliance and regulation. But as I've gone through my career, that whole context has just changed."

Both industry veterans highlight a critical transition: as you climb the career ladder, technical expertise remains valuable, but strategic and interpersonal skills become increasingly essential. Those who recognise their strengths—and gaps—will be better positioned to adapt.

Let's explore the key skills that will separate tomorrow's safety leaders from those left behind.

Business partnerships drive influence

"Our profession has been asked to really compete at that business partnering level," reveals Lazzaro, whose career spans from chemical engineering in Oil & Gas to executive safety roles across multiple industries.

Today's organisations aren't hunting for compliance enforcers. They're seeking safety professionals who can navigate complex business challenges while driving transformative change.

How to build this skill:

Join finance meetings even when not invited—ask to observe and learn
Volunteer for business improvement projects outside safety
Request 30-minute coffee chats with finance, IT, HR and operations leaders
Practice translating safety proposals into financial terms before presenting them
Be curious about how other departments operate and measure success

Financial literacy unlocks resources

Safety professionals who can't demonstrate value in dollars face an uphill battle at decision-making tables.

"Today's safety professionals must be able to write business cases and understand the financial implications of putting proposals in place," explains Lazzaro.

Mastering business language means developing:

Budget management skills that resonate with executives
ROI calculations that secure investment
Strategic plans aligned with business objectives
Business cases that demonstrate genuine value

Make it happen:

Take a short financial literacy course designed for non-finance professionals
Ask to shadow someone writing a successful business case
Practice explaining safety initiatives purely in terms of business outcomes
Build relationships with The Safe Step recruiters who understand what financial skills businesses value in candidates

Transform drowning in data to driving insights

With the rise of technology, the ability to translate raw data into meaningful narratives separates strategic leaders from technical practitioners.

"Employers are looking for capabilities around data analytics and AI knowledge," notes Coldicutt. "But it's not just the technical competency. It's actually guiding stakeholders to understand what that data is telling us."

Lazzaro emphasises: "I've talked to too many companies who are saying 'we're data rich and insights poor.'"

Practical upgrades:

Start with a free data visualisation course (Tableau offers excellent ones)
Practice creating one-page safety dashboards that tell a complete story
Learn basic statistical concepts to separate signals from noise
Join data communities in your organisation to learn from other departments
Test and play with AI functionality within tools you already have
Ask peers what data tools they're experimenting with and what they've learned

Human skills become your advantage

As automation handles more compliance monitoring, your uniquely human capabilities become your career insurance policy.

"This is moving beyond just being the subject matter technical expert. It's actually having the ability to coach and influence," explains Coldicutt about the "human-centric leadership skills" now essential.

Implementation blueprint:

Record yourself explaining a safety concept, then ruthlessly edit for clarity
Practice storytelling by reframing incidents as compelling narratives with lessons
Seek feedback from peers about your influencing style—what works and what doesn't
Join a communications specialist or consider programs like Toastmasters to sharpen skills

Mastering influence creates lasting change

When asked about improving influencing skills, Lazzaro exposes a common failure:

"How many times do we send an email out saying, 'Hey, next week we're implementing this change'... and expect this to magically occur? Then we go back the next week and nothing really changes."

The solution? "Enrolling people into a change, being part of the thinking behind why the change is important... once a person is enrolled, they will become the influencer for others."

Actionable techniques:

Before announcing changes, gather informal input from key stakeholders
Create change champions in each department before rolling out initiatives
Frame safety changes in terms of what matters to each stakeholder group
Run pilot programs with volunteers who can become ambassadors

Cross-functional collaboration expands horizons

The future belongs to boundary-crossers. Coldicutt's recruitment trends confirm it:

"I'm actively recruiting a new role, which is actually a workplace safety and ER [employee relations] manager combined... to cross-pollinate their way of thinking."

Stephen often advises safety professionals to "look for opportunities to speak from and learn from others in the organisation - finance, IT, HR, operations." This cross-pollination of ideas creates valuable insights that siloed professionals miss.

Cross-pollination tactics:

Join projects that force collaboration with other departments
Attend industry events outside the safety bubble
Consider programs like HSE Amplify offered by The Safe Step to build multidisciplinary networks
Shadow colleagues in HR, operations or quality for a day each quarter
Be curious and read widely outside your field
Ask peers what they're learning and experimenting with in their organisations

Excellence outperforms impatience

While it’s good to have career goals and ambitions, don’t be in a rush to jump straight to the finish Lazzaro's advice is balance drive with patience. Some capabilities take time to strengthen and develop: "Be patient with your ability to demonstrate your value... If you do this stuff really well, you won't have to ask for that next role, they'll come to you."

Excellence framework:

Identify one aspect of your current role you can truly master
Seek specific feedback on what "excellent" looks like in your organisation
Document your successes and improvements methodically
Regularly consult with The Safe Step recruiters for objective benchmarking of your performance

Mentors accelerate development

"What influenced me the most was understanding good leadership and being inspired by leaders who were really the top of their game," shares Lazzaro. His surprising discovery? "You'd be amazed how generous our profession is."

Mentor acquisition strategy:

Identify three safety leaders whose careers you admire
Reach out with specific, time-limited requests (15-minute calls work better than open-ended mentorship)
Prepare thoughtful questions that respect their expertise
Reciprocate by offering your own unique insights or assistance

Embrace continuous learning

The finished safety professional is a fiction. As Lazzaro jokes, "Look for those who think they've mastered this craft and know everything about health and safety... I want to talk to you because I want to learn from you."

His real message? "There is never a day that we should be saying, 'I've got this.' We need to learn every day about different things."

Continuous improvement tactics:

Block weekly learning time in your calendar—treat it as non-negotiable
Join professional communities where knowledge sharing happens organically
Create a personal learning roadmap that balances technical and strategic skills
Build relationships with specialist recruiters who can identify emerging skill requirements

The safety profession's rapid evolution

"The safety profession is evolving , it's looking very different today than what it did five years ago, little alone 10 years ago," warns Coldicutt.

This revolution is driven by:

Technological transformation : AI and automation reshaping safety management fundamentals
Multigenerational workplaces : Different attitudes toward safety across age groups
Workplace reinvention : Hybrid and remote models creating unprecedented challenges
Crisis preparedness needs : From pandemics to climate disasters to supply chain disruptions, "COVID taught us a lot about being prepared for large-scale crises," notes Coldicutt
Regulatory evolution : Compliance requirements changing faster than ever
Strategic integration : Safety moving from afterthought to central business function

The safety professionals who thrive won't just react to these changes—they'll lead them.

Claim your ESG territory

Environmental, Social and Governance initiatives represent career expansion opportunities for savvy safety professionals.

"I'm seeing health and safety professionals being given accountability for the ESG agenda," says Lazzaro. "Health and safety professionals are in pole position to take on this accountability."

His advice? "Put their hand up and actually be proactive" in this space, seeing it as "a natural evolution" that allows safety professionals to guide integration across business functions.

ESG career moves:

Speak to peers and colleagues working on Safety and ESG initiatives
Volunteer to represent safety on any existing ESG committees
Map how current safety initiatives already support ESG goals
Upskill on environmental compliance and social responsibility metrics
Partner with a specialist recruiter who can highlight your ESG experience to potential employers

Shape the future of safety

The safety profession stands at an inflection point. The choice is yours.

By developing this strategic toolkit, you position yourself not as a compliance enforcer but as an indispensable business partner who shapes safer, more resilient organisations.

If you're ready to take the next step in your safety career, consider speaking with The Safe Step about finding the right role—one where you'll achieve great things for yourself and your organisation while positioning yourself for future advancement. Their specialist recruiters understand the evolving safety landscape and can help match your developing skills with opportunities that value them.

The question isn't whether these changes will happen—it's whether you'll lead them or follow them.

HSE trends reshaping workplace safety in 2025

Tue, 04 Mar 2025 21:28:09 GMT

Your executives are pushing for AI-driven safety solutions. Your ageing workforce needs new approaches to risk management. And somewhere in between, you're tasked with protecting both the physical and psychological wellbeing of an increasingly complex workplace. Welcome to the defining HSE trends of 2025: the challenge isn't just about managing safety—it's about reimagining it for a world where technology, sustainability and human factors converge.

Technology's evolution demands human-centric safety solutions

As one of the most significant trends 2025 presents, the rise of automation, robotics and AI is reshaping workplace safety. As machines become smarter and more integrated into daily operations, the focus shifts to managing human-machine interactions effectively. This technological revolution brings fresh challenges around operational safety and worker adaptation.

Safety professionals are now at the forefront of solving complex problems as systems evolve. Success requires balancing technological advancement with human factors to create truly safe operational environments. The focus is shifting towards training workers on how to manage these new tools while maintaining safe operational boundaries.

Talent transformation underway

The workplace health and safety profession faces significant workforce challenges. Unlike more established professions, HSE lacks clearly defined career entry points and professional development pathways. Traditional entry routes are narrowing just as required skillsets are expanding. Organisations need professionals who can blend technical knowledge with emerging capabilities in communications, data analytics and human factors.

The coming years will see increased competition for these diverse skillsets. Businesses are increasingly seeking HSE professionals who can bring complementary expertise - from data analytics and AI to psychology and human factors specialisation. This broadening of required capabilities comes at a time when direct educational pathways into the profession are becoming scarcer.

The development of HSE talent requires a coordinated effort across the broader ecosystem, including professional bodies like the AIHS, employers and education providers. Without focused investment in growing talent and helping professionals adapt to emerging demands, the talent gap will only widen.

Safety leadership capability gap needs urgent attention

A concerning gap exists between leadership capability and genuine safety commitment. Some leaders still haven't fully embraced health and safety as a core organisational value, impacting culture and performance.

HSE professionals are increasingly focused on bridging this divide, working to cultivate leadership that drives the right safety and people care mindsets. Success depends on helping leaders understand how safety leadership directly influences organisational success and bottom-line outcomes.

Mental health takes centre stage

Mental health has moved beyond basic awareness to become a critical component of comprehensive safety strategies. Boards and executives are now tackling psychological risks head-on, implementing robust support programs and fostering psychologically safe workplaces. This shift towards "whole person" wellbeing marks a significant evolution in workplace safety thinking.

While progress is encouraging, there's still ground to cover. Leading organisations are strengthening their mental health initiatives and creating sustainable, long-term support systems that benefit all employees. The key lies in moving from reactive measures to proactive wellbeing strategies.

Navigating demographic shifts

Australia's ageing workforce presents unique challenges, particularly in construction, manufacturing and agriculture. This demographic change demands a reimagining of workplace safety through a more human-centric lens.

Safe work practices must evolve to address the different physical and mental needs of older workers. This includes enhanced injury prevention strategies and innovative workplace design solutions. The most successful organisations are those creating flexible approaches that support workers across all age groups.

Evolving HSE governance landscape

Legal frameworks around Health and Safety continue to strengthen, with increased penalties for non-compliance. Rising workers' compensation claims and enforcement pressures are pushing organisations toward higher safety standards.

The challenge for HSE professionals lies in balancing compliance requirements with more progressive approaches to safety performance. Progressive organisations are moving beyond traditional metrics to develop more meaningful indicators of safety success.

Sustainability meets safety

The Environmental and Social Governance (ESG) agenda is further broadening the scope of workplace risk management. Environmental health and safety is merging with sustainability efforts, creating opportunities for HSE professionals to expand their influence and expertise.

This integration demands new skills and knowledge around "greener" work practices, from reducing hazardous material exposure to managing climate-related impacts. For forward-thinking safety professionals, this represents an exciting career growth opportunity.

How specialist recruitment partnership drives success

These evolving challenges demand fresh thinking about how you build and maintain your HSE capability. Whether you're implementing new safety technologies, managing succession planning or transforming your approach to wellbeing, having the right expertise at the right time is crucial.

The Safe Step brings more than just recruitment expertise. Our temporary staffing solutions provide the extra capacity you need to tackle major projects. Our recruitment consultants help you build teams with the emerging skillsets these trends demand. And our strategic advisors work alongside you to uplift capability and solve complex safety challenges. All of this is underpinned by deep cross-sector insights that ensure you benefit from best practices and emerging approaches across industries.

Looking ahead with confidence

These workplace safety trends 2025 may present challenges, but they also bring opportunity. By understanding these trends and investing in the right capabilities, you can create safer, more sustainable workplaces that benefit everyone. The future of workplace safety starts with the decisions you make today.

Navigating the future of HR & HSE leadership: Insights from senior executives

Wed, 26 Feb 2025 22:58:25 GMT

In 2025, Human Resources and Safety leaders face complex challenges and accelerating change. reshaping how they foster people, safety, and productivity. Leaders in the field reflected on these changes at our recent event, The Evolving Landscape of HR & HSE Leadership, where a panel of industry experts shared insights on navigating this shifting workplace environments.

Here are the key insights and expert advice from the event to help you navigate today’s shifting landscape.

Top five event takeaways

1. Integrating HR and HSE

A recurring theme throughout the discussion was the growing need for HR and HSE functions to collaborate, rather than operate in silos. In today’s workplace, where psychosocial risks are as prevalent as physical risks, both must ultimately be seen as people issues.

Deanna McMaster, Partner at MinterEllison , highlighted that there are both serious human and legal consequences for failing to bring the functions together. “More than ever, HR and safety need to collaborate,” she said. “Organisations that are addressing psychosocial safety and sexual harassment well are doing it together. Those that are tussling over who will take the lead aren’t doing the best by their people.”

The panel also acknowledged the challenges of integrating HSE and HR. Richard Coleman, MD at Culturology, pointed out the tension between HR’s need for confidentiality and safety’s emphasis on transparency and information-sharing.

“HR is constantly dealing with incredibly private matters, and there are structured rules around that,” he said. “Yet, safety people want to tell everyone everything. If we’re not telling everyone, then there’s a sense we’re not doing the right thing.”

The panel discussed ways to bridge this gap. Humanology Group Director, Naomi Armitage, shared an example of a client excelling in this area: "Their HR and safety teams work in the same space, go to the same lunches, and get to know each other.” This informal collaboration fosters stronger working relationships and improves integration.

Deanna emphasised the importance of unified reporting. She said, “If we continue to submit separate HR reports, safety reports, and customer complaints reports, it’s extremely hard for a board to see where we’re at in our journey, what their single source of truth is, and how we are evolving.”

Clearly, HR and HSE collaboration is not just beneficial – it’s essential for organisational clarity and success.

2. Address employee fatigue

A pressing concern was the balance between increasing productivity and maintaining employee wellbeing.

“Coming into 2025, there's been a strong push for growth,” said Director of our sister brand, The Safe Step, Katie Johnson, “but many employees are already exhausted.”

Naomi pointed to an article (add hyperlink to article if we can get it) indicating that psychological safety can reduce stress and exhaustion, but stressed the need for tangible action. “If people don't feel heard and don’t see action, even the best frameworks won't prevent burnout,” she said.

Small issues can quickly escalate into major problems, especially when employees are working harder and longer. Addressing this goes beyond physical safety. It must encompass mental wellbeing as well.

Ben Bradley, GM of Business Partnering at APA Group, shared a practical initiative from his organisation that prioritises employee wellbeing alongside performance. “We rewrote our cultural statement to explicitly include the words ‘safety’ and ‘care’. We’ve communicated to leaders what that means. The physical safety aspect is familiar, but the ‘care’ part allows people to say, ‘I’m feeling pressured, I’m feeling overwhelmed.’ Understanding that tipping point is vital.”

3. Train frontline leaders for future success

Middle managers play a pivotal role in supporting wellbeing and performance. Equipping them with the skills to manage both is crucial for long-term business success. The panel discussed how effective leadership development extends beyond technical expertise to include emotional intelligence, communication skills, and strategic thinking.

However, many middle managers are promoted for their technical abilities rather than their people management skills. Ben illustrated this challenge with an analogy about technical professionals being promoted into leadership roles: “Just because someone is a great engineer or accountant, doesn't mean they're equipped to lead a team,” he said “We need to give frontline leaders the skills to lead from the very beginning.”

Ben detailed a program that integrates leadership development across dual priorities. “We gave leaders the tools to manage their people’s performance and their safety. We run the two processes together because they have to work as one.”

The panel agreed that investing in such leadership training early helps new leaders transition successfully and cascades into a positive work culture

4. Essential qualities for the next generation of HR and HSE leaders

The panel identified five key qualities that future HR and HSE leaders must cultivate:

Self-awareness and emotional intelligence: Beyond technical skills, future leaders must “know yourself and your emotional limits,” said Richard. Ben added, “We have leaders now who can talk about feelings, but we made it happen. We started meetings with an emotional check-in. You’d look at people’s faces and you’d see they felt uncomfortable at first, but it fostered openness.”
Understanding the broader team: Successful leaders build relationships across the organisation, including with peers and senior leaders, not just their direct reports. But as Richard pointed out, it’s important to go the next step and understand the motivations of all stakeholders to help inform your decisions.
Influencing and communication skills: Deanna stressed the importance of articulating the value of HR and HSE initiatives. “If we can’t convince board members why certain things are important, then our work won’t get the support and value it needs,” she said.
Business acumen : “Every business is different, and HR and HSE professionals need to understand how their organisation makes money,” said Ben. This knowledge allows leaders to align their strategies with organisational goals and support the workforce effectively.
Future focused : Richard pointed out the need to balance immediate performance with long-term planning. This dual focus helps organisations remain competitive and adaptive. But, he noted, new leaders often spend their time putting out fires. They need to learn to also prioritise future planning.

5. Preparing for regulatory changes

Finally, the panel explored upcoming regulatory changes and their implications for HR and HSE teams.

Deanna highlighted two areas requiring cross-functional collaboration:

Sexual harassment prevention plans: In Queensland, new requirements mandate safety-based prevention plans due by March 1st, while federal legislation approaches harassment through an HR lens with non-mandatory frameworks. Effective compliance requires both functions to work together to ensure comprehensive coverage.
“If you're not working together on that, you're not going to capture what you need to," she emphasised.
Expanded incident reporting: Recent Safe Work Australia proposals would significantly change incident notification requirements, increasing workloads for both People and Safety functions. The proposed changes would broaden reporting obligations to include lower-level bullying and harassment incidents, as well as worker suicides and attempts with any potential workplace connection.

Deanna expressed concern that these expanded reporting requirements could discourage open communication if not properly implemented and resourced. “There are legal risks, and it could negatively affect our people,” she cautioned.

Advice for HR and HSE leaders

In summary, to navigate the changing landscape, the panel recommended:

Prioritise cross-function collaboration : Foster a culture where HR and HSE work together seamlessly to address people and safety concerns in a holistic way.
Train emotionally intelligent leaders : Invest in programs that develop both technical and emotional intelligence skills, so frontline leaders can manage performance and wellbeing. Develop business acumen and strategic foresight skills, too.
Stay ahead of regulatory changes : Prepare for expanded reporting obligations and ensure that HR and HSE collaborate to meet these new standards.
Prioritise psychological safety : Create environments where employees feel heard, and follow-through with tangible actions.

Make time for your own personal development

The panel also stressed the importance of your own personal development, especially your emotional intelligence. Naomi used the analogy of learning to drive a manual car—moving from conscious competence to unconscious competence through practice and persistence.

She encouraged leaders to reflect on their own impact and seek regular feedback: “When was the last time you asked for feedback? And when did you actually do something about it?”

By modelling vulnerability and a commitment to improvement, leaders not only enhance their own capabilities, but create a safe, open environment where their teams can thrive.

Collaboration & connection is the future

As workplaces continue to transform, Human Resources and Safety leaders must adapt by fostering collaboration, and enhancing their leadership capabilities. Ultimately, the panel argued that those who work together will be best positioned to meet the demands of tomorrow.

If you'd like to be invited to events like this one, please sign up to our e-newsletter . And if you need to expand or strengthen your HR and HSE teams to help navigate these organisational changes, please get in touch with one of our specialist consultants who can connect you with top talent in these critical areas.

Featured Speakers

Deanna McMaster

Partner - Workplace at MinterEllison

A leading employment, safety and industrial relations expert, Deanna advises major organisations across resources, energy, transport and government sectors on complex regulatory challenges. With extensive experience managing high-stakes safety incidents, she regularly advises Boards and Executive Leadership Teams on their safety obligations.

Naomi Armitage

Director, Humanology Group

Naomi is a Registered Psychologist with over 20 years’ experience owning and operating a nation-wide private psychological practice, employee assistance and fitness for work company in the resources industry. She has extensive experience working with individuals and organisations to improve the mental health and wellbeing of workplaces and teams. Naomi utilises a systemic wholistic approach to assist in establishing cultures to foster not only productivity but workplaces free of psychosocial hazards.

Richard Coleman

Safety Executive & MD at Culturology

Richard is a distinguished health, safety and environment executive, with over 30 years of transformative leadership across major Australian corporations. He guides organisations in improving safety culture, wellbeing initiatives, and critical risk management while regularly supporting boards on due diligence obligations.

Ben Bradley

General Manager, Business Partnering at APA Group

Ben is a strategic human resources leader with extensive experience across the resources, construction and energy sectors. Now General Manager HR Business Partnering - Operations at APA Group, he specialises in organisational development, industrial relations, and safety culture programs, guiding organisations through complex workforce transformations and behavioral safety initiatives.

The changing face of workplace safety

Thu, 20 Feb 2025 02:47:00 GMT

In an era of profound transformation, workplace safety professionals are navigating uncharted waters. From AI integration to psychosocial safety, the scope of HSE is expanding far beyond traditional risk management. Leaders across industries are reimagining how to keep their workforce safe and engaged in this evolving landscape.

The recent Australian Institute of Health & Safety (AIHS) Annual OHS Breakfast brought together industry veterans, including The Next Group's CEO Aaron Neilson, to unpack the shifting nature of workplace safety. Their insights revealed a common thread: while the fundamentals of safety remain crucial, the approach to implementation is undergoing a remarkable transformation. Traditional methods are being challenged, and innovation is becoming essential for success.

Beyond the checklist mentality

The days of relying solely on administrative controls and endless paperwork are numbered. Jane Moss , Group HSE Director at Aurecon Group, introduced a compelling concept called WOMBAT (Waste of Money, Brains And Time) - a simple yet powerful tool for evaluating safety initiatives. The focus is shifting towards meaningful actions that genuinely enhance safety outcomes rather than simply adding to administrative processes.

How effectively do your safety procedures drive real change? The key lies in identifying which initiatives truly protect workers and which ones might benefit from simplification or a fresh approach.

Adapting to workforce diversity

Emma Stuart , Group HSSE Manager at Viva Energy shared how their organisation evolved from managing 1,500 employees to 15,000 - each group with distinct safety needs. From aging workers to ESL employees and teenagers in fast-food environments, the challenge lies in creating safety communications that resonate across generations and cultures.

The solution? Tailored approaches that acknowledge these differences while maintaining consistent safety standards. It's about finding the right balance between unified systems and flexible implementation.

Communication: The game-changer

One standout theme was the critical role of effective communication in safety leadership. Whether addressing physical risks or psychosocial concerns, success hinges on the ability to connect with people authentically. This means moving beyond technical jargon to create messages that truly resonate with diverse audiences.

The emphasis is shifting from merely delivering safety information to ensuring it's received and understood. This might mean using more visual aids for ESL workers or adapting communication styles for different generational groups.

Shared challenges, collective solutions

Emma highlighted a universal truth: organisations across all sectors face similar challenges in engaging and protecting their workforce through periods of significant change. From managing diverse teams to navigating organisational transformations, these shared experiences create opportunities for collaboration and learning.

"We're seeing businesses bring in different skills to complement existing technical knowledge," notes Aaron Neilson . "From communications and data analytics to AI and automation, as well as expertise from psychologists and human factors specialists - the landscape is evolving rapidly."

Building tomorrow's safety capability

Today's safety professionals need more than technical expertise. The focus is increasingly on developing adaptive skills that enable quick responses to emerging challenges. This includes understanding new technologies, managing change effectively and building strong stakeholder relationships across all levels of an organisation.

Partnering for success

As the safety landscape continues to transform, having the right talent in place becomes crucial. A specialist HSE recruitment partner can help identify professionals who bring both technical expertise and the soft skills needed to navigate modern safety challenges. The right recruitment strategy ensures organisations stay ahead of emerging trends while maintaining robust safety foundations.

Remember: The future of workplace safety isn't just about managing risks - it's about creating an environment where safety innovation thrives and every worker feels valued and protected. Through collaboration, shared learning and adaptive approaches, safety professionals can continue to drive positive change in their organisations.

Progress from safety expert to business leader

Tue, 18 Feb 2025 22:43:47 GMT

You've mastered the technical aspects of workplace health and safety. You're respected for your expertise and track record of success. But leadership demands a different skillset - one that's more about influence than technical excellence. Are you ready to develop the capabilities that will set you apart as a future safety leader

The leadership opportunity gap

The skills that made you successful in your current role won't necessarily get you to the next level. Technical expertise and compliance knowledge - while essential - aren't enough for senior leadership positions. The good news? Leadership capabilities can be learned. By developing these skills now, you'll be well-positioned to step up when opportunities arise.

As the current generation of safety leaders approaches retirement, new opportunities are emerging. But businesses aren't just looking to fill these positions - they're seeking a new style of safety leadership.

At a recent panel discussion, hosted by The Safe Step, industry leaders shared insights about the evolving nature of safety leadership. While technical expertise remains essential, organisations increasingly need safety leaders who can drive cultural change, influence strategy and translate safety imperatives into business outcomes.

Mastering the commercial conversation

"What differentiates leaders is their ability to have business conversations and ask commercially-focused questions," explains Katie Johnson , Director at The Safe Step. Technical expertise alone won't secure you a seat at the leadership table.

Start developing your commercial acumen by understanding your organisation's business model, revenue drivers and strategic challenges. When presenting safety initiatives, frame them in terms of business value and strategic outcomes rather than just risk mitigation.

Delivering builds influence

When stepping into broader roles, credibility comes from consistently delivering results. Josh Keech , Head of Employment Relations & Safety at ABC, emphasises the power of being known as someone who makes things happen: "When you tell a stakeholder 'I don't know exactly how yet, but we'll achieve that outcome' - and then you do - people start coming to you earlier with their challenges earlier so you can help form a solution with them."

This reputation for delivery creates opportunities to influence beyond traditional safety boundaries. You'll find yourself being invited into strategic discussions and asked to collaborate on business-wide initiatives.

Finding your authentic voice

Authenticity builds trust and creates lasting influence. Being genuine in your approach helps others connect with your message and understand your commitment to safety outcomes. Show vulnerability when appropriate - it's a strength that helps build deeper connections with your team and peers.

The secret is staying true to your values while adapting your communication style to different audiences. Rather than focusing solely on rules and compliance, connect through shared values around protecting people and enabling business success.

Understanding stakeholder needs

"Technical aspects and knowing the standards only get you so far," reflected Ben Kirkbride , Head of Health, Safety & Quality at Gamuda. The path to leadership requires looking beyond compliance and connecting with the broader business context.

The key is understanding what drives your stakeholders. Ben's mantra? "Whatever interests your manager should fascinate you." In other words, start paying more attention to the business challenges your leaders care about. This helps you frame safety initiatives in ways that resonate with decision-makers.

Partnering across functions

The lines between safety and HR are increasingly blurred, particularly in areas like psychosocial risk and respect at work. Josh's combined role as Head of Employment Relations & Safety at ABC exemplifies how these functions are converging. "When we're talking about these issues, senior leadership expects a united voice," he explains.

Building strong relationships with HR colleagues and understanding people-related challenges positions you as a more rounded leader. It also helps you navigate complex issues that span both functions more effectively.

Embrace opportunity

"Be open to trying something different and pushing yourself outside your comfort zone," advises Katie. "You never know where new experiences might lead." Ben agrees that the greatest growth often comes during challenging times - when you're feeling comfortable, you're not growing.

Angela Ewers , Chief People Officer at ARN Media, echoes this sentiment: "Just jump in and take opportunities when they're thrown your way. Even if you don't think you can do it, have a go - what's the worst that could happen?"

Preparing for future challenges

From AI and robotics to ESG imperatives, the safety profession is evolving rapidly. Stay informed through industry publications, podcasts and networking events. Consider studying a safety leadership course or attending HR conferences to broaden your perspective.

Leaders who understand emerging trends can help their organisations navigate change while maintaining focus on core safety outcomes. Be curious about developments in technology, sustainability and workplace culture - they'll increasingly shape how we approach safety management.

Building your support network

Leadership growth thrives on strong professional relationships. Build connections with peers who challenge your thinking and mentors who've walked your path. Remember that mentoring is a two-way street - the more you contribute to others' growth, the more you'll receive in return.

A specialist safety recruiter can help you understand emerging leadership trends, identify gaps in your leadership toolkit and connect you with opportunities that align with your career aspirations. They're also an excellent sounding board as you develop your "leadership voice" and professional brand.

Ready to broadcast your potential?

The journey to influential leader starts with expanding your perspective beyond technical excellence. Focus on understanding business priorities, developing commercial acumen and building meaningful relationships. Your unique voice as a safety leader is waiting to be heard.

Psychosocial Safety in the Workplace: what does success look like?

Wed, 12 Feb 2025 05:38:26 GMT

Psychosocial Safety in the Workplace: what does success look like?

Creating a safe workplace is so much broader than physical safety - psychological health is just as important. However, it’s much less straightforward for employers to navigate, requiring a holistic and cross functional approach to effectively manage psychosocial hazards and prevent psychological harm .

New Safe Work Australia model legislation introduced last year and being adopted by many states and territories since, has clarified our obligations and understanding of what practical measures are required to foster psychosocial safety in the workplace, but what does success look like?

We captured key takeaways from a recent panel discussion run by The Safe Step and our colleagues at The Next Step. The forum explored which approaches are adding true evidence-based value versus feel good measures for the sake of compliance, and what metrics we should use to determine success as a collaborative People and Safety team. Read on to learn more.

Proven strategies to enhance psychosocial safety in the workplace

Enhance leadership capabilities

Managing and enhancing the psychosocial safety of employees in the workplace may not come naturally to all leaders. In fact, some managers may inadvertently be contributing to the problem by not understanding what is required of their role. That’s why Calvary HealthCare Head of Safety and Organisational Capability Megan Hopkins says it’s important to focus on upskilling leaders with the right tools and skills to create a safe environment and navigate professional boundaries.

“We saw an uplift in complaints of harassment and a whole range of things and what we found the root cause was managers just did not know how to be managers. They did not know how to have an enquiring conversation, as opposed to frustrated or aggressive conversations,” Ms Hopkins says.

“So we looked at how we give tools and set benchmarks for our managers so they know how to lead their people and it’s worked really well…Our turnover rates have dropped, our confidence [rates] and confidence in managers rates have lifted as a result.”

Demystifying policies and procedures with practical guidance

To ensure policies and procedures become part of the fabric of workplace culture, rather than a measure for the sake of compliance, businesses should work to demystify the legal requirements. WorkSafe Victoria’s Principal Psychological Health and Safety Specialist Dr Libby Brook clarifies that having policy and procedures is not enough, businesses should implement an effective psychosocial risk management system and guidance to support that is available on WorkSafe’s website .

People-centered programs can be designed around creating human experiences based on pressures the team may be facing beyond their work such as financial wellbeing.

Leaders should also spend more time opening up communication to enable people to be brave and share their expectations of what a safe and trusted work environment looks like, feels like and sounds like.

Collaboration across People and Safety creates a holistic solution

Managing and enhancing psychosocial safety in the workplace has moved beyond the narrow focus of any one team, towards a proactive and collaborative approach spearheaded by both HR and HSE. By collaborating closely both teams can lean on knowledge, data and strategies to create a shared ownership model that offers a holistic approach to addressing psychosocial risks.

“This space encourages [People and Safety] to hold hands more than ever before,” Ms Hopkins says. “When our employees and managers see that collaboration, it’s comforting, it’s a great role model for everybody that we get on board….It’s a partnership, but with sincerity and authenticity. We need to look at what metrics, what activities, what collaboration is authentic rather than ticking a box.”

Embrace formal audits

Embracing compliance audits is an opportunity to challenge our mindset and ways of working. IAG Executive Manager, Safety and Wellbeing Sean Silvey encourages both HR and HSE teams to embrace audits as an opportunity to better understand what is working and what isn’t, different perspectives and learn from best practice across industry.

“It requires us to be courageous. But it also provides an opportunity to change and learn from what best in class looks like rather than shying away,” Mr Silvey says. “We’ve learned an enormous amount through audits by working together on the solution.’

Key metrics for managing psychosocial safety

Using a data driven approach will enable you to refine and improve interventions over time, ensuring continuous progress. Metrics to consider here include:

Staff turnover rates
Absenteeism rates
Employee sentiment surveys
Incident reports
Employee interviews
Anecdotal feedback

Be aware, however, that metrics are often lag indicators and only form part of the picture. Mr Silvey says the best way to measure the effectiveness of approaches is by listening to employees both one on one and in group forums.

“You’ve got to invest the time in listening to find out the driver behind certain behaviors and problems, that often the data won’t tell you until it’s too late,” he says.

How we can help

The Safe Step and The Next Step work with leading HSE and HR professionals, trained to support the management of psychosocial safety and positive workplace cultures. Please let us know if your organisation needs support on either a temporary or permanent basis.

Or, if you're HR or HSE professional looking to work with an employer who provides healthy culture, please speak to one of our consultants about how we can support you in taking the right next step.

Additional resources

Webinars

Managing Psychosocial Risk in the Workplace : An informative 1-hr discussion about effective evidence-based ways to manage psychosocial risk. Psychologist David Burroughs, Woolworths' Director of Safety, Health & Wellbeing Jane Bourke, and leading work health and safety lawyer, Steve Bell.
Managing Psychosocial Risk in the Workplace #2 : Steve Bell, David Burroughs and Jane Bourke reunite 6-months on from our first webinar to discuss what's changed in managing psychosocial risk in the the workplace.
How can employers best support victims and perpetrators of Domestic and Family Violence

Articles

Watch key takeaways from the panel

The Safe Step's Principal Consultant, Ramtin Parvar received excellent feedback from the forum. "I really enjoyed facilitating this important discussion, we all walked away from it with useful and actionable ideas and it really reinforced that we don’t need overcomplicate things and the beauty is keeping it simple and risk based," he said.

Watch key takeaways from Ramtin and each of the panellists below.

Many thanks to our expert panel of People and Safety leaders who shared their insights with us: Calvary Health Care Head of Safety and Organisational Capability Megan Hopkins, WorkSafe Victoria’s Principal Psychological Health and Safety Specialist Dr Libby Brook, Australian Gas Infrastructure Group’s Executive General Manager People, Safety and Culture Johanna Birgersson and IAG Executive Manager, Safety and Wellbeing Sean Silvey.

Flexibility: Career friend or foe?

Thu, 21 Nov 2024 23:00:42 GMT

The pandemic-induced work-from-home era seemed like a permanent shift, but the pendulum is swinging back. With major Australian corporations and even the NSW government mandating office returns, safety professionals face a critical juncture. As debates intensify over workplace flexibility, a pressing question emerges: Could your flexible work arrangements be silently sabotaging your career trajectory?

From eroding company culture to the rise of AI automation, the stakes are high for safety leaders.

Let us explore how to navigate this flexibility paradox while keeping your career on track.

The changing tides of workplace flexibility

The concept of workplace flexibility has rapidly evolved from a perk to a standard expectation. However, we are now seeing a significant pushback, particularly in the safety sector.

Recent data from the Australian Bureau of Statistics shows that 41% of employed Australians worked from home at least once a week in August 2021. But the tide is turning. The NSW government has mandated public servants to be in the office at least four days a week, and major corporations are following suit. This shift is creating a more prescriptive work environment, challenging the flexibility many have grown accustomed to.

This changing landscape presents unique challenges for safety leaders. The balance between remote work benefits and the undeniable value of physical presence is not just a personal choice—it is a strategic career decision. In a field where influence and visibility can make or break professional growth, understanding the implications of these changes is crucial.

Why the push for office presence?

Organisations are reassessing their approach to flexible work, driven by several factors:

Productivity concerns : With economic pressures mounting, businesses are scrutinising productivity metrics.
Cultural erosion: After years of remote work, many organisations are noting a decline in company culture and team cohesion.
Safety culture challenges: Building and maintaining a strong safety culture through virtual means has proven challenging.
Equity issues: Disparities between office-based staff and frontline workers are becoming more pronounced.

As one CEO we spoke to recently put it, "You can't partner with the business from your living room." This sentiment resonates particularly in industries with significant frontline, blue-collar and retail/hospitality workforces.

The hidden career risks of remote work

While working from home offers undeniable benefits, it's worth considering its potential impact on your career progression. A 2021 survey by the Society for Human Resource Management found that 42% of supervisors sometimes forget about remote workers when assigning tasks. In safety roles, where visibility and influence are crucial, this could be particularly detrimental.

You might be missing out on:

Informal learning opportunities – both within your team and across the broader business
Impromptu brainstorming and problem-solving sessions
Building relationships with colleagues and stakeholders
Visibility from your peers and managers
Demonstrating leadership skills in real-time
Opportunities to learn about, engage with and influence on workplace health and safety.

The AI factor: A new player in the game

Artificial Intelligence is poised to significantly impact the safety profession. Tasks traditionally performed remotely from writing reports and procedures to data analysis, and even certain aspects of risk assessments, are becoming increasingly more automated. While AI promises to automate many safety tasks, it also introduces new workplace safety considerations that safety professionals need to understand .

A 2020 McKinsey study found that up to 25% of the workforce in advanced economies could work remotely three to five days a week. Notably, these roles often align with those most susceptible to AI automation.

For safety leaders, this underscores the importance of focusing on uniquely human skills:

Change management and organisational influence
Emotional intelligence and stakeholder management
On-the-ground risk assessment and crisis management
Strategic thinking and complex problem-solving

These skills are best developed and demonstrated through in-person interactions, further emphasising the value of office presence.

Navigating the ‘new’, new normal

Whether you are hiring or seeking new opportunities, consider these strategies:

Increased in person face time: If you are currently in the office two days a week, could you bump it up to three or four? Being physically present offers numerous advantages in influence, information access, and relationship building.
Highlight in-person value: When negotiating roles or work arrangements, be prepared to articulate how your physical presence contributes to safety outcomes and organisational goals.
Embrace hybrid solutions: Propose structured hybrid arrangements that maximise your in-office impact while maintaining some flexibility.
Upskill strategically: Focus on developing skills that AI cannot easily replicate - leadership, complex problem-solving, and change management.
Stay visible: If working remotely, make extra effort to stay connected with colleagues and leadership. Regular check-ins and proactive communication can help mitigate the "out of sight, out of mind" risk.

Striking the right balance

The key to navigating this evolving landscape is flexibility - not just in work arrangements, but in mindset. Regularly reassess the effectiveness of your current work arrangement and be open to adjustments as needed.

Remember, in safety, our core mission remains unchanged - influencing change, mitigating risks, and fostering a culture of safety. The methods may evolve, but the importance of human connection in achieving these goals remains paramount.

How we can assist

In navigating these complex waters, it is valuable to have an industry partner who understands the nuances of the safety industry. As recruiters specialising in this sector, we have supported numerous professionals and organisations through various workplace transitions. We have seen firsthand how the right match between a safety leader and an organisation can drive significant improvements in safety outcomes.

Our role goes beyond just filling positions; we aim to understand the unique challenges and aspirations of both safety professionals and the businesses we work with. Whether you are facing immediate challenges in securing the right role or team member, or you are looking for support in shaping your long-term career goals, our industry insights and network can provide valuable perspectives as you navigate this evolving landscape.

Looking ahead

The future of work in safety is undoubtedly evolving. While some predict the end of hybrid work within years, the reality is likely more nuanced. What remains constant is the core of the profession - influencing change, mitigating risks, and fostering a culture of safety.

As you navigate these changes, remember that your value lies in your ability to connect, influence, and drive meaningful improvements in safety outcomes. How will you adapt your approach to maximise your impact and stay at the forefront of the safety profession?

The safety leaders who thrive will be those who can effectively balance the benefits of flexibility with the undeniable value of personal presence and leadership. It is a complex challenge, but one that presents significant opportunities for those willing to adapt and innovate.

Managing Antisocial Behaviour at Work

Tue, 29 Oct 2024 22:16:26 GMT

Australian workplaces are experiencing a notable increase in antisocial behaviour, with impacts reaching beyond traditionally high-risk sectors. As organisations work to address increased aggression, bullying, theft and verbal abuse from customers and colleagues, many are seeking more effective protection strategies.

At a recent panel discussion hosted by The Safe Step and The Next Step, leaders from healthcare, retail, utilities and energy sectors shared their experiences and solutions, revealing valuable insights for managing these challenges.

Why now? Understanding the rise in antisocial behaviour

While interpersonal behaviour has always been challenging to manage in workplaces, recent years have brought distinct changes. Employers across industries have reported a significant increase in antisocial behaviour since early 2020, affecting both customer interactions and relationships between colleagues.

What began as pandemic-related tensions has evolved into a broader pattern of aggressive behaviour. The initial concerns about personal safety and disease transmission have given way to wider frustrations, as ongoing pressures around work security and financial stability continue to influence workplace interactions.

"Society is getting more impatient and wants stuff done 'right now'," explained Chan Sinnadurai, Head of Health Safety Security & Environment at Energy Australia. Their data shows this tangibly - 50% of calls now involve some form of profanity or abuse.

The cost-of-living crisis has intensified these pressures, manifesting differently across sectors. Healthcare workers face increasing aggression from patients and family members. Essential service providers grapple with heightened tensions in call centres, particularly around billing issues. Retailers, especially in CBD areas, report a significant rise in youth-related crime and theft.

Prevention: A multi-layered approach

Organisations are employing a wide range of strategies to mitigate and manage antisocial behaviour risks. Our recent panel event revealed several innovative approaches that are delivering measurable results.

At Western Health, CEO and finalist for AIHS Australian WHS Champion (CEO) of the Year, Russell Harrison, has implemented a systematic approach to staff protection. The organisation's education program addressing nine common myths about healthcare worker obligations in dangerous situations achieved a 95% staff behaviour change rate. Their confidential reporting system, 'The Vault', enables staff to safely report concerning behaviour while allowing the organisation to identify troubling patterns. Western Health's implementation of the Broset scale exemplifies how standardised measurement tools can drive improvement. The scale creates a common language for behavioural risks, with past aggressive behaviour proving to be a strong predictor of future incidents. Staff use this insight to flag potential risks in patient records and take proactive measures.

Essential service providers face unique challenges, unable to refuse service even to aggressive customers. Energy Australia has developed innovative solutions for their contact centre staff, including a 'wellness code' system for immediate breaks after difficult interactions. They've also implemented a routing system for sensitive cases related to calls where domestic violence may be an issue. The organisation also invests in management training. "People are your most important asset," Sinnadurai says.

7-Eleven's approach demonstrates how prevention strategies can significantly reduce staff exposure to trauma. Their combination of controls for example, secure counters, safe havens, locked door policy and night pay windows have reduced robbery incidents below competitors' rates. This non-confrontational approach, backed by immediate support from field managers following any incident, has helped maintain staff wellbeing while managing security risks.

Data: Creating a complete picture

Success in managing antisocial behaviour requires sophisticated data integration and analysis. Leading organisations are combining safety and human resources insights to build a comprehensive view. This includes overlaying incident reports with employee engagement surveys, exit interviews and case management data to identify patterns and predict potential hotspots.

Greater Western Water takes a 'whole of system approach' under the leadership of Chief People Officer Louise Meadows. Their safety wellbeing dashboard enables swift responses to emerging issues. During critical operational periods, daily data reviews help them identify pressure points and adjust support measures in real time.

However, panellists emphasised the importance of maintaining vigilance even when metrics improve. Success metrics need regular review and reinforcement to prevent complacency. This includes monitoring both immediate indicators like incident rates and longer-term measures such as staff retention and wellbeing scores.

Building a stronger employer brand

The impact of effective antisocial behaviour management extends beyond immediate safety concerns to influence an organisation's ability to attract and retain talent. Western Health's comprehensive approach has yielded impressive results in their People Matters survey, with staff perception of workplace safety increasing dramatically.

"We want to be an employer of choice because there's a lot of competition out there," explains Harrison. "Everything we do reinforces that Western Health is a great place to work - one that keeps its people safe and offers rewarding careers."

"In today's competitive talent market, organisations that prioritise their people's safety and wellbeing have a clear advantage," says Cate Ingham, Principal Consultant at The Safe Step. "Those with robust, people-first strategies are becoming employers of choice."

A new path forward

The landscape of workplace behaviour continues to evolve, requiring organisations to adapt and enhance their protective measures. Success demands a well-rounded approach: thoughtful prevention strategies, data analysis and strong leadership. As our panel demonstrated, organisations that prioritise these elements not only reduce incidents but build stronger, more resilient workplace cultures that attract and retain talent.

Event: Antisocial Behaviour and the Impacts on Psychological Risk

Mon, 23 Sep 2024 22:22:55 GMT

Psychosocial Safety in an Era of Escalating Workplace Aggression

Antisocial behaviour in the workplace has seen a significant increase, challenging organisations to protect employees from the impacts of both internal and external aggression.

This panel discussion brought together leaders from diverse industries who had successfully navigated these challenges. They shared unvarnished experiences on effective strategies, what wasn't working, and how they safeguarded their people and organisations.

Whether experiencing increased incidents or looking to proactively address this growing concern, this event offered valuable insights and networking opportunities with peers.

What was covered:

Current trends in workplace behaviour across industries
Effective strategies to manage risks & enhance psychosocial safety
Insights on HR and HSE collaboration for a safer, more inclusive workplace
Data-driven methods to measure and improve interventions

For more insights read our full key takeaways here: Managing Antisocial Behaviour at Work

The future-ready Safety leader

Mon, 09 Sep 2024 02:28:39 GMT

The future-ready Safety leader

As a Safety leader, you're no stranger to change. But are you prepared for the significant shifts reshaping the profession? From the complexities of psychosocial risk management to the strategic imperatives of ESG, the ground beneath our feet is moving faster than ever.

At a recent Australian Institute of Health & Safety (AIHS) event, supported by The Safe Step and MinterEllison, industry leaders gathered to discuss what it means to be a future-ready Safety leader. Discussions paint a picture of a profession in flux and one that demands not just adaptation, but transformation. Read on to learn more.

The changing face of risk management

The future-ready Safety leader recognises that risk management is no longer a straightforward task. Christian Frost, Group Executive - Business Evolution at Ventia, highlighted this evolution: "The psychosocial landscape is becoming increasingly complex. There's an opportunity here to move beyond risk management and step into cultural transformation."

If you're feeling like you haven't quite "nailed" psychosocial risk management yet, you're not alone. Even the most seasoned Safety leaders are grappling with its true complexity. This sentiment underscores the need for continued innovation, adaptation and proactive management in this space.

Breaking down silos

Harriet Eager, Partner in Workplace Law at MinterEllison, highlighted the growing need for Safety to work hand-in-glove with other business functions: "We're seeing emerging roles like psychosocial risk managers. It's crucial for Safety professionals to educate legal colleagues about these less visible safety issues."

This cross-functional approach extends to emerging challenges such as the "right to disconnect", sexual harassment prevention and impacts of domestic violence in the workplace. As Richard Coleman, experienced Safety executive and event facilitator, pointed out: "Traditionally, issues like domestic violence have been dealt with by HR. But the world's a different place now. We have to think about different solutions."

Tech savvy safety

The role of technology in Safety management is expanding rapidly. AI and advanced data analytics are becoming essential tools for forecasting and managing Safety challenges.

As Christian Frost emphasised, "We need to leverage technology to see how challenges come through the business and to forecast future risks. This is becoming an essential skill for Safety leaders."

Many future-ready Safety leaders are already upskilling themselves and their teams, befriending their IT departments and getting their tech-stack in order.

The talent challenge

If you're struggling to fill Safety roles, you're not imagining things. Katie Johnson, Director at The Safe Step, confirmed the talent squeeze: " The number of advertised HSE roles is increasing , and demand is high. Supply can't keep up, and employers are competing for the same talent pool." She advises Safety leaders to focus on workplace flexibility and competitive pay to attract and keep top talent.

Future-focused Safety leaders are also grappling with where the next generation of safety professionals will come from, with fewer new graduates entering the field. This trend is pushing forward-thinking leaders to reimagine talent development, embracing non-academic pathways and a more diverse range of backgrounds.

Leaders are exploring innovative approaches: diverse pathways into the profession, micro-credentials, industry-education partnerships and robust mentoring programs. As Frost emphasised, "We need to think beyond traditional safety skills. Commercial acumen, marketing skills and the ability to drive organisational change are becoming crucial for Safety leaders."

The ESG imperative

Environmental, Social and Governance (ESG) considerations are increasingly shaping corporate strategy, presenting new opportunities for Safety leaders to demonstrate value at the board level.

Harriet Eager put it succinctly: "ESG is an opportunity for Safety professionals to broaden their skills and retain a seat at the table. We have the skill sets to work and lead in this space, particularly in areas like risk management and auditing."

However, the landscape is shifting rapidly. Katie Johnson observed, "We're seeing ESG responsibilities sometimes moving out of safety and under finance for reporting purposes. There's increasing pressure and complexity connected to ESG." This shift underscores the need for Safety leaders to collaborate across functions and position themselves as key players in the ESG narrative. Future-ready Safety leaders will need to speak the language of finance, sustainability and risk management to effectively navigate this evolving landscape.

Legislative complexity and board-level scrutiny

The regulatory landscape for Health & Safety is becoming increasingly complex, requiring leaders to be adept at interpretation and influence.

Harriet Eager highlighted this challenge: "Legislation is no longer spoon-fed to us. We need to digest it, think critically and educate our colleagues. Safety leaders must be able to put a safety lens on complex topics and effectively influence senior leadership."

Future-ready Safety leaders must go beyond mere compliance. They need to foster a culture where safety considerations are integrated into every decision. As Eager emphasised, "We need to grapple with the topics, put a Safety lens on it and talk to leaders." This approach ensures that safety isn't just the domain of Safety professionals, but becomes a shared responsibility across the organisation.

Where to next?

The future of Safety leadership is characterised by increased complexity, broader scope and greater strategic importance. Success at the leadership level of the profession requires being adept at navigating this complex landscape, influencing across all levels of the organisation and driving meaningful cultural change.

Christian Frost believes the Safety profession's future is bright for those ready to tackle these evolving challenges head-on: "There's an opportunity for the profession to step into the culture space much more than what we've done in the past. We can use the psychosocial agenda as an opportunity, rather than just a risk to be managed."

In-demand leaders will be versatile professionals – part strategist, part cultural architect and part change agent. They will need to be as comfortable analysing data and presenting to the board as they are walking the shop floor and engaging with frontline workers. By embodying safety practices and demonstrating their value across all levels of the organisation, these leaders will elevate the role of Safety from a compliance function to a key driver of organisational success.

Are you prepared to step into this multifaceted role and shape the future of Safety leadership in your organisation?

Beyond Compliance: Transforming Workplace Safety Culture

Wed, 07 Aug 2024 02:39:19 GMT

Is your safety strategy stuck in compliance mode? Discover how leading organisations are driving real impact in workplace health and safety. Learn how to transform your approach from box-ticking to culture-changing.

Driving meaningful change in workplace health and safety

As an experienced workplace health and safety professional, you know that compliance is just the beginning. The real challenge lies in creating meaningful change with a lasting impact.

Dr. Sidney Dekker captures this sentiment perfectly: "Safety is not the absence of accidents or incidents, but rather the presence of positive capacities. [i] " This shift from reactive to proactive thinking is what truly drives change.

At The Safe Step, we've witnessed how forward-thinking safety leaders are reshaping their approach. They're moving beyond simply ticking boxes to cultivating a safety culture that permeates every level of their organisation. This transformation isn't just about avoiding incidents; it's about building resilience, engagement and a genuine commitment to wellbeing.

Engagement: The key to success

The impact of this approach extends far beyond traditional safety metrics. It touches on employee engagement, talent retention and even the bottom line. For instance, A Gallup study found that business units with high employee engagement had 70% fewer safety incidents compared to those with low engagement. This demonstrates how a holistic approach to safety can yield benefits across the entire organisation.

By focusing on creating "positive capacities" rather than just preventing negative outcomes, these leaders are redefining what it means to have a successful safety program. They're proving that when safety becomes an integral part of company culture, the results can be transformative.

Are you ready to move beyond compliance and drive meaningful change in your organisation? Let's explore how industry leaders are making this shift and the remarkable results they're achieving.

Holistic approaches in action

At a recent HSE leaders forum run by The Safe Step, we heard from several organisations that have implemented innovative approaches to workplace health and safety. One standout example came from a veterinary services provider, which has developed an award-winning wellbeing program to address the unique challenges in their industry.

Their approach encompasses several key areas, including mental health support, safety protocols, accountability mapping, implementing the PERMA model for wellbeing, professional development and fostering an inclusive work culture. By addressing these interconnected aspects, they've created a holistic safety culture that goes far beyond mere compliance.

This approach has yielded impressive results, with substantial increases in employee engagement and a strong belief among staff that the organisation genuinely cares about their safety and wellbeing. As one leader noted, "It's not just about safety compliance - it's really about a culture of safety, where people feel supported, confident to speak up and where they can be themselves at work."

In today's competitive job market, such a strong safety culture can be a key differentiator for attracting and retaining talent.

Balancing technical expertise with soft skills

Traditionally, HSE roles have focused largely on technical skills and regulatory expertise. However, a broader skill set is now in demand.

Today's HSE leaders complement their technical prowess with strong commercial acumen, influencing capabilities and advanced communication skills. These soft skills enable safety professionals to drive cultural change, align safety initiatives with business objectives and effectively engage stakeholders at all levels of the organisation.

Key soft skills for modern HSE leaders include:

Leadership capabilities to inspire and guide teams
Strategic business partnering to integrate safety across operations
Change management skills to implement new safety initiatives
Data analysis abilities to derive actionable insights
Effective communication to engage all levels of the organisation

By mastering both technical and soft skills, HSE professionals can transform compliance-focused practices into a holistic safety approach, creating lasting impact throughout the organisation.

When seeking new HSE roles, highlighting relevant competencies in your resume and during interviews can set you apart. It demonstrates your ability to not just manage compliance, but to drive the cultural shift towards a truly integrated safety culture.

The path forward

As a Health & Safety professional, you have the opportunity to reimagine safety in your organisation. It's about moving beyond preventing harm to actively contributing to employee wellbeing and organisational success.

This shift requires cultivating a culture where safety is integral to every decision, engaging employees at all levels in safety initiatives and aligning safety strategies with broader business objectives. Developing the soft skills necessary to drive cultural change is crucial. The journey may be challenging, but the potential for positive impact is immense. Do you have the right skills in your team to lead this transformation? If not, we’re here to help.

[i] 1. Dekker, S. (2014). Safety Differently: Human Factors for a New Era. CRC Press.

Detecting AI-generated job applications

Fri, 21 Jun 2024 07:21:08 GMT

Many HSE jobseekers are now using AI tools like ChatGPT to write their resumes and cover letters. While some help is okay, this article supports HSE hiring managers in detecting AI-generated job applications. Read on to discover watch-outs and AI detection tools.

What's hiding behind the AI mask?

ChatGPT and other AI language models are increasingly being used in the job search process, from polishing cover letters to potentially generating entire applications. While getting help with writing and editing may seem harmless, some job seekers, including Health and Safety professionals, are relying too heavily on AI, allowing it to compose their applications entirely. This raises concerns about authenticity and the ability to accurately assess a candidate's true skills and experiences.

HSE hiring managers now face the challenge of distinguishing between human-generated and AI-generated content. On one end of the spectrum, candidates may appear to have superior written communication abilities than they genuinely possess. On the other end, AI may generate content tailored to what it perceives the employer wants to hear, potentially fabricating skills and experiences to match the job description.

Detecting AI-generated content

Here are some potential signs to watch-out for when reviewing job applications:

Too formal/wordy : AI tends to use more formal wording e.g. instead of possessing relevant "skills", AI might refer to a "comprehensive skillset", or AI might use "elevated" instead of "improved".
US spelling : American spellings can be a red flag e.g. applicant refers to their "organization" instead of "organisation".
Inconsistency : Watch out for variations in writing style between the candidate's resume and cover letter, or within the same document.
Generic : AI generated job applications might be missing real-life examples or too exactly match the job advertisement. If this is the case, dig deeper.

If you are suspicious about a candidate relying too heavily on AI, then you can use AI detection tools like GPTZero or Originality.AI . While these tools are a useful first step, they are not fool-proof. Use them alongside your own judgement, considering the content's relevance, specificity, and alignment with the candidate's background.

As AI continues to evolve, some employers are even burying prompt within their job ads . That said, the most effective approach likely combines technology with the expertise of seasoned HR professionals.

Assessing true HSE capabilities

A job application alone won't tell you enough about a potential new hire. To best understand their skills, experience and motivations to work with you, an interview and assessment process will be required. Assigning practical tests or discussing case studies can help differentiate between AI-assisted knowledge and genuine understanding.

Verify claims made in the application through background checks and references to ensure the candidate possesses the skills and experience they claim.

Embracing AI

Not all employers view AI use in job applications negatively. Some organisations, particularly those operating in tech and SaaS, are actively encouraging it. They recognise that a HSE professionals understanding of AI will be crucial for success now, and in the future.

Take Canva, for example. The graphic design platform has embraced AI in its hiring process . Melanie Anderson, Canva's Head of Talent Acquisition, says they're "leaning into" AI to accelerate their mission.

Canva's approach includes:

Giving candidates AI-based challenges : Finalists are asked to use Canva's AI tools to complete a task, showcasing their skills.
Encouraging AI use in applications : Candidates are prompted to leverage AI in their presentations and application materials.
Asking candidates to explain AI usage : Applicants must describe how they've used AI, whether for brainstorming, challenging ideas, or creating visuals.

This helps Canva identify applicants who can integrate AI into their work effectively.

For HSE hiring managers, considering candidates' familiarity with AI tools could be increasingly valuable. Assessing how applicants understand and leverage AI to enhance safety processes might reveal forward-thinking professionals. However, maintain balance in your evaluation. Look for applications that demonstrate genuine skills and unique perspectives on health and safety issues, not just AI proficiency. The ideal candidate will blend traditional HSE expertise with an understanding of emerging technologies.

How can we help?

Collaborating with a specialist HSE recruiter like The Safe Step can help you navigate hiring challenges. With extensive experience and a comprehensive network of workplace Health, Safety, Environment and Wellbeing professionals, our expert consultants have screened countless resumes and are attuned to identifying genuine talent.

We go beyond filtering resumes by digging beneath the surface to interrogate HSE capabilities and validate candidate skills before presenting them to you, saving you time and ensuring you interview qualified, authentic applicants.

To further enhance the hiring process, we offer optional capability and skills testing, not only to remove unconscious bias but also to benchmark HSE capabilities against the wider Australian Health & Safety community. Our bespoke tools and deep industry knowledge help add rigour to your Talent Acquisition process.

Mastering the first 3 months of a new safety job

Fri, 21 Jun 2024 07:06:33 GMT

Starting a new Safety role? The first 3-months are key for passing your probation period, establishing connections and making an impact. This guide provides HSE professionals with a roadmap to start-off strong in the first 3 months of a new job.

Success in a new Safety job

As an experienced health and safety professional in a new job, your first 3 months are full of opportunities and challenges. How you handle this time can make a big difference in how well you do, the changes you can make, and the trust you build in your new workplace. Taking a planned approach to the initial probation period can help you to take ownership of your role, prove your worth and set you up for long-term success.

Day 1 - First impressions count

Get there early to make a good first impression.
Make sure you follow the organisation's dress code. If unknown, play it safe.
Come prepared with conversation starters and questions about your role, team and tasks.
Actively listen and take notes during welcome sessions.

Week 1 - Hit the ground running

Clarify immediate expectations and goals with your manager
Introduce yourself to colleagues and stakeholders.
Review company handbook and policies.
Ask for access to key documentation, processes & systems.
Watch how the team works, communicates and makes decisions.

Month 1 - Get embedded

Schedule meetings with any core stakeholders you haven’t met.
Ask your manager for regular feedback.
Study the company culture, values and ensure goal alignment.
Attend team meetings or events to build working relationships.
Review practices and look for areas to add value.
Be kind to yourself. It’s tough settling into a new role.

Month 2 - Find your rhythm

Gain a deeper knowledge of broader strategic objectives & HSE’s supporting role.
Identify quick wins to demonstrate your capabilities and work ethic.
Seek out valuable resources, tools or partnerships to support HSE initiatives.
Look for ways to increase efficiencies or improve processes.
Identify any skill gaps and create a professional development plan for yourself.

Month 3 - Increase your impact

Look back and acknowledge your progress over the past 3 months.
Update your goals and priorities based on what you now know about the jobs.
Celebrate wins and keep building positive momentum.

Ongoing success

Build deeper connections through knowledge sharing, volunteering for tasks, projects or committees.
Look for stretch opportunities to enhance your skills.
Take on a high-visibility project to increase influence

The first three months can be both energising and overwhelming. It's important to maintain connections with your professional community during this transition. This includes leveraging The Safe Step team as a sounding board. It's also critical to stay plugged into the broader Health & Safety community. Keep connected through broader networking opportunities and resources like signing up for The Safe Step's webinars and e-newsletters .

Good luck!

The first 3 months are about nailing the fundamentals, but your professional progression is an ongoing journey. Develop a growth mindset, embrace intellectual curiosity and build resilience to keep advancing in your career. The world of Health, Safety, Environment and Wellbeing is constantly evolving - so must you.

By taking ownership of your onboarding, you can quickly demonstrate your value to a new organisation and lay the foundations for long-term success in the role.

Download your 3 month checklist

The Diversity Advantage

Tue, 21 May 2024 02:55:46 GMT

A recent insightful AIHS webinar, “Breaking Barriers: Progressing Gender Inclusivity in WHS,” featured a panel of experts who highlighted the compelling business case for prioritising gender diversity across health and safety roles.

The panel included Angela Hucker from EPIC , Erin Flannery from Ventia , Anica Weereratne from The Next Step , and the Safe Step's own, Keilee Armstrong . Through thought-provoking discussions, they explored the importance of creating environments that are truly inclusive of all genders, addressing key challenges still faced by women in traditionally male-dominated WHS fields and how fostering greater gender diversity unlocks benefits like increased innovation, higher profits, and improved safety outcomes for organisations.

Anica Weereratne from The Next Step noted, the benefits of gender diversity go well beyond just being fair and ethical. Businesses with greater diversity produce up to 10% higher profits and drive more innovation. Companies with above-average gender diversity on their management teams outperform others by 25% on profitability (DDI, 2022).

However, the panel acknowledged that women remain significantly underrepresented in WHS across male-dominated industries. Only 14% of workers in construction are women (WGEA, 2022). Angela Hucker from EPIC explained: “The statistics around gender inequality in our industry are really quite shocking. On site, women often lack basic facilities and properly fitting PPE”.

A cultural shift

Driving lasting change requires a top-down cultural commitment, starting with leadership.

Some practical steps for boosting gender diversity in WHS team:

Implement robust gender diversity and inclusion policies
Have transparent targets and accountability measures
Ensure equal pay through wage auditing
Offer flexible work arrangements and family support
Actively develop a pipeline of female WHS talent
Showcase positive female role models

Female mentors from within the Safety profession

As Erin Flannery from Ventia shared, having visible women in leadership roles makes it easier for others to see themselves progressing. Her own team is an impressive 60% female – the result of simply "hiring the right people for the job."

Breaking barriers on site

For those operating in more traditional workplace settings, basic requirements like having proper amenities should be a no-brainer. But there are more subtle barriers too, like archaic attitudes or a lack of mentors and sponsors.

Some ways companies are getting it right are:

Tier 1 construction firms such as Gamuda running women-only training programs to build competencies
Having clear pathways for career progression and development
Women in leadership training programs
Skills-based hiring, with a broad lens on what ‘good’ might look like

Gender diversity must be prioritised from the start of the hiring process. As Keilee Armstrong noted, "Inclusion for all genders needs to start before a new employee joins.". As we've highlighted in a previous blog “Women Working in Workplace Health & Safety” , female health and safety professionals bring unique skills and perspectives that drive innovation and enhance problem-solving within WHS teams, ensuring organisations achieve the best results. Gender diversity introduces different ways of thinking and working together that are essential for avoiding groupthink and understanding a variety of perspectives critical to success in this rewarding profession.

At The Safe Step, we use skills-based hiring to consider a wide range of qualified, diverse candidates. By partnering throughout the recruitment process - from inclusive job posts to fair interviews and hiring - we help build truly diverse, high-performing workplace health and safety teams.

Take the first step

Reaping the benefits of greater gender inclusion doesn't happen overnight – it requires an ongoing commitment from the top. But by taking proactive steps to create a supportive culture, organisations can drive real progress while improving safety performance. It's a winning formula that helps make great things happen in the world of work.

How can we help?

If you're an employer striving to build a top-tier, gender-diverse WHS team, or a professional seeking to advance your career in this critical field, our specialised consultants can help. We'll guide you through proven strategies to attract exceptional female talent and foster an inclusive culture that empowers women in WHS roles.

How Climate Change Impacts Worker Health and Safety

Fri, 17 May 2024 01:22:35 GMT

As our planet's temperature rises, the risks to worker health and safety are rising too. Discover how climate change is creating new workplace hazards and what HSE leaders and executives must do to protect their people and build resilient organisations.

Australia and the world are increasingly feeling the impacts of climate change, from record-breaking heatwaves to devastating bushfires and floods. These escalating environmental threats pose significant challenges for businesses and their ability to thrive in the future. As an HSE professional or business leader, being aware of the risks and planning ahead to safeguard the health and safety of your people is not just a legal obligation, but a moral imperative.

Heat Stress Dangers

Global warming is turning up the heat, quite literally, on many work environments. Outdoor workers in sectors like construction, agriculture, and mining face heightened risks of heat exhaustion, heat stroke, and other heat-related illnesses. But indoor workplaces without adequate cooling aren't immune either.

To beat the heat, HSE leaders must:

Conduct thorough heat stress risk assessments considering temperature, humidity, workload, and PPE
Implement engineering controls like shade structures, fans, and ventilation
Ensure workers stay hydrated and take sufficient rest breaks in cool areas
Train all staff to recognise the signs of heat-related illnesses and administer first aid

Reducing heat stress risks isn't just about worker safety - heat can impair performance and decision-making too, impacting productivity. In fact, 6 out of 10 Australian businesses are already being negatively affected by extreme heat, at an estimated cost of $8.1 billion per year.[^1]

Hazardous Air Quality

Worsening bushfires and dust storms fuelled by climate change are taking a serious toll on air quality. Exposure to particulate matter, ozone, and other pollutants can cause both acute and chronic respiratory issues, from coughing and wheezing to reduced lung function.[^2] Under Australian WHS Regulations, employers have a duty to ensure air quality in the workplace is safe.[^3]

Protecting workers demands a proactive approach:

Install air quality monitors and establish action levels for implementing controls
Ensure adequate ventilation and filtration, especially for indoor work areas
Provide appropriate respiratory PPE and train workers on proper usage
Limit outdoor work and have a plan to relocate workers when air quality deteriorates

Organisations that fail to manage air quality hazards leave themselves open not just to WHS penalties, but also potential workers' compensation claims, absenteeism, and reduced productivity.

Planning for Natural Disasters

The devastating bushfires and floods in recent years are a stark reminder that climate change is supercharging natural disasters. These events not only threaten worker safety but can severely disrupt supply chains. As an HSE leader, you can't stop extreme weather, but you can stop it from harming your people and paralysing your business.

Disaster preparedness is key:

• Develop emergency response plans covering evacuation, shelter-in-place, and crisis communications.

• Regularly review and update plans to reflect evolving risks.

• Conduct drills to stress-test your procedures and ensure staff know their roles.

• Have a business continuity plan to get back up and running post-disaster.

• Identify alternative suppliers and transport routes to minimise supply chain disruption.

The costs of being under-prepared for disaster can be immense. The Black Summer bushfires alone are estimated to have cost Australian businesses over $2 billion in disruption and lost productivity.[^4]

Vector-borne Diseases

A warming climate is expanding the range of disease-carrying pests like mosquitoes and ticks.[^5] For outdoor workers, this means a growing risk of contracting illnesses such as Ross River virus and Lyme disease.

To protect your team:

• Educate workers on the risks and symptoms of vector-borne diseases in your area.

• Provide insect repellent and encourage workers to wear long sleeves and pants.

• Control mosquito breeding sites by removing stagnant water.

• Include vector-borne diseases in your first aid training and equipment.

Mental Health Impacts

The physical risks of climate change are compounded by the mental health toll. Experiencing a natural disaster can lead to anxiety, depression and PTSD.[^6] Even those not directly affected may feel eco-anxiety about the state of the planet.

Supporting mental wellbeing requires:

Fostering a workplace culture that destigmatises mental health issues
Training managers to recognise signs of mental distress and offer support
Providing access to counselling services and Employee Assistance Programs (EAPs)
Communicating openly about climate risks and your organisation's resilience plans

Building Resilient Organisations

Ultimately, becoming a resilient organisation that can withstand climate shocks requires embedding HSE into your business strategy and culture. Some crucial steps:

Establish a cross-functional resilience team to identify risks and opportunities
Engage staff at all levels to spot hazards and suggest safety solutions
Foster a culture of adaptability, innovation, and continuous improvement
Collaborate with industry peers, experts, and regulators to share best practices

As the world of work evolves, specialist HSE recruiters like The Safe Step can be valuable partners on the journey to resilience - from placing expert consultants to conduct climate risk assessments and map out strategies, to finding the right talent to lead your HSE programs. Together, we can create workplaces that are safer, healthier, and fit for the future.

Conclusion:

Climate change isn't just an environmental issue - it's a worker health and safety imperative. By taking decisive action now to assess risks, implement controls, plan for emergencies, and cultivate resilience, HSE leaders and business executives can ensure their people and organisations thrive in a warming world. The work starts today.

References:

[^1]: Steffen, W., Percival, T., and Flannery, T. 2019. 'Compound Costs: How Climate Change is Damaging Australia's Economy'. Climate Council of Australia.

[^2]: Australian Institute of Health and Welfare. 2011. 'Health effects of air pollution'.

[^3]: Safe Work Australia. 2019. 'Workplace exposure standards for airborne contaminants'.

[^4]: Read, D. and Denniss, R. 2020. 'With costs approaching $100 billion, the fires are Australia's costliest natural disaster'. The Conversation.

[^5]: Department of Health. 2021. 'Vector-borne diseases'.

[^6]: Beyond Blue. 'Mental health and natural disasters'.

The Rule of 3: Land that role

Wed, 08 May 2024 03:40:28 GMT

The professional HSE employment market soared post-Covid, with unprecedented demand for health and safety expertise. While that initial surge has leveled off, the need for skilled HSE professionals remains strong.

In today's more normalized job market, HSE candidates may need to sharpen their approach. Craig Mason highlights some simple yet effective strategies he's seen boost job search success, including leveraging 'The Rule of 3'.

The Rule of 3: Land that Role

The term, 'The Rule of 3' has many applications. Everything from goal setting to visual design in areas such as photography and landscaping. In literature and the spoken word, it can refer to a collection of three words, phrases, sentences, lines, paragraphs/stanzas, chapters/sections of writing and even whole books.

The use of the Rule of 3 is powerful as it creates a pattern. Patterns are recommended in structuring various forms of Communications such as in speeches where the basic pattern/plan is;

Tell them what you are to going to talk about;
Tell them; and finally
Tell them what you told them.

So what is the most important aspect of Job Searching? I would argue it is, Communication! Job Searching is of course a combination of both verbal and written Communication. To get the best outcome, both have to be effectively delivered to ensure a recipient, who is usually under pressures of some description, receives the best version possible -- job searching is competitive after all.

How then can The Rule of 3 be applied to improve the Job Search Communication process?

The spoken word

Tell me a bit about your career/ background? This is an example of the most obvious first question in most interviews. How do most people deal with this style of question?

Many people, in my experience, immediately snatch defeat from the jaws of victory by not having a simple plan to break their career into bit size chunks. The narrative is often long, meandering and not related to the specific role they are there to talk about.

A plan using The Rule of 3 can be applied to structure a response;

Foundation (Early Career) -- "my early career gave me foundational experience in X, Y and Z working across a range of HSE roles. (20% of time)
Intermediate (Mid Career) -- "using this foundation, I was fortunate to be promoted and /or recognised to take on HSE leadership roles that also gave me exposure to various C Suites in a number of roles (in Aust/o'seas) as well as opportunities to lead projects in A,B and C. These roles were undertaken with the background of a major merger/ takeover/ cost reduction/ economic uncertainty etc" (30% of time)
Consolidation (Later Career) -- "I have been able to bring together my previous X years' experience in my recent roles and have reported to senior Business leaders whilst leading HSE teams in large complex businesses nationally/internationally. I have on occasions been asked to manage significant Group wide projects and/or other functions such as Risk, Property etc etc. These roles have also provided the significant opportunity to work directly to Boards and their Sub Committees etc etc." (50% of time)

Using the Rule of 3 plan in interviews;

It can be effectively employed no matter if someone has 5, 15 or 30 years experience.
The reader has your cv -- they don't need you to rehash it blow by blow. This is an opportunity to start to highlight experiences against the specific role/ organisation requirements.
If this opening response is planned well, it can be delivered in 5 to 10 mins tops. That in itself will be unique as many take this question as an open invitation to drone on for 20 mins. (talk about snatching defeat from the jaws of victory !)
Additional questions in the interview can be responded to by using the Rule of 3. This has been commonplace for many years in the format of 'Situation, Action, Results'. Even if a question isn't asked in this style, an efficiently delivered response in this format is literally GOLD!

The written word

LinkedIn is a great vehicle to position individuals for the roles you want moving forward before even meeting a prospective client and the Rule of 3 can be very effectively used.

This can be done by highlighting how functional areas that individuals have led or worked within, have contributed to the organisations performance and therefore why someone would feel like they need to talk with you if they don't know you.

The Rule of 3 plan for a solid LinkedIn profile (and/or CV) should be

The organisation context - What does the organisation do, its scale/headcount, strategy, structure and its turnover. This can be done with a personalised approach e.g. "Leading (or part of ) a passionate HSE team that support 2500 colleagues in 58 locations deliver health and safety outcomes that protect lives across Australia. Our strategy is driven by an opportunity to be the best/largest/most ethical provider of HSE services in Australia".
How the function has added value --By demonstrating an understanding of the context, describe how the function has added value and what was that value? e.g. "Delivered a range of commercially focused HSE programs/systems/ projects across a range of job families and client groups effectively and under budget with an internal average rating of 90".
The results -- Outline the contribution to the overall business results using whatever non-commercial-in-confidential data is available. e.g. "By ensuring that the organisation had the right HSE capability, our team contributed to long-term contract extensions in 2 states and securing a new contract in X. These commercial successes will have a material impact on the future revenue of the company".

Using the Rule of 3 plan in LinkedIn profiles and CV's;

Like verbal communications, this can be employed by early career professionals through to C Suite executives;
The hardest profile or cv to write will always be your own -- it's the same for everyone, particularly people who are not natural self-promoters.
The value added and actual outcomes are often a missed opportunity in many people profiles.
LI profiles particularly should be viewed through the lens that this is a marketing document for the roles you want in the future i.e. Executive HSE Leadership roles and "being proud of the organisation that I have been a leader of etc.........." and by definition will then be a passionate and quality member of the HSE team that I work for and with, in the future! (and please, in LI profiles have an appropriately professional headshot!)

The final word

By using a simple plan such as The Rule of 3 in interviews and LI profiles, Job Seekers can stand out and distinguish themselves from their peers in market by communicating more effectively and professionally.

By standing out and taking every advantage possible, the next right career opportunity is bought closer and whilst some time is required up front to prepare, this could save many hours down the track.

How we can help

If you're a HSE professional looking to better communicate your value and land your next role, or an employer needing to build a top-tier HSE team, contact us.

Our consultants can guide you through leveraging the "Rule of 3" approach to craft impactful written profiles and verbal interviews that truly set you apart.

Tunnelling for new talent: A Gamuda success story

Mon, 22 Apr 2024 22:17:23 GMT

Australia's skills shortage is hitting the construction industry hard. A need for more people is driving up costs, delaying projects and making it difficult for employers to find, secure and keep qualified people.

At a NSW safety leaders forum run by The Safe Step, we learned about an innovative approach to bridging gaps, bridging new talent into the construction industry, and setting benchmarks for training and safety. Read on to learn more.

Australia’s skills shortage

In the aftermath of the COVID-19 pandemic, Australia experienced a notable skills shortage. Strong economic conditions, low migration levels and record-low unemployment led to stiff competition in the job market.

In the past five years, demand for HSE professionals surged by 151%, with roles like Safety Coordinators and Safety Advisors witnessing the most notable growth. Employer demand has been strong, but the supply of skilled workers is low. This mismatch has created a shortfall, that has hit many sectors like construction hard. Employers are struggling to fill crucial roles, leading to decreased efficiency, higher costs, and difficulties in delivering major projects. Some employers have resorted to inflated wages, while others have explored innovative approaches to attract new talent to the industry, alongside nurturing and developing their existing workforce.

An innovative solution to skills shortage

The Gamuda and Laing O’Rourke Consortium (GLC) is delivering the Sydney Metro West - Western Tunnelling Package. The project involves nine kilometres of twin metro rail tunnels between Westmead and Sydney Olympic Park, excavation for two new metro stations, a stabling and maintenance facility at Clyde and a precast facility at Eastern Creek.

Gamuda understood that having a strong pipeline of skilled workers would be essential for the project’s success.

In collaboration with the client, Sydney Metro, Gamuda pioneered an innovative solution to attract people to the project and upskill existing

employees to provide specialist TBM tunnelling skills.

A purpose-built Tunnelling and Infrastructure Academy was established in Western Sydney, bringing workers into a safe environment for skills and safety training before entering the live site. Trainees can hone their skills on decommissioned equipment such as a cutter head, conveyor station, control station and ring builder simulator.

“The purpose of this training facility is to invest and train people not only within our company but also people from the broader industry and individuals entering the construction field. Helping to upskill those professionals, to be more acquainted with tunnel boring machines specifically and all the other associated infrastructure training that goes with that,” said Head of Health, Safety & Quality at Gamuda, Ben Kirkbride

The Safe Step’s Stephen Coldicutt inspects the Academy’s cutterhead training room.

Training to enhance skills and standards.

Gamuda’s National Training & Development Manager, Carly Allen, has developed a robust programme for the Academy that encompasses preboarding, upskilling, accreditation, and mentoring – initiatives that are part of Sydney Metro’s Workforce Development Framework. Gamuda has been at the forefront of introducing a wide range of skills and employment initiatives within the Tunnelling and Infrastructure Academy, including pre-employment programs focused on women, STEM school engagement sessions, ‘Skills for Schools’ targeting young high-school females, school-based apprenticeships and traineeships with local schools in Greater Western Sydney, and new Heavy Haulage Programs. Employees are set up for success, not only on the site but in the broader construction industry.

Some courses at the facility have been developed in partnership with the NSW Department of Education or contain modules aligned to the Australian Qualifications Framework (AQF), such as Conduct Tunnel Boring Operations’. These are helping to set sector-wide benchmarks for skills and safety.

“An investment in people is an investment in the future,” said The Safe Step’s Stephen Coldicutt. “Having the right people in place isn't just about filling roles; it's about bringing ideas to life, achieving strategic goals, and executing business plans. Employers who forge strong entry pathways and offer clear development opportunities aren’t just retaining their people but building a foundation for future success.”

The Safe Step’s Stephen Coldicutt inspects the Tunnelling and Infrastructure Academy’s replica TBM Operator Cabin, where tunnelling workers are trained.

Supporting a diverse and inclusive workforce

The Tunnelling and Infrastructure Academy also sets out to enhance diversity and inclusion within the workforce. A custom Yarning Circle artwork and gender diversity initiatives at the facility help to support workers feel welcome and psychologically safe. With funding from the NSW Department of Education, Gamuda has also developed a female-only pre-employment program, designed to attract more women into the profession. The initiative encompasses not only tunnelling and civil technical training, but also wellbeing training, cultural awareness, and a mentoring program via MATES in Construction.

The initiative has attracted a diverse cohort of women from backgrounds like dentistry, hospitality, and mothers returning to work. The initiative's appeal lies in making the industry accessible and inclusive. “Programs like this are helping to change the landscape and profile of the profession,” says Carly Allen. “Seeing how much this means to the women involved, has been particularly rewarding. There’s been lots of laughter and a few happy tears,” she adds.

Once on the job, the women are further supported to succeed via a mentoring and coaching program that fosters connection across multiple sites.

Participants from the female pre-employment program share their experiences with our leader's forum group.

Thinking outside the box

In a market where skilled talent is a precious commodity, thinking outside the box is necessary. Employers must have a clear and compelling offering, sometimes embracing unconventional approaches to attract, nurture, and keep their people.

The Tunnelling and Infrastructure Academy is one such example. The innovative facility and accompanying training program highlight that Gamuda’s success extends beyond the structures it builds. It can also be measured by the way in which it cultivates and nurtures its people.

At The Safe Step, we believe that great things can happen in the world of work when people find their people. Ideas come to life, ventures succeed, and strong cultures are created.

As Australia’s leading recruitment and search consultancy dedicated to the health, safety, wellbeing and environment profession, we partner with businesses to create better ways to build and grow successful teams. Contact our team if you would like support.

The Contractor Cure: Solving Healthcare's Workforce Woes

Thu, 04 Apr 2024 00:33:15 GMT

Healthcare and social assistance organisations are facing a perfect storm of workforce challenges. Skill shortages, soaring demand, and the lingering impact of COVID-19 are stretching teams to their limits.

At the same time, budget constraints and headcount freezes are making it difficult to bring on much-needed full-time staff. This is where engaging Health & Safety contractors can be a lifeline, providing critical support to help organisations stay afloat during turbulent times.

The Benefits of Health, Safety and Environment Contractors

Health and Safety contractors offer a flexible, cost-effective way to boost capability and capacity. In the health and allied sectors, they can provide critical support such as:

Managing demand surges during peak periods
Providing expertise in infection control and patient safety
Implementing and training staff on new EHR systems
Developing wellness programs to support employee resilience
Workforce planning and talent pipelining for hard-to-fill roles
Navigating complex IR issues and enterprise bargaining
Covering parental leave or extended absences
Driving DEI initiatives to foster a positive culture
Leading digital transformation change management projects
Offering fresh perspectives to drive innovation

By engaging contractors on a flexible basis, healthcare and social assistance organisations can access high-calibre support to address their most pressing people challenges, while carefully managing costs and headcount.

Partnering with purpose-driven professionals

Many Health and Safety contractors are attracted to working with healthcare and social assistance organisations because they offer the opportunity to make a meaningful difference. Purpose-driven roles that improve lives and communities are a major drawcard.

At the same time, contractors value the flexibility and variety that interim work provides. They can take on challenging assignments that expand their skills and experience, while maintaining work-life balance. Competitive pay rates are another key benefit.

By offering appealing short-term opportunities, health and allied organisations can tap into a rich pool of Health and Safety talent that may otherwise be inaccessible.

The way forward

Recent data shows that health and social assistance is the 3rd biggest employer of HR professionals in Australia. However, with HR ranking 11th on the government's Skills Priority List, many organisations are struggling to find the specialised expertise they need.

Similarly, demand for Health and Safety professionals is a record-levels and is often hard to recruit and retain, especially when healthcare is often unable to match the budgets, resources and capabilities offered by other employers.

With the healthcare and social assistance workforce projected to grow 25% by 2033, and $140 billion in government investment planned by 2025-26, demand for HR and HSE expertise will only intensify.

Savvy leaders will develop agile talent strategies that blend permanent and interim resources to flexibly meet the sector's evolving people needs. Selective use of expert HR and HSE contractors will be key to keeping organisations' heads above water in the years ahead.

How can we help?

To discuss your workforce challenges and opportunities, contact The Safe Step today.Our team can connect you with highly qualified contractors who combine a passion for purpose with deep sector knowledge - an ideal fit for your organisation.

Job search survival guide

Mon, 01 Apr 2024 00:31:48 GMT

Landing your ideal health and safety role can be a challenging and sometimes disheartening experience. The highs of a great interview and the lows of an unexpected rejection are all part of the journey.

In this article, we'll share practical strategies to help you stay resilient, adapt your approach, and maintain focus on your goals, even in the face of obstacles. By implementing these tips and staying committed to your job search, you'll be well-equipped to handle the challenges that come your way and ultimately land the health and safety role you've been dreaming of.

Tackling job search roadblocks

The reality is, searching for a job isn't always easy. It's natural to feel discouraged when your job search isn't progressing as quickly as you'd like or when you're told you don't have the right qualifications or experience. Remember, these setbacks are common and don't define your value as a professional in the health and safety field.

Self-care matters

Job searching can take a toll on your emotional and mental well-being. Prioritising self-care is essential. Carve out time for activities that bring you joy and help you manage stress, such as staying active, connecting with loved ones, or pursuing hobbies. Maintaining a healthy work-life balance will help you remain focused and energised throughout your search.

Feedback is your friend

If you're consistently told you lack the necessary experience or you're struggling to progress beyond the interview stage, seek feedback and re-evaluate your strategy. Contact recruiters, like The Safe Step team, hiring managers, or trusted mentors for constructive input on your applications and interview performance. Practise your personal pitch with trusted individuals to refine your delivery and pinpoint areas for improvement.

Aligning your targets

Take a step back and assess whether the positions you're pursuing align with your skills, experience, and career aspirations in the health and safety field. If you're consistently applying for roles that are a stretch, consider focusing on opportunities that better match your current qualifications. Alternatively, explore ways to bridge any skill gaps through targeted learning and development.

Repositioning your approach

If your current job search approach isn't yielding results, consider repositioning yourself. Highlight your transferable skills or explore health and safety roles in different industries or sectors.

Contracting can be an effective way to gain exposure to new systems, processes, and WHS regulations. Evaluate whether a short-term assignment could help you build connections in a new business or sector. Increase your visibility by attending industry events, joining WHS professional associations, and engaging with the health and safety community online to expand your network and uncover new opportunities.

Upskilling for success

If a lack of specific skills or experience is hindering your progress, invest in your professional development. Seek out WHS courses, workshops, or certifications that can help you acquire the qualifications employers are looking for. Consider resources like the Australian Institute of Health and Safety, LinkedIn Learning, or courses focusing on communication, influencing skills, leadership development, or technical aspects of the job. This will make you a more competitive candidate and demonstrate your commitment to your career growth in the health and safety field.

Branding yourself effectively

Ensure your LinkedIn profile is up-to-date, compelling, and showcases your skills and achievements in the health and safety field. Consider investing in a professional headshot to make a strong first impression. If you need support, consider working with a career coach specialising in the WHS sector to refine your personal brand and job search strategy.

You're not alone

Remember, you don't have to navigate your job search solo. Reach out to your network, join job search support groups, or work with a career coach specialising in the WHS sector for guidance and support. Surrounding yourself with positive, supportive people can help you stay motivated and focused on your goals.

Persistence pays off

In a competitive job market, persistence is key. Don't let rejections or setbacks deter you from pursuing your professional ambitions in the health and safety field. Continue tailoring your applications, reaching out to your network, and applying for roles that align with your skills and experience. Each application is an opportunity to learn, grow, and refine your approach.

You've got this!

Searching for a health and safety job can be challenging, but every setback presents an opportunity for growth and re-evaluation. Stay focused on your goals, celebrate your strengths, and believe in your ability to find the right health and safety role for you. With persistence and the right strategies, you'll be well on your way to landing your dream job in the WHS sector.

HSE in Healthcare

Wed, 13 Mar 2024 05:16:32 GMT

Download the HSE in Healthcare report

HSE in Healthcare

The healthcare sector is one of Australia’s biggest employers of workplace health, safety and environment (HSE) professionals. In January 2024, nearly a quarter (24%) of all advertised HSE jobs were for roles based within healthcare. HSE job opportunities grew significantly following the outbreak of COVID. This aligned with an increased focus on health and safety in the sector. Talent shortages exerted a significant strain on frontline workers.

In addition, consolidation and corporatisation required better risk management and professional delivery

of HSE services within healthcare.

Capabilities required by HSE professionals

Critical Thinking
Judgement and decision making
Problem solving
Customer Orientation
Communication and Influencing
Analytical Assessment

Health sector Temperature check

* ‘Record investment in the future of Australia’s health system’, Department of Health & Aged Care. Pub. 29 March 2022.

^Australian Bureau of Statistics,

‘A Caring Nation’ media release, October 2022. # Employment projections by industry, May 2023 to May 2033, Jobs and Skills Australia.

On the Horizon

The Health sector will continue to be a growing and dominant employer of HSE professionals. It is also unlikely to experience the traditional peaks and troughs of demand in sectors such as Construction and Resources and so it is an attractive long-term, stable sector for HSE professionals. Health also provides HSE professionals with a philosophical alignment with a sector that has a clear purpose that is congruent with their professional mission.

Notwithstanding this, the sector does have challenges in regard to matching the HSE resources, budgets and overall capabilities demonstrated in other sectors, and it will continue to be a challenge-rich environment. As health systems mature and digital transformation becomes common place, HSE professionals in the Health sector will need to upskill effectively to manage an evolving technology environment whilst still maintainingthe appropriate human interface.

Common workplace hazards

Manual Handling
Biological & chemical hazards
Stress and fatigue
Bullying and harassment
Slips, trips & falls
Workplace violence

Health and Safety trends in 2024

Tue, 30 Jan 2024 21:37:40 GMT

What will the year ahead look like for the Health, Safety & Environment (HSE) profession in Australia? We break out the crystal ball and offer some observations and predictions for 2024.

Read on to understand some of the drivers of the HSE talent market and broad trends that will influence levels of demand in 2024.

Health & Safety jobs remain resilient

Whilst there is some softening in Australia’s general employment market, Health, Safety and Environment (HSE) career prospects will remain particularly resilient.

Off the back of record-high demand in 2023, the HSE job market has already entered 2024 with strong momentum.

Typically recruitment is quiet in January, but not so this year. Employers have begun their hiring processes much earlier than usual, with notably high demand at the senior levels of the HSE profession.

Whilst not completely immune to economic turbulence, signs point to an optimistic outlook for those looking to advance their career in 2024.

‘Use-by dates’ create leadership churn

During the COVID period, the pace of churn at the senior/leader level of the HSE profession was put on pause. As a result, the average tenure of leaders has increased. Many have now reached, or exceeded, their own ‘use-by date’.

Self-reflection is normal at the start of the calendar year, but this is particularly amplified this year. It’s clear, that for many senior HSE professionals that 2024 will be a year to be refreshed by taking on different challenges in a new environment.

The increase in leadership turnover will inevitably have a cascade effect, impacting HSE functions at every level. Shifts in 2024 may introduce new perspectives and strategies in how HSE services are delivered. It could also result from, or lead to, a formal directive for organisational change, reflecting a broader transformation in the company's approach to health, safety, wellbeing and environment.

We go back to basics

Hand-in-hand with leadership changes, there has been a noticeable trend of organisations adopting a ‘Back to Basics’ agenda. What’s driving this? Potentially a sense that a reset is needed.

HSE leaders have been tasked with complicated agendas over recent years such as managing psychosocial risk in the workplace , and developing Environmental, Social and Governance (ESG) metrics which are increasingly linked to performance, not just compliance.

The responsibility to target, manage, measure and report about psychosocial risk and sustainability performance to stakeholders - including company boards, external organisations, as well as current and potential employees - has been challenging.

Has this shift led to a loss of focus on core fundamentals? Not really. However, there is a sense in some organisations that they need to re-focus on core services.

Legislation & reputation a focus

Legislative changes continue to wash through Australia’s business landscape, necessitating focus from HSE professionals.

A perfect example is the National Heavy Regulators Chain of Responsibility (CoR), a key part of the Heavy Vehicle National Law (HVNL), which stipulates: “Everyone who works with heavy vehicles - from the business that employs a driver or owns a vehicle, to the business that sends or receives goods, is accountable for the safety of the heavy vehicle, its driver, and its load throughout the journey.” The laws broader definition of responsibility extends to corporate entities, directors, partners and managers, who are all accountable for the actions of people under their control.

In addition, discussions around psychosocial safety, respect at work, crystalline silica dust safety will also continue to loom large.

New legislation, combined with a raft of other risks and evolving community expectations, mean that stakeholders and most notably Boards, will be intensely focused on potential reputation damage in 2024.

The E agenda grows

According to The Safe Step’s latest HSE Job Opportunities Index , demand for Environment specialist expertise rose 34.6% in the 2-years to October 2023.

Clearly there is an increase in the ‘E’ element of HSE. Having said that, the challenge for 2024 will be meeting increased demand with Talent Supply.

We have found that many Environment roles are particularly technical, but also require a range of expertise across a broad range of areas. Sourcing broad generalists in the Environmental space is especially challenging and without some programs to develop skills and expertise, demand will be high on an ongoing basis.

AI creates upheaval & opportunity

Under headings like “Is AI coming for your job?”, the media is rife with stories and speculation on the impacts of artificial intelligence in the year ahead. It has significant disruptive potential for many high-skilled jobs as well as clear benefits in productivity and salaries for some occupations.

The International Monetary Fund’s CEO Kristalina Georgieva noted that “in advanced economies, about 60 per cent of jobs may be impacted by AI” but that 50% of these would benefit from enhanced productivity. The UK Financial Times ran a survey of global companies and indicated that admin heavy sectors such as Banking and Insurance will of course be at the forefront of AI-related changes. Media, logistics and other sectors were also mentioned as sectors likely to be impacted.

So, what is the likely impact/benefit for HSE roles? Time will tell but already AI is being used to analyse large chunks of historical data related to such things as incidents, accidents, and near misses to identify patterns and categorise safety risks allowing for proactive measures to be introduced.

Where there will be friction is the overuse of workplace monitoring. Artificial intelligence pundits say that AI can monitor the work environment and detect hazardous situations in real-time and identify unsafe employee behaviour. This might be tricky to navigate in relation to camera systems with image recognition capabilities being used to ‘spy’ on team members. Personal data collected by wearable devices also has the potential to be contentious. Ethics and responsible safety innovation will be important to consider in 2024.

HSE leaders and professionals will be confronted with a range of challenges balancing workplace rights and privacy with apparent technology benefits using AI.

In summary

Across the board, HSE functions are primed for some timely changes. Between leadership churn, legislation changes, the increased impact of AI and technology, the continued rise of environment concerns and roles with a large E component among a range of other agenda’s, there seems to be plenty of changes afoot in 2024 in HSE.

Please reach out to anyone in the team at The Safe Step or for a further discussion, please contact us on: info@thesafestep.com.au

How can we help?

2024 will no doubt be an interesting year for workplace health and safety functions. Expected changes are likely to affect capability and employment requirements.

If you are looking to hire a workplace health and safety professional or are searching for a new HSE role please reach out to Craig, your Safe Step consultant or contact us to speak to a team member in your region for a further discussion.

Craig Mason is the Founder of The Safe Step. Craig is one of Australia's most experienced recruitment consultants and talent resourcers.

Julie Honore- Advisory Board Appointment

Sun, 03 Dec 2023 22:25:02 GMT

The Safe Step welcomes Julie Honore to our Advisory Board

We are thrilled to announce the appointment of Julie Honore to our advisory board.

Julie is highly experienced in working with boards and executives and is known for her strategic insights, passion for business excellence and lateral thinking. She brings deep domain expertise from a range of professional services, management consulting and business advisory roles. Following a successful consulting career, she founded, grew and divested three specialist search firms before working in the board space.

"We are excited to be partnering with Julie” said The Safe Step’s CEO Aaron Neilson. “Her integrity, fresh thinking, and commitment to excellence further strengthens our leadership team. We look forward to leveraging Julie's invaluable experience and insights, as we continue to grow the business and make great things happen in the world of work.”

In addition to her highly relevant experience within the Human Resources and Health and Safety professions, Julie has more recently been involved in various board positions and coaching roles, reflecting her commitment to making a meaningful impact at executive and board levels. She will act in an advisory capacity for both The Safe Step and our sibling brand, Human Resources search specialists, The Next Step (both owned by The Next Group ). Her appointment to The Next Group's advisory board is a testament to her confidence in the future and standing of the Group.

Julie said she is looking forward to contributing to the strategic initiatives and success of The Safe Step and The Next Step. "I am energised and committed to the opportunity to contribute to the future direction of a dynamic organisation that has a 20 plus year history of offering highly respected professional services. “What can be more rewarding than working with a business that helps people find their people," she said.

Time to boost your skills or get left behind

Wed, 29 Nov 2023 23:50:14 GMT

Time to boost your skills or get left behind.

The increasing use of artificial intelligence (AI) is now beginning to change the roles and skills needed in health, safety, and environment (HSE) professions. Jobs like HSE Coordinators and Advisors, which involve a lot of administrative tasks, are likely to be affected. While AI may disrupt some jobs, it also opens up new opportunities for those ready to adapt.

This is an exciting time for HSE professionals. The future requires flexibility and an open mind, as changes are happening fast. Along with technical skills, being imaginative and open to new ideas is crucial for reimagining HSE roles into the future. To stay ahead, safety professionals must embrace continuous learning, especially in technology. Tech literacy is now essential, and HSE professionals should actively seek opportunities to improve their understanding of emerging technologies. By doing so, they can not only progress in their careers but also contribute to creating workplaces that are safer than ever before.

This was quite apparent while I was at the Women in Safety Awards in Sydney hosted by Alanna Ball this week. This was a great event to celebrate and acknowledge all the amazing women who have chosen HSE as a career. I enjoyed all of the Power Panel conversations, but was particularly struck by some comments around some women being in more administrative-based roles and being concerned about being replaced by the rise of AI

At the awards my thoughts went straight to how the past could inform our future. In one of my favourite films, the iconic movie "Hidden Figures," Dorothy Vaughan's journey symbolises the spirit of adaptation and resilience. When confronted with the introduction of FORTRAN, a new programming language, she seized the opportunity to learn and master it. Similarly, HSE professionals can draw parallels in their quest to understand and integrate AI into their domain. Just as Dorothy Vaughan embraced the challenges of programming languages in the 1960s, HSE candidates today can find inspiration in upskilling to navigate the evolving demands of their profession.

The application of AI in HSE introduces a wealth of possibilities. Advanced analytics, predictive modelling, and automation can significantly enhance safety protocols, risk assessments, and emergency response strategies. However, to harness these benefits, HSE candidates must invest in upskilling their experience and skills.

Here are a few compelling reasons why HSE professionals should embrace AI through upskilling:

Enhancing Safety
AI technologies can analyse vast datasets to identify patterns and potential risks more efficiently than traditional methods. By upskilling in AI, HSE professionals can leverage these capabilities to enhance safety protocols, identify potential hazards, and implement preventive measures proactively.

Predictive Analytics
One of AI's strengths lies in predictive analytics. HSE candidates armed with AI skills can utilise data to predict potential safety issues, therefore allowing for the implementation of preventive measures. This proactive approach not only improves workplace safety but also demonstrates the commitment to continuous improvement.

Automation
Automation powered by AI can streamline routine tasks, allowing HSE professionals to focus on more complex and strategic aspects of their roles. By upskilling to understand and implement automation tools, professionals can increase overall efficiency and effectiveness in managing health and safety in the workplace.

Remaining Relevant in a Changing Landscape
The professional landscape is evolving, and staying relevant is crucial. Embracing AI is not just about adapting to technology; it's about future-proofing your career. Upskilling in AI will allow HSE professionals to be leaders in their field, capable of navigating the evolving challenges of the modern workplace.

As we reflect on Dorothy Vaughan's journey in "Hidden Figures," let it serve as a reminder that embracing change and upskilling is not just a necessity but an opportunity for growth. The field of HSE is on the brink of transformation, and those who seize the chance to learn and adapt will play a pivotal role in shaping the future of workplace safety.

As AI continues to redefine industries, HSE professionals have the chance to be the pioneers of change. By upskilling in AI, they can unlock new possibilities, improve safety measures, and position themselves as invaluable contributors to the evolving landscape of work health safety. Just as Dorothy Vaughan's curiosity and determination opened doors in the 1960s, the journey of upskilling for HSE professionals today holds the promise of a safer and more innovative future.

As a HSE specialist recruiter I am a great sounding board to listen to what you might be thinking in terms of embracing change. This may be identifying skill gaps, mapping out a plan for your career, or simply looking for your next role. If you want to discuss further please reach out and connect with me , or anyone at The Safe Step, as we would be happy to discuss.

Creating a safe space for your HSE team

lcraddock@thenextgroup.com.au (Laura Craddock) — Thu, 09 Nov 2023 05:00:32 GMT

Crafting a safe space for your HSE team

As a HSE manager your daily mission centres on the health, safety and wellbeing of your organisation. However, just like the plumber with leaky pipes, it’s not uncommon to unintentionally overlook risks that exist closer to home.

Creating a psychologically safe space for HSE teams doesn’t just happen by chance. It requires managers and leaders to step up, allocate time and apply their expertise. In doing so, you can foster a team environment where individuals feel comfortable speaking up, making mistakes and being themselves at work. This not only cultivates a productive and thriving atmosphere, it sets a powerful example for the rest of the organisation. With your team functioning harmoniously, they are in the best possible position to help everybody else.

In this article, we explore strategies and insights shared by behavioural consultant Alastair Milne at a recent The Safe Step forum, designed to support health and safety professionals create psychologically safe HSE teams.

Psychological safety

Psychological safety is the bedrock of open and effective communication within any team. It's the assurance that individuals won't be punished or humiliated for speaking up, asking questions, or admitting mistakes.

Open communication thrives in a psychologically safe environment. Individuals feel comfortable sharing their thoughts, concerns, and innovative ideas, knowing that their contributions will be valued and considered. This sense of safety nurtures trust, encourages collaboration, and ultimately leads to thriving workplaces.

9 ways HSE leaders can create a psychologically safe team environment:

1. Show vulnerability

As a leader, your actions and words set the tone. Be open, vulnerable, and demonstrate that it's okay to make mistakes. When team members see you acknowledging your own fallibility, they'll feel safer to do the same.

Behavioural consultant Alastair Milne says there is great value in the team hearing you say “I don’t know,” or “I’ll need help with this.” and “How will we achieve this together?” Being comfortable with uncertainty creates room for other people to grow or express doubt. Involving the team in finding a solution creates autonomy.

2. Ask powerful questions

Great leaders are expert at prompting open dialogue. Rather than expressing your own perspective, try to facilitate discussion and ask empowering, open-ended questions. It’s worth having a set of ‘go to’ questions in your leadership tool box. Those who wanting to brush up on their questioning skills should read books [does Alastair have any suggested titles?] and study professional podcasters and interviewers.

Recognise and appreciate team members for bringing questions or ideas to the table. Expressing gratitude and acknowledging their input creates a positive and inclusive atmosphere.

Milne also recommends creating structures or formats for communication that give everyone a voice. You can change the meeting setup, such as going around the table one week and using alphabetical order the next, ensuring that everyone has an opportunity to be heard. Be aware, however, that over-consultation can sometimes create unnecessary complexity. Keep conversations productive. There’s a time for listening and a time for directive leadership.

People have different comfort levels when it comes to sharing their thoughts and feelings. Some may prefer to write it down, while others might benefit from tools like Mentimeter. Providing options empowers your team to share in a way that suits them best.

3. Lead by listening

Make sure your team knows that their opinions and ideas are valued. Create regular opportunities for discussion, brainstorming, and feedback. Listen actively and avoid interrupting team members when they are sharing their thoughts.

As a behavioural consultant, Milne appreciates the value of body language. Open arms, relaxed posture and appropriate eye contact can signal that what you are hearing really matters. “Even a little nod of the head can be helpful,” he says.

Keep an open mind and be attentive to what people are thinking or learning. Responding productively means not passing judgment or pressing people to justify their feelings.

The team may also feel more comfortable if you connect with them on a human scale. “Break that poker face façade. Get to know who your people really are and how they're feeling,” Milne suggests.

4. Destigmatise mistakes

While it might sound counter-intuitive, Milne is a firm believer in celebrating what he calls ‘intelligent failure’ which refers to mistakes that result in useful learning. By emphasising the growth opportunity, you allow your team to move forward more wisely. “Failure is something we’re naturally scared of, but it’s important to destigmatise and learn from it,” he says.

Being non-judgmental is important for psychological safety. When team members haven't taken certain actions, it's essential to explore the reasons behind it without shaming them. "Shame" and "visible disappointment" can hinder open communication, so it's crucial to provide support and understanding instead.

5. Address uncertainty

Uncertainty is a constant companion in the world of work. Recognise this and reassure your team by acknowledging the uncertainties they face. It can be helpful to say things like “This project might get complicated, but that’s OK.”

Openly discussing uncertainties creates an atmosphere where team members feel safe expressing their own concerns.

Convey humility by admitting that you don't have all the answers. This encourages team members to share their perspectives but also establishes a culture of shared learning.

6. Set clear boundaries

It's important to set clear rules for how everyone should behave in your team and make sure these rules are well-known. Co-design these where appropriate.

If someone doesn't follow the rules, it's essential to address the issue in a clear and constructive way. This approach helps everyone understand what's expected in terms of their behaviour and keeps the environment safe for sharing ideas and concerns.

It's like having a road map for how you should work together, making sure everyone is on the same page and can work effectively and respectfully.

7. Celebrate effort & success

Acknowledge and appreciate team members' hard work and contributions, regardless of the outcome. Celebrate not just the wins but also the effort put into achieving them.

Do, however, be careful what you praise. “We often praise people for going above and beyond, waiting weekends, working long hours... What does that say to everybody else in the team?” asks Milne, warning that heavy workloads and unrealistic goals can have unintended consequences for some people.

8. Articulate impact

Explain the significance of your team's work and how it contributes to the organisation. This not only motivates your team but also reinforces the value of their contributions.

When they understand the real impact of what they do, it motivates them and helps them see the value they bring. They play a vital role in making sure everyone goes home just as they arrived, or even better. This sense of purpose boosts their commitment to the job.

9. Continuous Improvement

Regularly gather feedback from your team about the work environment and your leadership. Use this feedback to make improvements and demonstrate that you value their input.

Ask “What is one thing I can do, or stopping doing, to improve your experience of work?”

Remember, as a leader, it's not about you; it's about them. Your goal is to make things better for your team and use their suggestions to improve how things are done.

How we can help

If you would like support building your own HSE leadership capabilities, or want support building your team please talk to one of The Safe Step team. We collaborate with senior consultants who can assist with leadership mentoring and training.

After all, creating a safe space for your HSE team empowers them to excel in their mission of keeping people safe and well, and protecting lives.

Or, if you find yourself working in an organisation that’s not creating right environment for you, our team can assist you in taking the next step, with an emphasis on achieving a great cultural fit.

Personal brand: crafting HSE career success

lcraddock@thenextgroup.com.au (Laura Craddock) — Wed, 25 Oct 2023 11:22:06 GMT

Personal brand: Crafting HSE career success

Having a strong personal brand is important for a successful HSE career. It’s the key to standing out. building credibility and making a lasting impression. As entrepreneur and best-selling author Chris Ducker put it, "Your personal brand is what people say about you when you are not in the room."

In this article, we capture insights shared at a recent panel discussion hosted by The Safe Step and featuring experts from diverse professional backgrounds such as The Iconic, Taronga Zoo, a2 Milk and Boral. We help you explore the critical elements of crafting a personal brand and better understand how it relates to achieving success in your Human Resources or Health and Safety career.

Take a planned approach

Your personal brand is closely tied to the narrative you create for yourself. It's vital to maintain a positive self-image and the right mindset throughout your career. Curate your brand from day 1. Colleagues, managers and others in the industry will be watching with interest.

The power of self-awareness and continuous improvement cannot be underestimated. If you don’t spend time shaping the right narrative for yourself, others might step in and shape it for you. Don’t leave your career up to fate. Think about where you what to end up, and map out key steps, experience or milestones that might help you get there.

Be comfortable being ‘you’

Identify what motivates you in order to move forward in your career. Passion will fuel dedication and enthusiasm, becoming integral to your personal brand.

Reflect on your ‘uniqueness’. Recognise what makes you special. Don't underestimate your natural talents, or what you can achieve.”

Boral’s Executive GM People & Culture, Sam Toppenberg believes authenticity is the key. “Be yourself, don’t try to be anyone else. Work out what you’re really good at and focus on those things,” she said at a recent career development event held by The Safe Step.

A2 Milk’s Chief People and Culture Officer, Amanda Hart, supports the notion of staying true to yourself at work, but also highlights the importance of tailoring a message to your audience. “Work on your mental agility and ability to flex. Know when and how to deliver a message,” she says.

Seek and embrace feedback

Seek and embrace input from others, even when it's not entirely positive, and use this as an opportunity for self-reflection and growth.

Being kind to yourself is also key. “We all make mistakes, it’s what you learn from them that matters”, says Taronga Zoo’s Stuart Marshall, Divisional Director, People, Culture & Safety. He recommends stepping back from the initial sting a criticism can create, look for truth in what’s been said and step into action.

The Iconic’s Chief of People and Culture Vesna Garnett agrees that while nobody enjoys receiving criticism, setbacks and challenges tend to make you stronger in the long-term. “Battle scars teach you valuable lessons,” she said.

Be present

Enhancing your personal brand often involves being physically present at the office. It's essential to make yourself visible and heard so that you leave a lasting impression. Being present in the office allows you to interact with colleagues, learn from your peers, glean important information and demonstrate your skills effectively.

Simple things like speaking up in meetings, greeting people in the lift, connecting with senior staff in the hallway, and spending time with colleagues from various departments can boost your visibility in your workplace.

Embrace being uncomfortable

Exploring diverse roles, industries, and challenges can broaden your network and enhance your personal brand. Each experience builds confidence, commercial acumen, and resilience.

Of particular value, are HSE roles that help you develop your commerciality and inform you about how the business ticks. Financial literacy and operational knowledge will put you in good stead to navigate and partner with the business, thereby increasing your influence and trust.

Of course, success doesn't have a one-size-fits-all approach. While some may thrive in a non-linear career, a traditional trajectory can also pay dividends if you take a planned approach.

Seek to gain exposure within your current organisation by taking on new projects and engaging with senior management (even if it’s just in the lift to begin with!). Embrace the uncomfortable and put your hand up for new challenges.

Put yourself on the map

Demonstrating resilience, adaptability, and a positive attitude often sets you apart and can lead to promotions.

To really elevate your personal brand, Amanda Hart recommends thinking about how you can raise yourself up and become the first amongst equals. “Think about what you can do to be more visible within the team or broader organisation. Be proactive, instigate something new and leave a legacy.” she suggests.

Hart recommends raising your profile by leading something and really owning it. Don’t just follow traditional work cycles or wait to be given an opportunity. Seek ways to make improvements (even if they are only small) and take action. Even simple steps like setting up a new process, nominating to lead a new initiative or project group, or finding ways to bring people together can help you make your mark.

Take a planned approach

Don't wait for opportunities to come your way. Consider work environments where you thrive, what sort of organisation you’d like to end up in and aspirational roles for the future. Map out a clear plan for your career with clear steps, and don't be afraid to adjust it when necessary.

When looking for, or accepting, a new role, make deliberate choices. Don't just chase money and titles. While they might be nice in the short-term, they are less likely to provide long-term satisfaction. Think about what truly motivates you and what you need to be fulfilled.

Don’t forget that the more money you’re making, the more responsibility and worry you have to take on. And remember that compensation isn't just about salary. Evaluate whether a company's culture aligns with your values and supports your growth and career goals.

Remain curious

Being curious and constantly building your sphere of influence is likely to pay dividend in the long-run of your career. “Read deeply and widely. Build your networks. Put yourself out there. Give to others and you’re going to get back two-fold.,” says Marshall.

Expanding your knowledge and skills keeps you current and competitive. Stay up-to-date by exploring resources like podcasts, LinkedIn Learning, and professional development courses.

Attend events and networking opportunities to connect with potential mentors, sponsors and peers. Offering assistance to others fosters goodwill and opens doors.

Sell yourself effectively

Specialist HSE recruitment consultant, Matthew Thomas believes your personal brand goes way beyond how you show up for an interview or applying for that internal promotion at work. We are forming our personal brand everyday, often without realising it.

“So many factors can contribute to this from how you are communicating with colleagues and networks, to whether you are willing to push yourself outside of your comfort zone to support on different projects”. Thomas says “You need to be thinking about what is going to shape you into the professional you want to be”.

How we can help

Remember, your personal brand is a dynamic asset that can have a deep impact on your career success. It is something you need to think about, curate deliberately and consider - and that can be empowering. But achieving something great is rarely done alone. To really make your mark, you need others by your side.

Forming a relationship with an experienced HSE recruitment consultant is a great way to stay in the know and take a planned approach to your career. With industry insights, salary advice and knowledge of what’s happening in the broader profession, we’re well-placed to keep you connected and informed.

To practice your personal brand pitch, or discuss your short or long term career goals, please feel free to reach out to one of our friendly consultants at The Safe Step.

Enhancing Workplace Safety with AI

Thu, 21 Sep 2023 03:34:51 GMT

Enhancing Workplace Safety with AI

Picture this: you have a birds-eye view of every single risk, incident and control within your organisation; you can peer into hidden corners and identify unseen hazards; you can predict possible scenarios and simulate new ways to safeguard people’s wellbeing… all from your desktop. This capability is mind-blowing, but it’s not a distant dream. It is, in fact, the reality unfolding before our eyes.

Artificial Intelligence (AI) is revolutionising our approach to safety, unleashing exciting (and sometimes alarming) opportunities. Innovative safety leaders are already analysing vast amounts of workplace data to uncover hidden incident patterns, predict risks, test controls and provide new insights to protect their people’s wellbeing. Read on to learn more about enhancing workplace safety with AI.

Aggregating diverse data

While traditional safety metrics continue to provide crucial insights into workplace health and safety, Artificial Intelligence raises the bar. The sheer variety and amount of the information that can be processed by AI is a game-changer.

Speaking at a recent HSE leaders forum hosted by The Safe Step, Downer Group’s General Manager of Zero Harm Risk, Mathew Hancock explained that AI has helped him to develop complex dashboards drawing upon hundreds of thousands of different data points, from all around the business. This detailed overview of Downers’ people and operations is beginning to drive deeper insight and learning in managing health and safety within a highly diverse organisation where a commitment to Zero Harm is a core principle. “Giving people visibility is the first step. If you can’t see it, you can’t fix it,” explains Hancock.

AI-driven HSE management systems may in future aid data-driven decision making by being able to overlay complex information received from incident reports, legislation, wearable devices , Internet of Things (IoT) sensors, weather patterns, facilities and asset management systems, HR systems and employee feedback. The intersection of all this information gives safety professionals a broad view of the business and sheds light on unseen trends, or root causes of accidents.

At Downer, Mathew Hancock uses machine learning to match control function structures with risk type taxonomies. “For ‘people at heights’ incidents, we can see what type of actions are implemented after these incidents. In this way, we’ve been able to improve education and refine the actions we take both before and after an event,” he says.

Furthermore, if monitoring occurs in real time, AI tools may be able to quickly detect anomalies, unsafe conditions, or deviations from safety protocols, allowing for immediate intervention.

Insights derived from unstructured information

AI allows you to uncover gems of information hidden not only within numerical data, but also within verbal, visual and written documentation too.

Artificial Intelligence applications are becoming much more effective a processing vast datasets of complex, unstructured content. As a result, resources such as CCTV footage, written incident reports, safety observations , or near-miss records may become much more valuable for safety professionals.

It’s currently difficult to analyse human language at scale because it’s complicated by context, dialect, levels of education, slang and cultural expressions. One challenge is to establish AI models that can disambiguate complex language to improve the identification of specific concepts to unlock insight embedded in narrative descriptions. Generative AI and advanced natural language processing techniques are beginning to be able to do this with a decent degree of reliability.

To make sense of natural language insights, it is important to overlay knowledge structures. WHS professionals are exploring the creation of new ways to categorise and organise incidents by developing taxonomies and hierarchical structures.

While Mathew Hancock concedes that there’s a long way to go, he believes Downer is making good progress. “Things aren’t mapped out perfectly yet, but we can now review hundreds of thousands of incidents by seasonal effects, time of month and day and risk taxonomy,” he says. The next steps are applying reasoning, but Hancock estimates this functionality is still some years away.

Simplifying safety

Natural language interactions are still a long way from being perfect, future AI tools may have advanced natural language processing capabilities, enabling seamless and intuitive interactions with health and safety professionals.

Those aiming to simplify safety should in time be able to strip-out bureaucracy - rather than dealing with lengthy manuals and checklists safety professionals can ask questions, receive real-time guidance, and access relevant information to make informed decisions swiftly.

Of course, the accuracy of this information is very much reliant on the quality of information the system is using. Mathew Hancock believes safety leaders need to prepare for more advanced AI by bringing structure and order to their systems and data using currently available technology. “Think about the foundational future advanced AI platforms will require. What do you need to set up now, so that you’ll have the right data and knowledge structures to draw upon in the future?” he suggests.

Once appropriate structures and models are put in place, AI systems should be able to be developed that can prompt and guide employees in generating more accurate and detailed safety reports – reducing the burden of data quality assurance and fostering a culture of continuous improvement.

Producing and revising content

Generative AI has various uses, notably re-writing, summarising, extracting details and generating example content. Generative AI applications that re-write content or extract details can be developed to deliver quite robust and consistent results.

More open-ended questions can be helpful, but are more likely to get things wrong - for example, you could ask ChatGPT to ‘write a paragraph about fall arrest system requirements in the style of a corporate report’, or request it to ‘summarise this policy in 100 words or less’, and it might work, but you will most certainly have to check your homework before submitting it as a number of highly publicised cases have shown (e.g. the lawyer who was caught using ChatGPT to prepare his case without fact checking what it said ).

Downer Group has used AI to reduce time-consuming and technical tasks such as reviewing regulations, classifying actions and allocating relevant tasks. “We have used natural language technology to analyse documentation and procedures, aggregate and classify narrative data (e.g. incident reports), have applied Generative AI to produce content for our risk and control libraries and maps of concepts relating to our critical risks” Mathew Hancock says.

Be a cautious and responsible user of AI

Artificial Intelligence unleashes exciting possibilities, but Hancock recommends using caution when adopting Generative AI.

“ Procedures written by ChatGPT can sound convincing, but the detail within might be completely wrong – especially when it comes to regulatory requirements at this point in time,” warns Mathew Hancock. “We also have to be careful about cyber security, privacy and data sovereignty rules / contractual terms,” he adds.

Many WHS professionals are being warned to consider privacy and ethical concerns and to take a responsible approach to safety innovation . Data sovereignty and security are paramount, especially with tools available on the open market and AI platforms where data is processed overseas. Be aware of and mitigate the risks.

Always cross-verify information with subject matter and legal experts, especially when it relates to complex issues or high-risk situations. You are the expert and must review and revise all information. Artificial Intelligence won’t replace human relationships, corporate knowledge, reasoning and years of expertise and training. Rather, it’s a tool to be used with care.

Hancock cautions against getting swept up in the hype. There are claims about what large language models / generative AI can do that may not turn out to be true – reasoning being a key example. “Large language models might look like they are reasoning, but they are actually fabricating language that looks like reasoning – this is a very important distinction. The models stack words together based on some pretty crazy statistical analysis at massive scales. Give it a lot of examples of what language expressing reasoning looks like, and it will be able to produce language that look like it is reasoning – but it doesn’t mean the models can reason reliably, at scale and under complexity. We need to learn what generative AI can be relied upon to do, and what it can’t.”

Getting started with custom AI solutions

Identify pain points. Think about specific areas where AI can be beneficial, such as automating tasks and analysing data to improve workplace safety. Gather relevant data and ensure its quality and accessibility for effective AI implementation.

Play and experiment. Familiarise yourself with AI techniques and tools, such as machine learning algorithms and natural language processing, to determine which ones align with your objectives. Collaboration with HSE professionals and IT experts is crucial to gather domain expertise and ensure a comprehensive approach.

Finance will also be critical – do you have the mandate to invest in this area? If not, how can you influence the business? With commercial applications of AI in their infancy, partnering with a university or a software provider might be another avenue for funding innovations.

Begin with small-scale projects, creating prototypes or proof-of-concepts to showcase AI's potential in addressing identified challenges. Continuously iterate and refine your approach, incorporating feedback and insights gained, to progressively build a custom HSE management system that leverages the benefits of AI technology.

Stay current. This is a rapidly evolving field. Things you can’t do now, may soon be possible (and more affordable).

“Don’t put your head in the sand. Understand where the future of your business, and the HSE profession, is going. It might be scary, and a bit overwhelming, but it’s very exciting too,” said The Safe Step’s Associate Director Stephen Colidcutt.

How we can help

WHS teams are only beginning to imagine the possibilities created by Artificial Intelligence (AI). Many will lack the required technical expertise needed to lead the way in this space.

Those with the necessary technical understanding are in strong demand and can be difficult to find and attract to your organisation.

Working with a specialist HSE recruiter will help you to identify and attract the right talent to your organisation. We also work with senior consultants who specialise in the technology space who can run projects and develop the capabilities of your HSE team.

With the right people by your side, you will have the ability to harness AI's power to process and organise complex data, organisations can uncover hidden insights, implement targeted interventions, and drive continuous improvement in their workplace safety practices.

Improving psychosocial safety at work: a guide for HSE professionals

lcraddock@thenextgroup.com.au (Laura Craddock) — Wed, 20 Sep 2023 04:50:20 GMT

Creating psychologically healthy and safe workplaces has become a burning imperative. With changes to regulations and codes of practice, employers now have a stronger obligation to manage hazards and prevent harms associated with bullying, work overload, burnout and a broad range of other risks.

In this blog we review the regulatory landscape and explore what’s working (and what’s not) and explore effective ways for HSE professionals to work on improving psychosocial safety at work .

Read on to learn how you can avoid litigation and harm, while at the same time contributing to positive wellbeing in the workplace.

Improving psychosocial safety at work – why is this important?

As the prominence of psychosocial safety has increased, it’s clear that HSE professionals (and their HR and Operations counterparts) are keen to make a positive difference to people’s lived experience of work.

At an enterprise level, organisations are also seeking to comply with health and safety regulations, avoid litigation, attract and retains top talent and creating a culture of care and empowerment amongst their workforce.

C-suite and boards are currently conscious of:

The rising costs connected with work-related mental health conditions.
Changes to codes and regulations relating to psychosocial hazards.
A newly enshrined positive duty of care around prevention of sexual harassment.
Recent litigation relating to reasonable hours of work.
Recent prosecutions of companies and their directors, around workplace bullying and sexual harassment at work in VIC.
A tightening of the types of claims which can be compensated under the workers comp regime in some jurisdictions.
Winning the war for talent.
Reputational risk.
Social expectations evolving, with some ‘normalised’ work behaviours are coming under new scrutiny.
A lack of clarity and expertise in this space.

Mental health: a burning imperative for employers

In a recent webinar hosted by The Safe Step, psychologist David Burroughs was quick to point out that the idea of managing psychosocial risk isn’t new, but that recent changes require a much sharper focus from organisations.

“Employers have always had a general duty of care, but now they are considering what else they can do to improve the lived experience of people at work,” Burroughs says. “What's changing now, is the need to be more sophisticated and to have a more systematic way of thinking about psychosocial hazards.”

Woolworths Director of Safety, Health and Wellbeing, Jane Bourke agrees. “COVID shone a light on mental health and new legislation is prompting us to think more deeply about areas such as long work hours, poor job control and job clarity,” Bourke says.

New psychosocial risk regulations and codes

As of 1 April 2023, amended Work Health and Safety Regulations require Australian employers to implement control measures for psychosocial risks. Safe Work Australia has defined a wide range of workplace psychosocial hazards and established a Model Code of Practice: Managing psychosocial hazards at work .

In addition, 2022 Respect@Work amendments to the Sex Discrimination Act 1984 establish a positive duty of care to eliminate sexual harassment and sex discrimination in the workplace. It requires employers to shift their focus to prevention, rather than responding only after an incident occurs.

Each state and territory is in the process of responding to these changes. Some have already produced their own codes of practice and/or updated WHS legislation. These include:

Other jurisdictions have amendments underway or have released guidance material about the increased importance of managing psychological health and safety in the workplace:

Make a difference, by making a start.

Don’t let complexity and confusion prevent you from acting. We all must start somewhere. While you won’t have all the answers just yet, you’re probably further along the process than you realise.

When it comes to creating mentally healthy workplaces, there’s no ‘one size fits all’ approach.

Using common language across the organisation is a good starting point.

Begin by pulling together existing data and tackling intuitively-informed areas of risk (known ‘hot spots’ within your business). Over time, begin to dive deeper, using different ways of thinking about risk.

Sophisticated multi-factorial approaches considering ‘up-stream stressors’ can be effective but take time to develop.

Invest wisely.

Experts caution against simplistic awareness and resilience programs, warning that trying to fix the worker (and not the workplace) has limited effectiveness.

“A lot of organisations are starting to recognise that all the money they've been investing in workplace mental health and awareness campaigns has not worked,” says David Burroughs. “In fact, it can do more harm than good.”

Burroughs suggests reviewing the evidence around effectiveness of popular workplace mental wellbeing interventions and the efficacy of mental health first aid , before committing funds to these sorts of initiatives.

Shed new light on issues.

Employment lawyer Steve Bell acknowledges psychosocial measurement and analysis is still in it’s infancy. “We’re in a new area. It’s OK that reporting focusses on activity, as opposed to efficacy. This will develop over time,” he says.

Bell has spoken to many inspiring boards and executives who are keen to take action, but don’t feel like they can trust the data they are being presented with. “There’s a sense of unease. “They don’t have the full picture,” he says

Instead of rushing for statistical perfection, he suggests thinking of ways to get a better handle on lived experience of employees. Respect@Work, for example, tells us one in three women suffer from sexual harassment at work. Simple math indicates the scale of this problem, however many WHS dashboards would paint a misleading picture.

Existing metrics are useful, but further work is required to shed light on the problem.

“Employee sentiment surveys might indicate that a hazard exists, but without detail around the duration, intensity and impact, they are insufficient to assess psychosocial risk.” explains Burroughs.

“You need multiple data points to really understand the risk,” agrees Jane Bourke, who sites absenteeism, turnover, grievances/complaints, listening sessions and other qualitative data as other pieces of the puzzle.

Considering risks associated with employee personas and employee lifecycles can be another useful way of thinking about risks.

Ensure top-down meets bottom-up.

Psychologist David Burroughs believes the best results come from taking multi-factorial approach and dovetailing top-down tactics with a bottom-up approach.

“Every staff member wants to tell you what's wrong and what they want to do to fix it. But are we giving them not just permission, but a mechanism to enable that to happen? Are we equipping our leaders with the capability to actually listen to and understand that information; and somewhere to report those psychosocial hazards or issues?” he asks.

Bottom-up approaches to managing psychosocial hazards

Educate people about workplace factors that get in the way of people’s experience of work.
Create clear, trusted mechanisms for people to report issues e.g. Woolworths is investigating ways to report customer aggression towards staff in real time, at the point of sale.
Codesigned solutions, developed in close collaboration with workforce
Support leaders as first line of defence

Top-down approaches to managing psychosocial hazards

A coordinated cross-functional approach from HSE, HR, operations and leadership teams.
Psychosocial health dashboards.
Formal psychosocial risk diagnostics
Deep dives into problematic areas that not only identify hazards, but also evaluate and respond to risks.

Find the right people for the job.

Our understanding of psychosocial safety at work has evolved rapidly in recent years. Given the pace of change, many work health and safety teams are not adequately prepared for the task ahead.

“The number of people that exist with the skill sets and capability to managing psychosocial safety in a sophisticated way, are as rare as a unicorn wearing a blue dress,” says Aaron Neilson, CEO of The Safe Step. “Organisations are now grappling with how to grow people internally to support their strategies. Strong competition exists when it comes to attracting external talent in this field.”

Some teams are investing in professional development activities such as the Canadian Mental Health Association ’s Psychological Health and Safety training course. The UNSW is also in the process of developing a short course on managing psychosocial risk .*

Others are bring-in experts such as Steve Bell and David Burroughs to help them navigate the legal complexities and adhere to evidence-based best-practice.

How can we help?

We assist organisations to search for and secure people with the capabilities and experience to properly manage psychosocial risk in the workplace.

We also work with a range of senior consultants who can develop and implement psychosocial risk strategies across a range of white and blue collar workforces.

As Australia’s leading recruitment and search consultancy specialising in Health, Safety, Environment and Wellbeing, we can assist in scoping the project, understanding your resourcing needs and help connect you with the right HSE people to deliver with impact.

Resources

Identification & assessment:

Recent research:

Job design:

The SMART work design model

*Note: The Safe Step cannot attest to the quality and efficacy of the tools, resources and courses mentioned in this article. The links provided are for information purposes only and we encourage you to do your own research and due diligence prior to using.

For more information to improve psychosocial safety, watch our webinar in full .

Sustainability with Impact: A Downer Case Study

Tue, 19 Sep 2023 00:46:26 GMT

Sustainability with Impact: A Downer Case Study

As the prominence of Environmental, Social, and Governance (ESG) rises within corporate Australia, the intersection between sustainability and workplace Health Safety and Environment (HSE) becomes increasingly important.

Organisations like Downer Group are spearheading efforts to embed sustainability into their operations and serve as models for those striving for a more sustainable future. In this article, we delve into Downer's journey towards sustainability and gain inspiration from efforts that extend far beyond business as usual.

ESG at Downer Group

Downer Group are a leading provider of integrated services across Australia and in New Zealand. With a very diverse portfolio, their products and services impact the lives of millions of people every day.

The principle of ‘Zero Harm’ acts as a cornerstone of Downer’s operations. As such, sustainable growth, responsible activities and minimal environmental impact are seen as being essential for long-term success.

“At Downer, the sustainability of our operations is paramount – for our people, partners, shareholders, customers, and their customers,” emphasised Ricky Bridge, Group General Manager of Environment, Sustainability, and Reporting, at a recent HSE leaders forum held by The Safe Step.

A strategic approach to sustainability

Downer has been focussed on sustainability for several decades, but the momentum and sophistication of efforts has increased in recent years. The goal for ESG specialist Ricky Bridge is one of constant improvement “What was considered sustainable 20 years ago is no longer sufficient. Our understanding and our efforts must continuously evolve,” he says.

In more recent times, stakeholders seek, not only for sustainable messaging, but also clear and credible ESG plans, alongside transparent reporting.'

Materiality assessments help Downer identify the most critical sustainability issues for their business and stakeholders. They align their strategies with the United Nations' 17 goals , using key performance indicators, targets, and metrics to track progress.

Commitments are outlined in Downer’s Environmental Sustainability Policy and our Zero Harm Management Framework. A number of initiatives are designed to keep employees and broader stakeholder groups aware of and engaged with environmental sustainability commitments.

Data-Driven Insights

Downer uses ESG platform ENVIZI , which captures and analyses vast amounts of information from across the business. This data-driven approach helps to break down traditional silos, identify improvement opportunities, make informed decisions, and drive ESG outcomes at scale.

Sustainable Finance and Debt Platforms

Downer has taken significant steps to integrate sustainability into financial practices . In 2020 the group refinanced its debt platform, securing a $1.4 billion syndicated sustainability linked loan facility. This loan aims to incentivise Downer to meet sustainability commitments and support sustainable economic activity. It is linked to KPI metrics tied to greenhouse gas emissions reductions and social sustainability, which, if achieved, will lower borrowing costs.

“The inclusion of sustainability issues in debt financing shows the increasing and tangible focus that a wide range of stakeholders are placing on sustainability performance, extending beyond a regulatory lens,” says Bridge. He recommends working closely with Finance teams to amplify impact.

Operationalised ESG

Integrated and operationalised sustainability is a key criterion for senior executive Short-Term Incentive (STI) and Long-Term Incentive (LTI) programs.

Business units are empowered to take ownership and identify areas where they can have the most impact. By aligning their actions with the Sustainable Development Goals (SDGs), Downer ensures that every employee contributes to sustainability in their day-to-day jobs.

Transparent Reporting

Transparency plays a vital role in Downer's sustainability efforts. They have published a dedicated Climate Change Reports that monitors climate-related initiatives, progress, and targets.

Annual Sustainability Reporting showcases their commitment to addressing gender equality, conduct on a range of ethical issues including modern slavery, WHS, climate change, community relationships and mitigating environmental impact.

Emissions reduction

Downer has established a centralised decarbonisation fund to decrease direct Scope 1 and 2 emissions. While they have made good progress in this area, Ricky Bridge says Scope 3 emissions pose a significant challenge, describing indirect emissions as “the big elephant in the room”.

While achieving net-zero emissions can be challenging, he is starting to see examples of how it can be achieved. They embrace a pragmatic approach to decarbonisation, aligning their pace with the Science-Based Targets Initiative (SBTI).

Downer acknowledges that achieving sustainability targets necessitates addressing Scope 3 emissions, particularly in their Road Services business and vehicle fleet. They actively explore ways to reduce the environmental impact, including shared vehicles, optimising driver behaviour, and exploring alternative fuels. Collaborating with fuel providers and engaging their broader supply chain enables Downer to learn from partners' experiences and drive continuous improvement through data sharing.

Conclusion

As organisations become more serious about their green credentials and ambitions, they can draw inspiration from Downer Group's initiatives.

To help lead the way, ESG and WHS professionals should adopt a holistic, forward-thinking approach to sustainability. Making a difference won’t happen overnight, but understanding and aligning with ESG considerations is the first step.

After all, there is a clear benefit in being able to help organisations create maintainable profits, cultivate positive work environments, and contribute to a more sustainable and prosperous society.

How can we help?

Has your team got the capabilities and experience to achieve sustainability with impact? Do you need help developing a sustainable transition strategy? As Australia’s leading recruitment and search consultancy specialising in Health, Safety, Environment and Wellbeing, we can connect you with HSE specialists on either a permanent or temporary project basis.

Or, if you are a WHS or ESG professional with experience in this area, we can connect you with a future-forward organisation and others innovating in this area.

Is now the right time for a career sea change?

Fri, 15 Sep 2023 02:27:25 GMT

A considerable number of workplace health and safety roles are available in remote and regional areas. Many energy, mining, agriculture, manufacturing and tourism sit outside Australia’s city centres, providing valuable opportunities for WHS people looking to take the next step in their career.

A seachange or treechange can bring both personal and professional benefits. Not only can you access different roles, and possibly a step-up position, but also get the opportunity to connect with nature, chase a long-held dream or simply enjoy a better work/life balance. Read on to learn more about the benefits of relocating to a regional area for work, and some of the watch-outs to be aware of.

Is now the right time for a career sea change?

Uprooting your life, changing jobs and moving to a new area are all big decisions. “Think about where your life is headed for the next 5-years,” suggests recruitment consultant Suzi Johnson who has assisted several WHS professionals relocate for work. “You don’t want to have to pull the kids out of high school if things don’t work out, or have to leave half-way through an assignment to have to look after an ageing parent.”

Carefully weigh up the pros and cons. Be clear about what you hope to achieve by moving. Some hope to escape the rat race, others seek a beautiful location to live or a better quality of life.

The career benefits of a sea change

Moving away from crowded urban areas may broaden opportunities. “Typically, rural areas have a smaller pool of experienced candidates,” says Suzi Johnson. “With less competition, you can more easily stand out from the crowd and might be able to aim for a ‘step-up’ opportunity that wouldn’t be available to you elsewhere,” she adds.

Many of the safety professionals The Safe Step has helped relocate report more prospects to expand knowledge and skillsets, alongside opportunities to create a larger network of SMEs within industry sectors. “The Safe Step team provided me with excellent support during the [relocation] process. They guided me through the transition and were always available to address any concerns or questions I had," says Dwayne, a Regional Safety Advisor who The Safe Step placed when he relocated from Kalgoorlie to Esperance.

Not all sea or tree-changers seek more responsibilities or better pay. Often the reward of a rural lifestyle is a better work/life balance. “Less traffic, affordable housing and easy-access to nature often appeal,” says Johnson.

Before making a move

From sun-soaked beaches, to bush oasis and friendly country towns, Australia offers beauty rich and rare. The tricky part might be narrowing-down where you want to move to. Consider what sort of environment might suit you best. Climate, geography and outdoor activities are often big drawcards for a seachange or treechange.

As well as thinking about employment opportunities it’s important to consider the availability of amenities and local infrastructure. Will you have access to healthcare, childcare, education, transport and shops, for example? Cost-wise be aware that some regional areas are experiencing housing shortages and a second car might be required.

Scouting potential locations is highly recommended by those who have previous experience with a safety career sea change. “If a relocation opportunity ever presented again, If I could, I would visit the proposed location with my family and talk to as many locals as possible to gain a sound understanding as to what the location has to offer,” said Renee, a Safety Manager who relocated to Rockhampton.

The importance of working with a recruiter

There are some amazing opportunities available in regional areas, but they are not always easy to find. This is where a specialist WHS recruiter can help. “The wider your search area, the trickier your job search becomes,” says Suzi Johnson.

A recruiter may be able to help your career relocation in several ways including:

Pinpointing suitable industries and locations to target for employment opportunities
Floating you to major employers based in regional areas
Benchmarking appropriate salaries for the region
Educating employers about necessary relocation costs
Working with you to position yourself for a step-up role

Negotiating relocation costs will be an important part of any move. “You used to be able to relocate a family for far less than it costs now and you need to give real thought to your personal situation to cover for an intrastate or international move. With higher costs of living it can be substantially more than you or your future employer have considered. This is something I often have to educate clients about when they are seeking talent to move for a job,” explains Johnson.

With offices in Brisbane, Perth, Sydney and Melbourne, The Safe Step has extensive networks stretching across the country and you will have the choice of joining a diverse range of clients that fit your values and desired workplace culture from multinationals, Australian owned, councils, NFP, locally owned business.

“The Safe Step is not just a recruitment agency, it is an agency with a holistic approach to all their clients’ needs throughout a stressful process that includes relocation,” says Clare, a WHS Manager who moved from Cairns to Perth. “I felt that all my wants and needs were listened to for a new role in WA… and Suzi’s knowledge of the roles and hiring teams was a huge bonus.”

After relocating

A successful relocation is about more than just the move. Start by exploring your new surroundings, embracing local culture, and engaging in community activities to expand your social circle. Maintaining ties with friends and family from your previous home is crucial. Your Safe Step also forms a part of your support network as Renee attests, “Suzi has been amazing. Throughout the relocation process, she often checked in on my family and me, showing genuine care. I am immensely grateful for her ongoing support.”

To establish yourself professionally, prioritise building relationships within your team and throughout the broader business. Seek out local associations, attend networking events, and explore regional business hubs. Online forums and platforms like LinkedIn provide valuable connections, and your Safe Step recruiter can help you tap into a national network of safety professionals. Suzi Johnson notes,

"The Safe Step excels at connecting individuals in the WHS profession. We also host webinars, networking events, and other professional development opportunities.”

Above all, remember that patience is key during this adjustment period. Adapting to a new workplace and locality often requires time.

Your new lifestyle awaits!

By carefully considering your goals, assessing the potential benefits, and working with a reliable recruiter, you can make an informed decision and dive into a career seachange. Where would that be? What are you waiting for?

The Safe Step has placed WHS professionals in city centres and regional locations such as:

QLD Biloela, Cairns, Dirranbandi, Emerald, Gladstone, Toowoomba, Townsville.
WA Albany, Broome, Carnarvon, Dampier, Esperance, Kununurra.
NSW Broken Hill, Coffs Harbour, Hunter Valley, Orange, Parkes, Tamworth, Wollongong.
VIC Ballarat, Bendigo, Falls Creek.

The Vital Role of Diversity, Equity, and Inclusion in Ensuring Work Health and Safety

Mon, 11 Sep 2023 02:23:43 GMT

Despite best efforts many Health & Safety practitioners find that progress in workplace DE&I remains gradual. Continue reading to uncover effective approaches for advancing diversity, equity, and inclusion efforts within the health and safety domain.

Diversity, equity, and inclusion (DE&I) are not mere buzzwords in the world of health and safety; they are indispensable elements for creating secure and thriving work environments that draw strength from varied perspectives, backgrounds, and experiences. To safeguard the well-being of individuals and organisation, health and safety professionals must embrace DE&I with unwavering commitment.

1. Foster an Inclusive Culture: DE&I cultivates a sense of belonging, a game-changer for retaining talent in the health and safety sector. Create environments where people can excel, recognising that this journey is profoundly human.

2. Address Ongoing Disparities: Despite progress, gender diversity and wage gaps persist. Actively seek out and value perspectives from various backgrounds, ages, abilities, and more. Continued commitment to DE&I is essential.

3. Lead with Purpose: Strong leadership is key. Set bold aspirations, communicate the importance of DE&I consistently, and engage everyone in creating equitable workplaces.

4. Avoid Tokenism: Move beyond superficial diversity efforts. Focus on structural changes, align with core business goals, and give underrepresented groups a genuine voice.

5. Harness the Power of Data: Metrics reveal where diversity thrives and gaps persist. Measure the entire DE&I lifecycle, using data to drive decisions and establish meaningful KPIs.

6. Prioritize Culture 'Add': Look for individuals who add to the organisational culture rather than merely fitting in. Expand notions of 'best fit' to embrace diversity.

7. Seek and Listen to Feedback: Encourage employees to share their experiences openly. Adapt policies to cater to diverse needs and create a sense of belonging.

8. Evaluate Policies and Procedures: Assess and adjust recruitment practices, performance evaluations, succession plans, and career development strategies to embed DE&I into the organisation's core fabric.

9. Educate and Connect: Provide education for leadership and employees to promote understanding and respect. Share real stories to foster empathy and drive conversations beyond statistics.

10. Acknowledge Privilege: Recognise the impact of privilege and encourage open discussions. Address biases and systemic barriers that hinder inclusivity.

Are you prepared to make a significant change?

Creating a health and safety environment that truly prioritises DE&I requires bold action, sincere commitment, and continuous improvement. Move beyond superficial efforts and celebrate the progress you make, always keeping the well-being of individuals at the heart of your journey. As health and safety professionals, you have a pivotal role in shaping workplaces where everyone can thrive.

How can we help?

To make substantial strides in your DE&I endeavors, it's vital to have the right individuals in your Health & Safety team. Whether you seek DE&I specialists or dedicated Health & Safety professionals passionate about diversity and inclusion, we possess the expertise to connect you with suitable candidates.

With our support, you can assemble a team of experts committed to promoting positive change and cultivating an inclusive work environment.

HSE WA Safety Forum

lcraddock@thenextgroup.com.au (Laura Craddock) — Sat, 02 Sep 2023 03:06:40 GMT

WA Forum Key Takeaways

Our safety leader forums are run nationally and provide a safe space where HSE executives and senior professionals can come together to learn, listen, share ideas and collaborate with one another.

At a recent WA forum in Perth, there was a focus on building psychological safety within HSE teams themselves as well as across the broader business.

Here are some of the broad themes from our round-table discussion that featured safety leaders from a wide range of industry sectors. Key takeaways include:

Communicating & understanding

A recurring theme was the challenge of effective communication. Leaders expressed the need to understand and be understood, both internally and externally. Some expressed frustration at not being able to get the message across about how safety function is making a difference.

Some expressed a desire for mind-reading abilities and improved communication skills, underscoring the need to understand others, deliver clear, impactful messages, overcome resistance and influence more broadly within the business.

A large part of the group discussion centred around communication skills, with an emphasis on creating safe environments asking ‘powerful questions’.

“While most safety leaders already possess excellent communication skills, the forum session was a great reminder that communicating was not just about talking and listening, it’s also about asking the right questions and creating a safe space where people feel comfortable to speak up,” said The Safe Step’s consultant Suzi Johnson.

Leadership strategies

Much of the discussion centred around using deliberate communication strategies to build psychological safety within HSE teams .

Exploring leadership strategies, the emphasis was on asking open-ended questions, seeking feedback on leadership styles, and fostering an

environment where intelligent mistakes are opportunities for learning and improvement.

The group were asked to reflect on their personal communication styles and discussed the need to engage different perspectives and to listen deeply to the answers.

Practical tools like processes and procedures were acknowledged as helpful in framing communication challenges.

Broader workplace psychosocial safety

Workplace psychosocial safety is not new, but recent legislation is bringing greater attention to the issue. There is high level of misunderstanding, anxiety and fear amongst employers. Some HSE leaders have the issue well in hand. Others are struggling with lack of support and board recognition.

Speaking to the group, HSEQ Manager, Ian Counsell, recommended People at Work framework as a useful, evidence-based starting point for assessing psychosocial risks. He cautioned that surveying alone is not enough, organisations must also action. Worksafe QLD’s toolkit was another resource discussed to help manage psychosocial risk in the workplace .

As with all things safety… consulting, listening and communicating clearly is key for success. Bring it to life. Psychosocial safety is a whole-organisation issue.

Unity and connection

The meeting fostered a sense of connection. Shared experiences and challenges emerged as key factors in establishing a strong connection among participants.

The session underlined how many working in leadership roles face similar problems, despite coming from a diverse range of organisations including transport, government, health, mining and construction.

“We work with HSE leaders across a broad range of industries. These forums are a great opportunity to look up from the day-to-day duties, hear about what’s working well for others and share learnings across sectors. It’s also a great reminder of the power of connection and collaboration,” says Johnson.

Conclusion

In essence, the WA HSE Leaders Forum in Perth provided valuable insights into the challenges faced by safety leaders and offered practical solutions and strategies for improvement. The emphasis on self-reflection, effective communication, continuous learning, and mental health literacy reflects the commitment of safety leaders to drive positive change within their organisations. The forum not only identified challenges but also paved the way for collaborative solutions, underlining the collective strength of the HSE community.

If you work at a senior or executive level position within workplace health and safety professional and would like to be invited to these forums, you can contact us to submit an expression of interest.

Elevate your career: Crafting an Iconic Personal Brand - Photo Gallery

Fri, 01 Sep 2023 03:44:31 GMT

Our recent event, "Elevate Your Career: Crafting an Iconic Personal Brand," held at THE ICONIC's Sydney photography studios, was a resounding success for our community of HSE professionals.

Speakers included Vesna Garnett from The Iconic, Stuart Mashall from Taronga Zoo, Sam Toppenberg from Boral, and Amanda Hart from a2 Milk. They candidly discussed their career journeys and shared invaluable insights for early to mid-career HSE and HR professionals looking to establish and enhance their personal brands.

Insights from the VIC HSE Forum: Leveraging AI Technology for Enhanced Workplace Safety

Tue, 08 Aug 2023 04:50:26 GMT

Insights from the VIC HSE Forum: Leveraging AI Technology for Enhanced Workplace Safety

Leveraging AI Technology for Enhanced Workplace Safety

The recent Victorian HSE Leaders Forum, hosted by The Safe Step, shed light on the transformative potential of AI technology in ensuring workplace safety. Kieran McKenzie from Presian highlighted the role of Artificial Intelligence Vision in health and safety.

This article delves into harnessing AI's power for proactive hazard recognition, revolutionising safety practices across industries, and the need for responsible integration to maximize its benefits while addressing privacy concerns.

Embrace AI Technology for Proactive Safety Measures:

AI's deep neural networks offer real-time recognition of potential hazards and objects, revolutionising traditional safety practices. By integrating AI safety systems, businesses can proactively address risks and prevent accidents, paving the way for a safer work environment.

Train AI Systems for Accurate Hazard Recognition:

To harness the full potential of AI in safety, extensive training with large datasets is essential. By fine-tuning the AI system's recognition capabilities, it becomes a reliable tool for identifying unique characteristics of objects and potential hazards.

Revolutionise Safety in High Risk Industries:

The application of AI safety systems is not limited to a single industry; rather, it spans various sectors like construction, logistics, and agriculture. From monitoring crowd behaviour to detecting vehicles, AI technology offers a versatile approach to safeguarding workers in heavy and other industries.

Prioritise Near-Miss Detection:

Conventional safety systems may overlook near-miss incidents, overlooking valuable indicators of potential risks. AI safety systems address this gap, providing insights into near-misses and guiding informed decision-making to prioritise safety improvements.

Embrace Continuous Improvement:

The beauty of AI technology lies in its capacity for automated reporting and analytics. By constantly evaluating and refining the system based on user feedback, businesses can stay at the forefront of HSE advancements, adapting to evolving needs.

Balance Privacy and Responsibility:

While AI brings undeniable advantages, concerns about privacy, liability, and decision-making responsibility arise. Open discussions surrounding these implications are vital to ensure a responsible and ethical integration of AI in safety practices.

Optimise User-Friendly Alerts:

The success of AI safety systems hinges on operator comprehension and responsiveness. Employing user-friendly alerts, such as coloured lights, external speakers, and human voices, maximises their effectiveness in real-time situations.

Explore Tailored Safety Solutions:

No two industries are alike, necessitating custom safety solutions. The event encouraged attendees to explore various AI safety systems, to find tailored approaches that align with unique industry requirements.

How we can help?

As Australia's leading HSE recruitment consultancy we work across a broad array of industries and can certainly attest to the uptake of AI vision in the discipline. Furthermore our clients are increasingly creating dedicated roles around technology and innovation to spearhead these initiatives.

We can all agree that the advancement and rapidly evolving nature of Artificial Intelligence is a positive thing for health and safety . As always the benefits of this technology need to be weighed up against its significant privacy implications, open dialogue and a responsible and ethical integration are vital. Similar to all initiatives in health and safety we need to keep the end user in mind as the success of AI safety systems rests on operator comprehension and responsiveness.

Webinar: Game changing for Diversity & Inclusion

Sun, 23 Jul 2023 04:57:10 GMT

Despite the best efforts of HSE professionals, many DE&I metrics are only making incremental change.

In this thought-provoking and informative webinar, we speak to three Diversity, Equity and Inclusion ‘game changers’ who shared their learnings and successes to help us to collectively drive the moment forward. Our expert panel included ‘CEO Diversity Inclusion Champion Award’ winner Emma Hogan, DE&I specialist Dr Katie Spearritt and Community and Talent representative, Harleen Oberoi.

OUR KEY TAKEAWAYS FROM THE SESSION INCLUDE:

DE&I is an essential part of psychosocial safety and creating an environment where everybody can thrive and do their best work.
Strong, courageous leadership is essential for embedding & propelling DE&I efforts. Executive leadership is key, but we can all be leaders in this space.
When hiring for and leading your safety team, try to expand notions of 'best fit' to include 'culture add' as opposed to 'culture fit'. Fitting in can be viewed as the opposite of inclusion).
Hardwire DE&I by embedding it within your own policies, procedures and practices.
Soft wiring (education and storytelling) is also important for driving awareness, building understanding and combating unconscious bias that may exist within yourself and/or your team.
Seek feedback from your people, stakeholders and customers. Take their voices seriously. Move beyond simple quotas and lag indicators, to measure meaningful metrics and lead indicators.
Avoid 'othering' under-represented groups.
Focus on what's working well and translate this into other areas.

BY WATCHING THIS DE&I WEBINAR RECORDING YOU WILL LEARN:

Explore strategies for driving effective change in diversity, equity & inclusion.
Learn from expert panellists, who will share their best practice advice and lessons learned.
Emphasise the crucial role of leadership, particularly the C-Suite, in driving DE&I efforts.
Better understand the metrics that can help you track headway
Receive actionable insights that you can implement within your own organisation or role.

Insights from the session will help you develop or refine DE&I initiatives, foster a more inclusive workplace, and contribute to driving meaningful change.

WHO SHOULD WATCH?

This webinar would be beneficial for business leaders who are interested in DE&I efforts within organisations and

HSE Professionals w ho value and want to build psychologically healthy workplaces and diverse, inclusive teams.

6 interview questions to impress your interviewer and land the job

Wed, 19 Jul 2023 09:54:15 GMT

Interview preparation is crucial for success, and most of us understand the importance of researching the company and the position description. However, one area that often leaves health and safety professionals stumped is the questions to ask at the end of the interview.

In this article we share tips and examples to help you impress your interviewer with well-thought-out questions and make informed choices about potential roles.

The power of well-thought-out questions:

Towards the end of a job interview, interviewers often wrap up by asking candidates if they have any questions. If you want to impress, please don’t treat this as just a formality. It's an opportunity to showcase your knowledge, interest, and critical thinking skills. By asking insightful questions, you demonstrate your preparation, engagement, and eagerness to learn more about the company and the role.

6 areas to probe during a job interview

Avoid ‘nuts and bolts’ topics
Prior to attending a job interview your Safe Step consultant will discuss salary with you and brief you on the particulars of the role. Feel free to ask us any questions you have.

Instead of asking about routine housekeeping matters such as salary, benefits, or vacation time, try to delve deeper into areas that truly matter. Craft questions that will allow you to evaluate if the role aligns with your career goals and aspirations.
Demonstrate knowledge and interest
One way to stand out is by asking questions that reflect your understanding of the company and the position. Showcasing your research and genuine curiosity will leave a lasting impression. Work in a question based on your review of their annual report or a recent news article will demonstrate you have spent time researching the business.
Evaluating success in the role
Asking about what success looks like in the position is a great way to gain insight into the expectations and goals associated with it. This demonstrates your desire to excel and contribute to the organisation's objectives. Consider asking questions like, “what does success look like in the first 12 months”
Understanding deliverables and expectations
To gain a clear understanding of what will be expected of you in the initial months, ask about the key deliverables or projects you would be working on. This showcases your ability to plan, prioritise, and make a meaningful impact from the start.
Examples of questions could include, "What are the major projects or initiatives the team is currently focused on?" or "What would be my main deliverables during the first few months?"
Tailoring questions to the interviewer
Consider customising your questions based on the interviewer's role or area of expertise. This demonstrates your attentiveness and ability to adapt. For instance, if the interviewer is the team manager, you might ask, "”Can you tell me more about team culture and performance” or “what are some of common traits shared by the high performers in your team”

Leaving a lasting impression

Before your job interview, research the interviewer and the organisation thoroughly (website, annual reports, social feeds, what’s in the news etc). Think through your questions and write them down so that you can express them quickly and clearly during the job interview.

Your final words can leave a lasting impression on the interviewer, increasing your chances of landing the job. Show your preparedness, curiosity, and alignment with the company's goals to stand out and make a positive impact. Be enthusiastic and let your genuine interest shine through.

How we can help

Mastering the art of asking smart questions at the end of an interview can significantly impact your chances of securing a role that you strongly align with. By going beyond the surface-level topics and delving into areas that reflect your knowledge, interest, and commitment, you can leave a lasting impression on the interviewer.

Remember to prepare in advance, customise your questions, and always aim to showcase your genuine curiosity and dedication to the role.

The Safe Step consultants are great at helping you to prepare, practice and refine your interview techniques. They will also provide background information about the organisation and role to help you determine your interest and perform at your best.

If you are seeking personalised guidance and assistance in health and safety job interview preparation, you can reach out to Ramtin or any of The Safe Step team.

Countdown to day 1: 8 steps to prepare for your new safety job

Fri, 23 Jun 2023 05:47:09 GMT

Secured a new position in workplace health and safety? Congratulations! Get prepared for your new job with these 8 essential tips.

8 steps to prepare for your new Safety job

Starting a new job can be both exciting and nerve-wracking. Whether you're new to the field or an experienced professional, these steps will help you prepare effectively in the time between accepting your offer and your first day. Let's explore how to make your transition smooth and successful.

1. Recharge & reflect

You've landed a new role - it's time to prepare! First, wrap up your current responsibilities. Then, take some time to recharge. If possible, schedule a short holiday, or a few days off. Use this time for self-care. Go for a walk, connect with friends, or enjoy a favorite hobby. A refreshed mind is your best asset. When you're well-rested, you'll be ready to tackle new challenges with enthusiasm.

2. Get into a new mindset

Familiarise yourself with your new organisation. Read widely to better understand the broader industry trends, key players and potential risks. Review their website, enews and social media profiles. The more you know, the quicker you'll adapt. You'll impress your new colleagues with your preparedness from day one.

3. Prepare thoughtful questions

Demonstrate your eagerness to learn and contribute. Prepare a list of insightful questions not only about incident reporting procedures, risk assessment methods and training programs, but the organisation as a whole. This proactive approach will show your new team that you're committed to making a positive impact.

4. Complete necessary paperwork

Take care of administrative tasks promptly. Ensure all required documents, including your contract, tax forms and any security clearances, are completed and submitted. Use this time to also organise your personal affairs. A clear to-do list leads to a focused mind, helping you start your new role without unnecessary distractions.

5. Get familiar with your new workplace

Reduce first-day stress by being well-prepared. Practice your new commute to understand timing and potential traffic issues. If possible, arrange a brief visit to your new workplace before your start date. Understand the dress code, including any required safety gear. Feeling familiar with your new environment will boost your confidence on day one.

6. Stay connected & in the know

Remember, you have support. Join The Safe Step's LinkedIn community to connect with fellow safety professionals. Subscribe to our newsletter for industry updates, webinar announcements, and networking opportunities. If you need advice or support, don't hesitate to reach out. Your long-term success is important to us.

7. Sharpen your expertise

Even as an experienced safety professional, it's crucial to stay at the cutting edge of your field. If you're moving to a new sector, this step becomes even more vital. Review the latest safety regulations and standards specific to your new industry. Investigate any recent changes in laws or guidelines that might affect your role.

8. Embrace the opportunity

Feeling a mix of excitement and nerves? That's completely normal. Remember, you had good reasons for seeking change and for accepting this role. Trust your judgment. You've made a well-considered decision to advance your career. While it's natural to feel apprehensive, try to harness that nervous energy into excitement for the opportunities ahead. Give yourself and your new role a fair chance. You've got the skills and experience – now it's time to apply them in a fresh environment. This is your moment to grow, learn, and make a positive impact in a new setting. Embrace the change you've chosen.

Good luck!

You're about to embark on an important new chapter in your workplace safety career. It's a significant step, but you're well-prepared for the challenge. Trust in your abilities, use these tips to prepare and get ready to make a positive impact. Here's to safer workplaces and your continued success in your new role!

Download your new role checklist

Download a copy

How to Get the Most Out of Your ChatGPT Query as a Safety Professional

lcraddock@thenextgroup.com.au (Laura Craddock) — Mon, 29 May 2023 06:22:10 GMT

ChatGPT can be an invaluable resource for safety professionals, providing quick access to information and insights.

To ensure you get the most out of your ChatGPT queries, follow these tips:

1. Clearly state the context

When formulating your query, provide a clear and concise description of the context or situation you are dealing with. Include relevant details such as the industry, type of hazard, or specific safety concern. This helps the technology understand the specific context and provide more accurate responses.

Example: "In a manufacturing setting, what are the key safety precautions to be taken when handling hazardous chemicals?"

Example 2: "What are the safety measures for working at heights in the Australian construction industry?"

2. Ask specific questions

Instead of asking broad or open-ended questions, try to break down your query into specific questions. This helps ChatGPT focus on the specific information you need and provide more targeted responses.

Example: "What are the recommended Personal Protective Equipment (PPE) for workers handling corrosive chemicals?"

Example: "What are the potential safety risks associated with using a laser cutting machine on reflective materials?"

Example: "In a confined space entry, what are the specific procedures for testing air quality and ensuring worker safety?"

3. Request Relevant Standards or Regulations

If you need information regarding safety standards or regulations, be specific about the jurisdiction or governing body you are referring to. This ensures that ChatGPT provides information that is applicable to your region or industry.

Example: "What are the electrical safety standards and regulations applicable to construction sites in New South Wales?"

Example: “What are the guidelines for respiratory protection according to Safe Work Australia?”

4. Seek clarification if needed

If a response is unclear or you require more detailed information, don't hesitate to ask for further clarification. ChatGPT can provide additional explanations or examples to help you better understand the topic.

Example: "Can you provide more details about the process of conducting a Job Safety Analysis (JSA) and its benefits?"

Example: "What are the key components of a hazard communication program, and how does it ensure workplace safety?"

Adding on to your query: If ChatGPT has missed important information, ask it to revise its response by including the additional details or elements. As a safety professional, you possess valuable expertise that can complement AI insights. If you feel that ChatGPT has overlooked crucial aspects or omitted important details in its initial response, simply request it to incorporate the missing information. This allows you to obtain a more accurate and comprehensive response that aligns with your specific needs and enhances the value of your interaction with ChatGPT.

Example: "ChatGPT, you outlined the safety precautions for operating heavy machinery, but could you rewrite your response to also include guidelines specific to working at heights?"

Example: "In your response about handling chemical spills, please include recommendations for personal protective equipment (PPE) suitable for corrosive substances."

5. Cross-Verify Information

While ChatGPT aims to provide accurate information, it's always a good practice to cross-verify the responses with reliable external sources. Relying solely on ChatGPT may lead to incomplete or outdated information. Use ChatGPT as a starting point and supplement it with your own knowledge and expertise, trusted safety manuals, industry guidelines, or specialist expert advice.

Example: "According to ChatGPT, the permissible exposure limit for silica dust is 0.1 mg/m3. Can you confirm this information with the latest guidelines from Safe Work Australia?"

Example: "What are the recommended fire extinguisher types for different classes of fires according to recognised Australian fire safety standards?"

6. Be mindful of limitations

Remember that ChatGPT is a language model trained on vast amounts of data, but it may not have real-time updates or specialised knowledge in certain areas. Exercise extreme caution when dealing with complex technical assessments or unique scenarios that require local context and specific expertise.

Maximising safety with the help of ChatGPT

By following these tips, you can effectively utilise ChatGPT as a safety professional, gaining valuable insights, accessing relevant information, and enhancing your overall knowledge and decision-making in the field of workplace safety. Remember to combine the power of ChatGPT with your expertise and independent verification for optimal results.

Watch Outs: What WHS professionals SHOULDN’T use ChatGPT for

While ChatGPT offers benefits, it's crucial for WHS professionals to exercise caution and be aware of its limitations. Here are important points to consider:

Protection of Business Data and Confidential Information: Do not share private or confidential information with ChatGPT. This carries risks, including potential data breaches and privacy violations. Safeguard sensitive information by prioritising data security through secure internal systems or seeking advice from data management experts.
Legal compliance: For complex legal requirements, WHS professionals should consult legal experts to ensure full compliance. AI tools provide general guidance that may not be tailored to the specific nuances of Australian regulations or individual circumstances.
High-Risk or critical situations: Don’t take any changes. Do not rely solely on ChatGPT for high-risk or critical scenarios, or where immediate human intervention is necessary. WHS professionals must be prepared to take prompt action based on their expertise and training to ensure the safety of individuals and the workplace.
Individual circumstances: Analyse and filter AI recommendations, considering factors such as your current business context, organisation size and objectives, industry sector, value pillars and unique safety requirements. By refining the information to suit your individual circumstances, you can ensure that the insights gained from ChatGPT are practical and applicable to your specific operational environment.
Complex Technical Assessments: While AI can assist in risk assessments, it's important to recognise that specialised equipment or processes may require expert knowledge and thorough manual inspections. WHS professionals should rely on their expertise and consider seeking specialised assistance when dealing with intricate technical assessments.

Managing Psychosocial Risk in the Workplace #2 | Webinar

Thu, 11 May 2023 02:19:05 GMT

Following on from the success of our first webinar in this series (watched by 1,500+ people), David Burroughs, Steve Bell, Jane Bourke and Aaron Neilson reconnect and look at what’s changed in the last 6-months.

In this session they review the latest changes in the WHS regulatory landscape, reflect on what we’ve learnt so far and explore what’s working (and what’s not) when it comes to managing psychosocial risks in the workplace.

This recording is ideal for workplace health and safety professionals and leaders wanting to comply with new codes of practice, whilst genuinely improving the working experience of their employees.

BY WATCHING THIS RECORDING YOU WILL:

Receive accurate, up-to-date, advice about the impacts of new regs/codes of practice.
Explore strategies used by leading organisations to manage psychosocial hazards.
Learn to avoid common mistakes and pitfalls associated with workplace wellbeing.
Understand the benefits of taking a multifactorial approach to this complex issue.
Get ahead of the curve in finding the right people to help you create positive workplace mental health.

How to catch a HSE unicorn

Tue, 02 May 2023 07:00:12 GMT

Finding a "unicorn" candidate is the ultimate goal for any organisation looking to hire top talent. These individuals possess a unique combination of qualities that set them apart from the competition, head and shoulders above the rest. They not only have the required HSE skills and knowledge but also a perfect fit with the organisation's culture.

In addition, "unicorn" candidates have the ability to influence across the business and connect numbers, data, and legislation with real-world outcomes and impact. A work health and safety " unicorn" brings tremendous value to an organisation, making them an invaluable asset for any team.

As Ramtin Parvar , Principal Consultant at The Safe Step and his colleague Anica Weereratne from The Next Step , highlighted in their conversation, the bidding war for top talent exists, and companies need to think outside the box to attract the best candidates.

Tips to help you find that HSE 'unicorn':

Stop Looking for Perfection : Perfection is a myth, and the perfect candidate may not exist.
Instead, focus on finding someone who aligns with your values, has the right skills, and is a good cultural fit for your team.
Offer Flexible Working Options: Flexible working options are becoming increasingly popular, and candidates are actively seeking companies that offer them. Consider different types of flexibility, such as compressed working weeks, job sharing, and remote working options.
Be Clear on Your Organisational Values : Your company's values and purpose should be at the forefront of your recruitment efforts.
Seek out candidates who align with those values and can articulate their own values and purpose.
Articulate Your EVP : Your Employee Value Proposition (EVP) is what makes your company unique and attractive to potential candidates.
Be sure to communicate your EVP to candidates, so they understand what they can expect from working with you.
Focus on Must-Haves: When creating a job description, be clear on the must-haves for the role. Focus on the skills and experience that are essential for the job, rather than creating an unrealistic wish list of desirable attributes.
Provide a Positive Candidate Experience: A positive candidate experience can set you apart from other companies and help you attract top talent. Be responsive, communicate clearly, and provide a smooth and efficient recruitment process.
Offer Development Opportunities: Candidates are looking for opportunities to learn and grow in their roles. Offer development opportunities, such as training and mentoring, to help your employees reach their full potential.
Embrace Diversity and Inclusion: Diversity and inclusion should be a priority in your recruitment efforts. Embrace diversity and seek out candidates from different backgrounds and experiences to bring new perspectives and ideas to your team.

While the search for the perfect candidate may seem daunting, by focusing on the essential skills and values, offering flexibility and development opportunities, and creating a positive candidate experience it can be achieved.

How we can help?

The fabled "unicorn" is incredibly rare and hard to catch, so don't go chasing unicorns without fully considering your entire EVP.

The good news is that great HSE professionals are very real and we can help you find the right match for your team.

P: 1800 573 377

E: info@thesafestep.com.au

Secure a health & safety job in Australia: A guide for overseas professionals

Mon, 01 May 2023 02:13:35 GMT

Are you an experienced health and safety professional considering a health and safety job in Australia? You're not alone. With its thriving industries, focus on worker wellbeing, and high quality of life, Australia is an attractive destination for many seeking health and safety jobs.

In this guide, we'll share practical tips and insights to help you find health and safety jobs in Australia and make your transition to working here as smooth as possible. Keep reading to discover more.

Finding health and safety jobs in Australia

With organisations across industries prioritising the health, safety and welfare of their employees, professionals seeking health and safety jobs in Australia are in high demand. Ample opportunities exist for experienced practitioners with the right qualifications and expertise.

However, when looking for a health and safety job in Australia, employers often prefer candidates who already have working rights, local experience, and familiarity with Australian health and safety legislation and practices. To stand out as an international candidate seeking a health and safety job, you'll need to highlight your unique value proposition, such as extensive experience, specialist certifications, or a track record of implementing successful safety initiatives.

While securing a health and safety job in Australia as an overseas candidate may be challenging, particularly if you require sponsorship, there are still pathways available. By researching the local market, customising your application, and connecting with specialist recruiters like The Safe Step, you can increase your chances of finding the right health and safety job.

Securing the appropriate visa

Before beginning your search for a health and safety job in Australia, ensure you have the legal right to work here. This means being a citizen or resident, or holding a valid visa. The Temporary Skill Shortage (TSS) visa (subclass 482) and the Skilled Independent visa (subclass 189) are common options for skilled professionals.

Visit the Department of Home Affairs website for more information on visa types and requirements.

Note that some visas, like the TSS, require sponsorship from an Australian employer. Unless you have highly sought-after skills or qualifications, you may need to secure a health and safety job offer before applying for this visa type.

Establishing clear plans & timeframes

When planning your move to take a health and safety job in Australia, establish realistic timeframes and plans. Set goals for your arrival date, desired work start date, and anticipated job search duration.

Remember that visa processing times can vary, so factor this into your planning. Be transparent with recruiters and potential employers about your plans and availability. Clear communication helps them understand your situation and determine how they can best support your search for a health and safety job and relocation.

Navigating the Australian health and safety landscape

Before diving into your search for a health and safety job in Australia, familiarise yourself with the local landscape. Resources like Safe Work Australia, the national policy body for workplace health and safety, provide valuable information on laws, codes of practice, and guidelines.

Stay informed about the latest industry developments by following relevant media outlets, professional associations, and thought leaders. The Safe Step's Health and Safety Job Market Report offers insights into the demand for health and safety skills across various industries and regions.

Understanding local legislation

Understanding Australia's health and safety laws and how they apply in different states and territories is crucial for anyone seeking a health and safety job in Australia. Our legislative framework consists of the model WHS Act, Regulations, and Codes of Practice.

Key resources include:

Safe Work Australia : Provides information on the model WHS laws and national policy.
Comcare : The national authority for WHS in commonwealth workplaces.
State and Territory Regulators : Each jurisdiction has its own WHS regulator responsible for enforcing the laws

Adapting your resume & cover letter

When applying for health and safety jobs in Australia, adapt your resume and cover letter to the local context. Australian resumes are typically concise and results-oriented. Use strong action verbs, quantify your achievements, and emphasise experiences that are relevant to Australian workplaces.

Include any professional certifications you hold, especially those recognised in Australia, as these are highly valued by employers when considering candidates for health and safety jobs.

Growing Your Network

Networking is key to unlocking health and safety job opportunities in Australia. Leverage your existing contacts to identify connections or opportunities in Australia.

LinkedIn is a powerful platform for expanding your professional network. Join The Safe Step's LinkedIn community of 8,000+ workplace health and safety professionals and engage with other relevant online groups. Participate in discussions and connect with practitioners in your target companies or industries. A simple conversation could open new doors to a health and safety job.

Partnering with The Safe Step

Navigating a new job market can be daunting, so consider partnering with The Safe Step team in your search for a health and safety job in Australia. Our specialist consultants provide invaluable guidance on the local landscape, help refine your application, and connect you with leading Australian employers.

Beyond reviewing newly posted health and safety jobs on our job board, submit your resume for consideration. Our consultants will evaluate your background and experience to identify opportunities that match your skills and aspirations.

Setting realistic expectations

As a recruitment consultancy, we work closely with clients to meet their specific hiring needs for health and safety jobs. Many clients prioritise candidates with existing working rights, local market knowledge, and familiarity with Australian health and safety legislation and practices, as this enables smooth integration into their teams.

While this local experience preference can pose challenges for international candidates seeking health and safety jobs, it's not an insurmountable barrier. By highlighting your transferable skills, global perspective, and demonstrable value, you can capture the attention of potential employers. Stay patient, positive, and adaptable in your approach to securing a health and safety job in Australia.

Acing the interview

If you secure an interview for a health and safety job, congratulations! Your Safe Step recruitment consultant will provide guidance and support throughout the process. This is your opportunity to showcase your expertise and experience. Be ready to discuss your understanding of Australian health and safety laws and how your international background applies to the local context.

For remote interviews, secure a quiet location, stable internet connection, and professional backdrop. Dress professionally, even for video calls, and account for any time zone differences.

Embracing your next chapter

Relocating to Australia for a health and safety job comes with challenges, but also incredible opportunities for growth. By highlighting your unique strengths, such as specialised expertise and a proven track record, you can differentiate yourself as an international candidate and attract potential employers.

As you embark on this exciting new chapter, remember that you are joining a community of respected professionals who are driving positive change in workplaces across Australia. Embrace the opportunity, stay focused, and best of luck in finding your ideal health and safety job 'Down Under'.

Mental Health at Work Moodometer

Tue, 04 Apr 2023 03:35:03 GMT

The third Moodometer survey polled 461 Australian WHS and HR professionals to measure the mood of their workplace and better understand how workplace mental health is being managed. Some of the results were disturbing.

Read on to learn how organisations fare when it comes to costing, managing and supporting positive mental health in the workplace, or download a copy of the report below.

Download Moodometer Report

Mental health not measured

Of cause for concern, 40% of survey respondents said their organisation was 'poor' at measuring indicators of poor mental health within the workforce. Only a tiny 8% of leadership teams were judged 'very good' at monitoring and costing the factors that indicate poor mental health, such as absenteeism, presenteeism, employee turnover, stress claims etc.

Mental health author and advocate Graeme Cowan believes that having systems and processes to track key indicators is essential for complying with new work and health safety laws. "You can't manage, what you don't measure," he says. "This is about to become a much bigger problem if organisations aren't doing it right."

From April 1st WHS laws employers across most regions of Australia will be responsible for measuring risks including stress, bullying, harassment and work-related violence that can impact mental health and wellbeing of employees.

Aaron Neilson, CEO of The Safe Step, believes a greater emphasis in workplace wellbeing will create new opportunities for work health and safety professionals. “Organisations are beginning to invest in AI to consolidate workplace data. We’re also seeing an increased demand for tech-savvy HR and HSE professionals who can analyse information and convert numbers into meaningful insights,” he said.

Managers need extra support

An alarming 44% of people say that most managers within their organisation don’t know how to build a mentally healthy team.

When asked what organisations could do to improve or better support positive workplace mental health, a number of respondents identified providing specialist training and support to managers as being key.

"Provide more guidance to our supervisors and managers to handle and support employees," suggested one survey respondent. A sentiment echoed by many (see additional comments below).

Stigma clouds the issue

Only a small fraction of people (12%) believe their workplace has virtually eliminated stigma around mental health. Meanwhile nearly a quarter of respondents (24%) report that they encounter mental health stigma at work.

They key to removing stigma? Education and open communication, with an emphasis on listening believe many survey respondents. "Normalising the conversation and not judging those struggling with mental health," suggested a surveyee. "Listen to those who speak up and not isolate them or fear them," adds another.

Workplace mood suffers

According to the Moodometer survey, the average mood of organisations was rated at 59/100 but disturbingly a third of employees scored their organisation below 50, and 5% said their workplace was toxic, dysfunctional, and ineffective.

Workplace mental health is taking an increased importance. “Large organisations are creating Chief Mental Health Officer (CMHO) positions and we’ve seen an exponential rise in demand for evidence-based Wellbeing professionals,” said Aaron Neilson.

How to improve mental health at work

Listen and request 360 degree feedback

"Improve the culture of feedback (receiving and giving feedback)."
"Use 2 ears and 1 mouth in proportion."
"Gemba walking"
"Check-ins to ask how people are and acting upon red flags."

Provide fair, manageable, sustainable work

"Constantly assess workloads for efficiency effectiveness and sustainability"
"Not glorify those that work long hours"
"Stop letting people go and creating unrealistic workloads for those left behind."
“Adjust the operating model and financial targets to reflect the market conditions and recognise the staff shortages, war for talent and increased levels of fatigue and sick leave.”

Communicate, educate & resource mental health initiatives

“[Have] focused and guided conversations about mental health and wellness.”
"Understand [mental health] is a priority and invest in education and prevention rather than just paying for psych support to pick up the pieces at the end!"
“More awareness building and authentic sharing. Promoting mental health days.”
“Senior Leadership could discuss the issues more openly with staff, rather than just at leadership team level.”
“Communicating that mental health matters and on a practical level [have] the supports and assistance available... for employees who may need further help or support; and a consistent reminder to them on how and where they can obtain help.”

Provide mental health training for managers & staff

“Conduct mandatory training on this important subject (as a start).”
"Invest in building people leader capability, specifically inclusion and early intervention,"
"Provide more guidance to our supervisors and managers to handle and support employees."
"Train managers to spot those who may be struggling."

Remove toxic influences from the organisation

“Hold all Leaders accountable and not accept poor behaviours.”
“Be prepared to walk away from profitable workplace partnerships that create negative mental health stresses.”
“Manage poor performance and conduct.”
“Get rid of a Narcissistic CEO.”
“Our Board of Directors have double standards and a negative impact on the executive.”

Taking a planned, systematic approach

“[We] need clearer strategy and plans, review which work is valuable, the team can tell you what work should stop.”
“Mental Health issues can strike anyone at any time. Systematic mental health and resilience programs are fundamental.”
“Focus on the areas in the organisation where we know, from surveys, that people are under stress.”
“Clearer direction, prioritisation and less frantic, reactivity.”
“A structured Wellness Plan and a budget for it.”

Other ways to support mentally healthy workplaces

Provide paid mental health/wellbeing leave
Approach the issue with genuine care/make it personal (not about numbers)
Measure & analyse mental health indicators
C-suite priority & alignment
Provide flexible, autonomous work
Create more quality face-to-face time for teams
Role modelling from senior leaders
Subsidised/free/fast access for professional help
Fix pain-points within the organisation
Logical, transparent decision making
Take a wholistic view - body, mind & spirit
Reflect on the wins/have fun at work
Permanent roles/secure work

Download Moodometer Report

How we can help

Has your health and safety team got the capabilities and experience to manage workplace mental health? As Australia’s leading recruitment and search consultancy specialising in Health, Safety, Environment and Wellbeing, we can connect you with wellbeing specialists on either a permanent or temporary project basis.

Or, if you need support framing a new evidence-based wellbeing initiative, our expert consultants can scope the project, identify your resourcing needs and connect you with the right HSE people to deliver with impact.

To discuss requirements please contact our team via your closest Safe Step Office , or on 1800 573 377

Insights from the WA HSE Leaders Forum

Sat, 01 Apr 2023 05:19:22 GMT

Insights from the WA HSE Leaders Forum

We were thrilled to host a recent HSE Leaders Forum in Perth, where HSE professionals came together to exchange ideas and experiences.

Safety leaders' shared learnings around managing critical risk and discussed ESG initiatives. The group enjoyed a dynamic round-table discussion, and we are excited to share some of the key takeaways that emerged:

Key takeaways

All in the same boat - Many HSE leaders, across a diverse range of industries, are dealing with similar issues.
Break the TRIFR paradigm – Battle against legacy language. Just because it’s easy to measure, doesn’t mean it’s effective. Safety is not the absence of accidents, it is the presence of controls. While metrics will underpin dashboards, remove from board presentations to focus on serious strategy and injury as the priority.
Keep it at the critical few - When it comes to critical risk, a laser-like focus allows you to be highly effective. Rank your risks. Trying to treat everything as ‘critical’, means that the truly critical things get lost in the mix.
Get buy-in from leadership – Influence stakeholders by addressing “what’s in it for them.” Connect initiatives directly to the value they add back into the business. Never underestimate the power of buy-in.
Streamline & simplify – Get rid of cumbersome paperwork - it gets in the way of important knowledge and actions. Where possible, strip out bureaucracy and box ticking. Information should be prioritised, targeted, clear and easy to access.
Use a common language – Consistent terminology removes misunderstandings, aids clear communications and reporting across different sites and regions. Organisational values should underpin your safety culture.
Embrace the ‘red’ – Striving for perfect 'green', means the problems get hidden and you can miss something important. Allow room for error and don’t strive for unrealistic ‘green’. Put your pride aside. Admit mistakes and learn from them – this is an important part of refinement and growth.
Support individuals for success – Avoid blaming the individual for things that go wrong. Instead ask - did you have the right systems, training and processes in place for them to be safe and successful in their job. Ask yourself: “As a leader, what can I do?”
Provide role clarity - When it comes to safety everyone in the organisation needs to be crystal clear about their specific roles and responsibilities (and understand how these contribute to the bigger picture). Map safety responsibilities across the chain of command, differentiating across operators, supervisors/crew leaders, managers/superintendents and HSE general managers.
Psychosocial wellbeing & safety – Psychosocial wellbeing and safety is dominating safety conversations and thinking. It's still a very fuzzy area. Success requires close collaboration with HR, operations and other parts of the organisation. There is also a significant talent gap in this space. Consider how you can acquire capability and develop skills amongst early career stages e.g. how to attract psychology graduates to enter the HSE profession.
Talent - Attracting and retaining people has been challenging of late, especially in a very tight employment market. An influx of inexperienced workers mean there are some knowledge gaps around ‘unwritten rules’.
Communication – Persuasive communications are an essential influencing tool. External providers can be useful to achieve cut-through. They may help you refine not just what you say, but how you say it.
ESG - The traditional world of safety is converging with Environmental and Social Governance measures and objectives. With expertise in employee wellbeing and a strong understanding of regulations, frameworks and operational processes, HSE professionals can contribute significantly to developing strategy and driving momentum.
Be aspirational, but also realistic – In emerging areas like psychosocial safety and ESG It’s OK not to have all the answers. It’s important to aim for progress over perfection.

How we can help?

Would you like help building your team, developing your own capability or being connected to new career opportunities?

Get in touch and one of our team will be pleased to help.

The Safe Step HSE Leaders Forums are small groups held periodically around the country. They are designed to bring senior workplace health and safety professionals together to aid innovation, thought leadership and cross-sector collaboration.

Celebrating with our NSW safety community

Fri, 10 Mar 2023 00:12:19 GMT

Our Sydney HSE community came out in force to help us celebrate our fresh new brand look. There was a fantastic energy in the room as old friends reconnected face-to-face and new friendships were formed. With many of us sharing common ground, it was a true reminder of why we love helping people find their people.

Bringing our QLD safety community together in celebration

Fri, 03 Mar 2023 06:54:43 GMT

Thank you to everyone who helped us celebrate the launch of our new brand look in QLD recently. It was balmy Brisbane night, filled with lots of cheer and good conversation. We toasted our new direction and lasting connections.

Bringing our safety community together in celebration

Mon, 27 Feb 2023 21:53:35 GMT

We thoroughly enjoyed launching our brand refresh and reconnecting with our HSE and HR communities in Melbourne. It was wonderful evening, shared with many who have been a part of The Safe Step journey over the past two decades. Thank you to those who helped us celebrate and everyone who has had an influence on our mission and purpose today.

Preparing for your virtual interview

Mon, 20 Feb 2023 03:29:16 GMT

Many businesses are now utilising teleconferencing apps to conduct their interviews.

The Safe Step Recruitment have put together a list of points to consider in the lead up to your virtual interview.

Do Your Research
Research the company’s values and goals by studying their website. Draw up a list of potential questions that may be asked during the interview. Practice answering these questions with a trusted friend or your Safe Step consultant.
Dress Appropriately
Select interview appropriate attire. Keep your outfit fairly neutral. Avoid bright colours and patterns that may be distracting. Present yourself neatly, as you would for a face-to-face interview.
Mute Notifications
Turn off / mute all notifications on the computer that you are using for the interview. Put your mobile phone on silent. This will avoid any interruptions and give an overall appearance of professionalism.
Charge your Device
A virtual interview may last longer than an hour. Make sure your device has enough charge to last the duration of the interview. Position a charger nearby, out of frame, just in case.
Set the Scene
Find a place in your house that can provide a neutral and pleasant background for the interview. Select a room with a door to avoid unnecessary disturbances. Clear the area of any clutter. Avoid conducting interviews in a car.
Set your Camera
Set up your interview with a pen, a notepad and water. Position your computer camera at a flattery distance and height. You should be able to easily make eye contact with the person interviewing you. If you only have a mobile phone or tablet available ensure you use a tripod or stand. Avoid holding your device in your hands, interviewer’s report that is is a source of distraction.
Test Audio & Video
Set up the teleconferencing app on your device the day before your interview. Test the app, either with the automated test or with your Safe Step consultant. Ensure that the internet connection is stable, the audio is clear, and the camera provides a high-quality image.
Take Interruptions in your Stride
If the interview is interrupted by something out of your control, such as street noise or an issue with the internet connection be sure to take it in your stride. Remain light-hearted and move through the interruption as smoothly as possible. Do not try to shout over an interruption - If it is momentary, pause and wait for it to subside.

Looking for a new HSE role? Search Jobs

Need help filling a position? Contact Us

Need HR support? Speak to our colleagues at The Next Step

HSE In 2023! A Year Of Change

Thu, 16 Feb 2023 07:18:15 GMT

We predict a busy year of change for health and safety

It looks like a year of change for the work health and safety profession in 2023. HSE portfolios look set to expand and skillsets will shift as technology, sustainability, wellbeing and economic factors all come to bear. In this opinion piece, we peer through our (murky) crystal ball and predict what a year of change ahead may look like for workplace health, safety and environment professionals.

HSE at an inflection point?

With January behind us, and the business year now in full swing, it’s a good time to look ahead and ask: what lies in store for HSE professionals in 2023?

The only problem with making predictions is that the crystal ball is a bit murky. As it happens, it’s been that way for the last 3 years. Commentators have no idea what unemployment, GDP or inflation will be by the end of the year, so it’s hard be confident about the operating environment.

As an example, nobody predicted that national retail sales would be running $5 billion a month ahead of the pandemic trend towards the end of the 2022. On the flip side, energy prices and supply chain issues are all externalities that make predictions fraught.

Notwithstanding this, specifically for the HSE profession, it looks like a year of change. Indeed, it could be said that the HSE profession is at a generational inflection point. Time will tell us more. Read on to better understand what will change in HSE and what’s driving this potential shift? What will change in HSE?

The remit of health and safety expanding...

From a range of anecdotal discussions in the market, it would appear that HSE functions could well be asked to manage broader portfolios in the year ahead. A continued focus on areas such as wellbeing, psychosocial risk, environment and sustainability is blurring the lines between the safety, risk, human resources, communications, government relations and legal functions.

Sustainability - a big place to play in!

In just one area of role expansion for HSE professionals, the market for talent surrounding sustainability is only going to get hotter. It's a big space to play in. Stakeholders ranging from the government to private investors and the community as a whole want improved trust and transparency around sustainability issues. In response, organisations are rethinking sustainable performance, and what it means to be successful.

The ‘E’ in HSE is rising in prominence as Environmental, Social and Governance (ESG) metrics become increasingly linked to performance and not just compliance. HSE leaders are now being tasked to target, manage, measure, and report sustainability performance, value and lasting impacts by company boards, external stakeholders and current and potential employees. This offers significant learning and growth opportunities for those within the HSE profession!

Big questions arise about future organisation design of the function: Does sustainability fold under HSE? Does sustainability become the umbrella role for HSE, P&C, Risk and other functions?

The reality is that there is no clear answer that covers all sectors. In some sectors, such as heavy industries for instance, sustainability easily fits in the HSE remit but in others such as Banking and Financial Services, the risk culture that is driven by the ballooning risk functions will probably incorporate sustainability (and then it just becomes all about compliance).

Changing roles & capability requirements

Matters of wellbeing and psychosocial risk also contribute to HSE’s portfolio expansion. Inevitably, change in capabilities, structures and roles will follow as functions accommodate this expanded remit. The worry of course for the HSE function is that as these areas increasingly become higher profile, other disciplines like the bean counters and lawyers will take over and want to focus on the process and legislation rather than organisation performance and cultural benefits.

Technology and the rise of AI and analytics

There is a well documented discussion in the media about ways to leverage ChatGPT and the current revolution of Large Language Models (LLMs). The text-generating AI bot is being looked at by a range of industries to assist and support work where there is sheer volume. HSE's confluence of legislation and regulation, sitting alongside data collection, checking and analysis, provides the perfect scenario for deploying AI.

What can this technology do now? LLMs can write code and answer questions. The Australian Financial Review recently reported that AI provides an opportunity to redesign work, saying: “The move reflects a changing make-up of the white-collar workforce as predicted by Microsoft co-founder Bill Gates, who said increasingly intelligent generative AI will remove the need for human professionals to perform some tasks related to report writing and data gathering and presentation,”.(It's interesting to note that Microsoft has invested $10 billion into ChatGPT valuing it at $49 billion – not bad since its only been around 6 months).

So it's likely that as 2023 progresses, the conversation will focus on insights that are achievable through AI analytics. It makes sense that much of the white-collar grunt work will be replaced. Technological advances will support better and more informed HSE initiatives and deliver greater impact where it counts.

Managing psychosocial risk... more expansion

It's reasonable to assume that psychological risk will continue to be a growing focus in the year ahead. HSE professionals will most likely be tasked with responding to changes in legislation and organisational obligations to manage mental health as a cultural driver.

As testimony to the interest and focus in this area, The Safe Step hosted a webinar in late 2022 that over 1300 people attended. This is not just a key area of risk to manage, but also a true proactive opportunity for HSE to support positive cultures in organisations and drive change.

Learn more about ways that organisations can improve effectiveness of psychosocial risk management .

Talent shortages continue

Even in a potentially softening economy, there are still talent shortages – the unemployment rate still has a 3 in front of it! Some of the obvious pinch points are well publicised, but some areas experiencing talent shortages are gaining less attention. Within construction, infrastructure and utilities, for example, demand continues to outstrip supply. A massive pipeline of work across the nation, suggests demand for health and safety professionals in this sector won’t let up in 2023.

...but there are job market changes

As reported in The Safe Step’s HSE Job Index, a changing economy may lead to a changing job market in the year ahead. Industries experiencing cost reduction pressures may look to replace permanent headcount with temporary positions. Whilst this may lead to a rise in the range of interim/contract opportunities available to health and safety professionals, it becomes a challenge for employees who remain in the function, with some being expected to wear multiple hats in the year ahead. A shifting employment cycle creates opportunity, but also stretches capacity

Interestingly, expected increased demand for contractors/consultants coincides with a significant number of HSE professionals anecdotally indicating that they are favouring interim assignments as a portfolio approach to maintain flexible work patterns.

How can we help?

2023 will no doubt be an interesting year for workplace health and safety functions. Adjustments in the organisation design of the function, along with emerging technologies and a softening economy, will mean that change will be very much at the forefront for HSE and the HSE talent market in 2023.

Craig Mason is the Founder of The Safe Step. Craig is one of Australia's most experienced recruitment consultants and talent resourcers

Closing the Gap Between Strategy and Execution

Mon, 28 Nov 2022 11:24:17 GMT

Implementing strategy is surprisingly difficult to do. According to research, 1 in 2 strategy initiatives fail to be properly executed.* Unaware of these terrible odds, many organisations embark on new strategic directions without being mindful of common pitfalls. In this blog we provide ideas on what you can do to close the gap between strategy and execution. Read on to learn more…

A failure to execute

There are any number of ways a well-planned strategy can come off the rails. Competing priorities, differing views of success, a lack of buy-in from leadership or poor communication are some of the common pitfalls.

Before executing strategy, reflect on past experiences and try to identify any gaps. “Consider a time when strategy execution went well,” suggests leadership coach Jono Brent at a recent Safe Step workshop. “What conditions were present? When things haven't gone well, what conditions were missing?

Have crystal-clear aspirational goals

Have you ever been confronted by competing priorities or different views of success? Misalignment is a recipe for disaster when it comes to strategy execution.

When executing strategy, it’s crucial for leadership teams to be united in their vision. Resistance, objections, or a lack of context can be damaging and will filter-down throughout the organisation. Spend time thinking about your long-term (10+ years) vision. What’s required to get you there?

“Strategy execution is hard, you can’t get away from that,” explains Jono Brent. “It’s made harder if you’re not clearly aligned on the aspirational future you want. If you’re struggling with strategy execution, have a look to your future and make sure you’re all singing from the same song sheet.”

Focus on the ‘why?’

Ever wondered why people say they are committed to strategic initiatives, but when it comes to taking action, they respond with apathy or resistance? The answer could be misaligned context.

Understanding the ‘why’ behind your vision for the future keeps everyone aligned and committed. “Context shapes action and behaviour”, explains leadership coach Greg Lazzaro.

“A team must create regular time and space to establish a shared context,” agrees Jono Brent. “This happens best through ongoing conversation.”

Enrol, don’t broadcast

The best laid plans are useless if they fall upon deaf ears. Instead of simply broadcasting your vision, invest time in enrolling others within the organisation.

Greg and Jono’s tips for enrolment

Communicate your vision clearly, so others can easily understand, remember and repeat it.
Enrol others in your vision by presenting it in a way in which each person sees it as a compelling personal opportunity (compelling to them)
Invite each person to freely commit personally to the realisation of the vision. Enrolment ends with a request.
Enrolment involves on ongoing process of recommitment

Match your operating model to your aspirational goals

When driving change, have you ever been confronted by a gap between the behaviour you want and the behaviour you get? Have you considered whether your operating models match your aspirational goals?

Measurement drives behaviour. People who are labelled ‘change resistant’ are often being measured on metrics that don’t support change.

Review your governance, systems and structures. Do these support your long-term vision? A business that wants to innovate should encourage people to take calculated risks and it’s systems should be free of red-tape, for example

Build learning cycles into your execution process

Acknowledging imperfections and striving for constant improvement is a recipe for success. Many high-performing teams have a learning cycle built into their processes.

Jono Brent sees the value of learning from mistakes and constantly refining plans. Instead of the standard ‘ready, aim, fire’, he suggests shifting to a ‘ready, fire, aim’ approach. “Too often we focus on completing an action, rather than learning how to adapt to remain on right path,” he says.

Build-in time to experiment. Allow people time to reflect, review and learn. Embrace a philosophy of ongoing learning to support breakthroughs

How we can help

The Safe Step is a recruitment and search consultancy specialising in workplace health, safety, environment and wellbeing.

We connect HSE leaders with proven track-records executing strategy with organisations willing to invest in success.

We believe that achieving something great is rarely done alone. We help bring together the right mix of the right minds (a carefully considered collective of skills, ideas, care and character). When this happens, nothing is impossible.

We make great things happen in the world of work by helping people find their people

In Your Corner is a team of advisors, coaches and subject matter experts including Jono Brent and Greg Lazzaro, who support leaders to design and deliver breakthroughs. Their approach to high-performance includes four key components: shifting mindset, establishing a stand, developing strategy and enhancing capability.

Managing Psychosocial Risk at Work: 10 Ways to Improve Effectiveness

Thu, 03 Nov 2022 11:24:29 GMT

Psychosocial risk assessment and management has been around for decades, but many organisations are still poorly equipped to support positive workplace mental health.

In this blog we look at the implications of new psychosocial risk regulations around Australia and consider the practical steps employers can take to not only meet legal obligations, but do so in a way that tangibly improves the experience of people at work. Read on to learn more…

Why manage psychosocial hazards?

Whilst psychosocial safety isn’t a new concept, changing WHS legislation around Australia is creating a greater emphasis and clarity around employers’ responsibilities to prevent and manage psychological risks at work.

As a result, organisations are sharpening their focus on identifying barriers to their people’s wellbeing, productivity and performance, with the overall aim of improving their experience of work

How to manage psychosocial risk at work

In a recent Safe Step webinar expert panellists discussed a number of ways for organisations to better manage psychosocial hazards. Our key takeaways from the webinar include these top 10 tips for effectively managing psychosocial risk at work...

1. Put people first

Psychosocial risk can be complex, but try not to get lost in legislation and compliance. Let genuine care be the driver for your efforts in this space. “The challenge for business is going to be doing all this and doing good, not just doing it for compliance sake,” explains leading work health and safety lawyer, Steve Bell .

Organisations should seek to make meaningful improvements to people's experience of work. In achieving this goal, they will not only improve worker’s wellbeing, they will also improve performance, productivity, tenure and traction.

“If you manage psychosocial risks based on compliance, you're really not going to make a full difference,” explains Jane Bourke , Group Director for Safety, Health and Wellbeing at Woolworths. “This is really a value proposition around talent and how you retain the talent you've got because they love where they're working and the work environment that you have created. This is also a critical aspect in how you engage with and attract new talent to the workplace.”

“EVP has become a distinguishing factor in attracting and retaining talent,” agrees Aaron Neilson, CEO of The Safe Step. “Jobseekers are seeking workplaces where they feel safe, secure and supported.”

2. Consolidate your existing efforts

Most organisations have several initiatives already in place to manage psychosocial risk. Begin by cataloguing, consolidating and reviewing your existing efforts.

Qualitative and quantitative data will help organisations narrow their focus and identify gaps. WHS incidents, HR data, leave information and employee sentiments can all be used to build a picture of organisational psychological health.

3. Collaborate & coordinate across functions

Health and safety professionals are familiar with risk identification, management and controls, but psychosocial safety involves a broader (and sometimes blurred) set of ideas applied to the non-physical safety space.

Effectively managing psychosocial risk requires a shared ownership model across a range of disciplines including work health and safety, HR, injury management, recruitment, learning and development. “Sophisticated organisations are realising that it's actually an integrated, collaborative approach across functions that need to provide the level of governance for this to actually work,” explains David Burroughs , a psychologist who specialises in psychosocial risk management.

4. Be guided by the evidence

When mapping out your plan for managing psychosocial risk look for evidence-based resources. Search for tools and strategies that not only identify hazards, but also evaluate and respond to risks.

Tools to help you manage psychosocial risk at work:

Codes of practice for managing psychosocial hazards including those from Safe Work Australia , NSW and WA governments. Other regions also have tools available.
Copenhagen Psychosocial Questionnaire (COPSOQ) is an international instrument designed for the assessment and improvement of psychosocial conditions in workplaces and for research purposes
Thrive at Work Framework - helps organisations to navigate the wealth of information on mental health at work.
People at Work Framework - a validated Australian psychological hazard identification survey
Flourish DX – a tool to help identify and assess psychological hazards; implement and review measures to control risks; and investigate psychological harm incidents.
The SMART work design model - provides a framework to design meaningful and motivating work.
Mauren Dollard is Professor of Work and Organisational Psychology. Watch her SafeWork NSW presentation here

Use these tools cautiously, especially if you don’t have plans in place to address responses/issues identified. Asking questions, but not acting on the information provided may cause more harm than good.

Seek expert advice to understand the different metrics and approaches in market.

5. Demystify psychosocial risk

Psychosocial risk is a technical term that has the potential to cause anxiety within organisations. Steve Bell recommends getting rid of impenetrable language and demystify the concept for c-suite and other senior leaders. He suggests framing the topic as a vehicle to discuss the experience of people at work and the stress levels they might experience, which could be potentially hazardous.

“Stop talking about psychosocial hazards and risks and actually just use layman's terms when you're talking within your organisations,” agrees Jane Bourke.

Providing a clear framework is another way to help leaders understand the different components and the actions required.

6. Start with your obvious pinch points

Don’t set out trying to do everything at once. Instead, focus on what's reasonable. Start with obvious pinch points in the organisation and filter down from there.

“Intuitively you will already be attracted to a small handful of things where you will turn the dial and do some good,” says Steve Bell. “Pick the things that are likely to be either the most common types of risks, or those which can have the most significant harm, and then work on either end of that spectrum. Slowly move through by making impactful and repeatable changes – you can’t do it all on Day 1,” he says.

Jane Bourke supports a test and learn approach, stressing the importance of involving team members in the process and asking for feedback.

7. Empower your line leaders

Given that line leaders are often the first to witness the nuances and variable impacts on their people, David Burroughs recommends empowering them as the first line of defence. “Look at what can be done at the localised level. Most of the reasonable adjustments can actually be done by a leader. They don't necessarily need to go through to the Head of Health Safety Wellbeing, or Head of HR to mitigate the risk,” he says

Relevant training should include ways to support leaders in understanding, identifying and responding to the organisational barriers to workplace mental health

8. Fix the workplace, not the worker

“Things like wellness awareness and resilience training are manifestly ineffective from a workplace perspective,” says David Burroughs. “They focus on the individual, not the organisational barriers to wellbeing, and in some cases, they actually have a perverse impact on risk profiles within the organisation,” says David Burroughs.

“Organisations we’re working with are desperately trying to find ways to invest in a trusting process for issue or complaint escalation. They are exploring the new expectations of transparency and creating an ability to deal with the truth of the lived experience at work in a way which is focussed on improvement,” explains Steve Bell

Beware of looking for quick fixes. Managing psychosocial hazards and harm requires a nuanced approach and takes time to effect lasting and meaningful change.

9. Refine job design

The way work is designed can influence whether we feel motivated, engaged, bored, or stressed at work. As the way we work changes, organisations should invest in improving job design capabilities within Human Resources teams.

The SMART work design model is one of several resources available to guide the design of meaningful and motivating work.

Employees can also be involved in the process. Support them to engage in role crafting to improve their own experience of work

10. Bring in the experts

Has your health and safety/human resource team got the capabilities and experience to properly manage psychosocial risk in the workplace? Do you need assistance developing a psychosocial risk strategy? As Australia’s leading recruitment and search consultancy specialising in Health, Safety, Environment and Wellbeing, we can connect you with wellbeing specialists on either a permanent or temporary project basis.

If you are needing support or guidance in framing a new evidence-based wellbeing initiative, we can assist in scoping the project, understanding your resourcing needs and help connect you with the right HSE people to deliver with impact.

Mental Health in the Workplace

95e1cefa@Shazamme.com (Shazamme System User) — Mon, 10 Oct 2022 11:24:44 GMT

The October 2022 Mental Health at Work Moodometer survey uncovers employee sentiments about Australian workplace mood, access to mental health programs and the top barriers for creating mentally healthy workplaces. Click on the image below to download your copy of the report, or keep reading for more information.

Download the Mental Health at Work Moodometer report

Mood rises, but workers still feeling 'meh'

The mood in Australian workplaces has improved slightly in the last 3 months, up from 58% in June to 63% in September according to the second Mental Health at Work Moodometer survey.

The survey is conducted by The Safe Step and our sister business The Next Step, in conjunction with mental health advocate Graeme Cowan.

It also shows that while people’s personal good mood has declined from 66% in June to 60% in September, 56% see their mental health improving over the next 3 months

Barriers to mental health in the workplace

Of concern, the Moodmeter research revealed that 29% of employees did not have access to practical mental health programs in the workplace

When employees were asked to nominate the No 1 barrier to building a mentally healthy workplace, they said:

Their workplaces were too busy to focus on mental health (27%)
Mental health was not seen as a priority in their workplace (23%)
Leaders lack the necessary skills to deal with mental health issues (18%).

Removing these 3 barriers is the key to ongoing improvement of mental health in the workplace.

"Managers are the key to building mentally healthy teams, which then lead to robust organisations. They can do this by promoting a sense of connection and care, having each other's back, and involving colleagues in key decisions." said Graeme Cowan, WeCARE365's co-founder."

Wellbeing specialists in demand

In reponse to rising concerns about mental health in the workplace The Safe Step CEO Aaron Neilson has seen business' increase their investment in wellbeing. “It will be imperatives for OHS professionals to educate themselves around the different types of psychosocial hazards such that they can implement the apppropriate systems of work and guide their colleagues accordingly," he said

"We expect that this increased focus will also lead to job creation and development opportunities for OHS professionals to specialise, or add to their portfolio," explains Neilson.

In 2022 demand for specialists with a clinical or organisational psychology background has increased, as organisations look to take a more evidence-based approach to mental health in the workplace.

Rising mental health concerns and the impacts of the pandemic have meant that creating WELL workplaces is top of mind for many business leaders.

Supportive of others

76% of employees say they are able and willing to support a colleague in distress.and 62% say that they feel they can talk to their manager about a personal mental health problem.

"It's wonderful that employees feel confident in being able to support a colleague in distress, however stigma and neglect of mental health issues still exist at an organisational level," explains Jo Skipper, Managing Director of The Next Step . "Employers can support, retain, and attract workers by creating ‘well’ workplaces with strong cultures that engender trust and demonstrate care," she said.

In positive news 1 in 2 people surveyed believe that their mood was likely to improve in the next 3-months

About the Moodometer

The October 2022 Mental Health at Work Moodometer study surveyed 1000 employees across Australia. Conducted by The Next Step in conjuction with mental health expert Graeme Cowan the study looks at mood on a personal, team and organisational level, addressing issues such as stress, psychological safety and access to support.

How we can help

We can assist with providing subject matter experts on a permanent or temporary basis to support HR and Workplace Health and Safety teams develop or execute wellbeing strategies.

You may also wish to sign up to receive invites to participate in future Moodometer surveys and to receive updates on Mental Health in the workplace research.

Webinar: Managing Psychosocial Risk in the Workplace

Mon, 10 Oct 2022 11:06:50 GMT

How well does your business understand psychosocial risk?

Providing a workplace that enable people feel safe, secure and supported at work is essential for a stable and motivated workforce. In this webinar recording, we discuss psychosocial risk legislation and what this will mean for employers. Expert panellists share best-practice advice, providing ideas to take back to your workplace.

By watching the above recording you will:

-Better understand the impacts of new psychosocial risk regulations
- Explore evidence-based strategies to support positive workplace mental health
- Get practical advice for designing, implementing and evaluating psychosocial risk strategies
- Learn how HR and Safety teams can better work together to increase effectiveness

Want more information?

Get a list of useful tools and resources and read our key takeaways from the webinar here.

About the speakers:

David Burroughs, Principal Psycholgist, Australia Psychological Services
Dave has had a 20-year international career as a psychogist and strategiest who specialises in psychological risk management. he supports and advises leading organisations in their Psychogical Health and Safety activities and is also Chief Mental Health Officer, Westpac Group.

Jane Bourke, Director - Safety, Health & Wellbeing at Woolworths
Jane is a globally accomplished health and safety professional with extensive leadership experience working for several of Australia’s ASX Top 20 companies and other global organisations with varying risk profiles.

Steve Bell, Managing Partner, EIRS at Herbert Smith Freehills
A leading work health and safety lawyer, Steve advises and represents businesses on all aspects of safety regulation. He is an expert in health and safety issues and workplace injury related litigation.

Aaron Neilson CEO, The Safe Step and The Next Step
Aaron is expert in the search and selection of executive leadership and management positions within the work health and safety. He helps shape careers, deliver business impact and influence broadly across the profession.

Date published : 11/10/2022

Leading a Safe Transition to Renewable

Tue, 20 Sep 2022 11:26:03 GMT

Australia is on the cusp of a major transition. The move to cleaner, renewable energy will require a significant shift in skills and knowledge amongst workplace health and safety professionals.

Those working in the resources sector (and within other businesses looking for secure, sustainable energy) will need to upskill in scientific, engineering, and technical capabilities to properly appreciate the risks and opportunities created by the shift to renewables. Read on to learn more.

Cleaner energy

In the past decade innovation and investment in cleaner energy has accelerated massively. Climate change sits at the top of the world’s social, political, and economic agendas.

In Australia, renewable energy has almost doubled since 2017 and currently accounts for 32.5% of the nation’s electricity[i]. Greater policy certainty being sought by the Federal government will help provide the springboard for cleaner energy projects to accelerate further.

Health and safety professionals will play a pivotal role in helping the nation scale-up its use of cleaner energy.

An opportunity for HSE professionals

While the risks involved with established technologies such as solar, wind and hydro are well understood, the HSE risks associated with new and emerging technologies are still being discovered. Extensive upfront work needs to go into understanding the known risks of these technologies, including keeping abreast of new standards and codes as they are released.

Origin Energy’s General Manager HSE, Patrick Murphy, believes the transition to renewables will be more complex than many organisations realise. “We need to unpack what the transition to net zero will mean for the health and safety community. We must better understand the challenges and opportunities for our function as we pivot into the future,” Murphy said at a recent Safe Step HSE leader’s forum.

He believes lessons from domestic and international incidents must be incorporated into the design construction and commissioning planning for development projects. New failure modes are still being discovered for these technologies which adds risk to the success of the project.

Case study: Origin Energy

Origin Energy’s investment in renewables includes industrial-scale solar farms, grid-scale batteries, pumped hydro and system security infrastructure. Next on the horizon are innovations in waste to energy, community batteries and a host of new storage technologies including liquid metal and zinc bromide batteries and gravity solutions.New Paragraph

With an increasingly diverse portfolio of assets, the organisation’s health and safety team is having to navigate a whole host of scientific, engineering, and technical challenges.

The demand for new capabilities within the resources sector, coupled with an incredibly tight labour market is creating a significant skills and resources gap. “We are experiencing an unprecedented period of renewable project development in Australia. Shortages of contracting services, key personnel and construction equipment are affecting contracting partners’ willingness to engage on new projects,” said Patrick Murphy, from Origin Energy.

Specialised skills needed now and in the future

HSE professionals who want to differentiate themselves within the energy and resources sectors can educate and upskill around emerging risks. “It’s not just a matter of supervising a contractor. We need to be leaders in this space,” explains Murphy. “We must help lead regulators, lead industry and lead the community.”

There is a significant opportunity for the health and safety community to understand, consult and communicate the risks, rewards and costs of adopting cleaner energy technologies.

Renewables also open the door for people with new skillsets to enter and succeed in the HSE profession. Specialist chemical, engineering and technical skills will be required as new energy solutions emerge. “There are very few safety people with knowledge of batteries,” explains Murphy.

The Safe Step CEO, Aaron Neilson, agrees, noting that there has been a distinct shift towards generalist skill sets and the ability to lead and influence change in more recent times. “People skills will remain critical, however there will likely be a shift towards a more informed, technical, engineering-based skill set for sectors such as energy, particularly as it relates to front end design of new technologies,” Neilson said.

How can we help?

Has your safety team got the capabilities and experience to transition to cleaner energy solutions? Do you need assistance developing a sustainable transition strategy? As Australia’s leading recruitment and search consultancy specialising in Health, Safety, Environment and Wellbeing, we can connect you with HSE specialists on either a permanent or temporary project basis.

Or, if you are a health and safety professional wishing to contribute to the renewables transition please get in touch. We can connect you with a future-forward organisation and others innovating in this field

Workplace Health & Safety Employment Trends 2022 - 2023

Wed, 07 Sep 2022 11:27:42 GMT

A scarcity of talent and the lasting effects of the pandemic have effected Australia's workplace health and safety employment market in the first half of 2022, but where to next? In this blog we look at Australia's workplace health and safety employment trends for the second half of 2022 and beyond.

Health, safety, environment and wellbeing jobs at a record high

Australia's Workplace Health, Safety, Environment and Wellbeing jobs market reached record high levels in July 2022, with more HSE job opportunities available now than ever before. This is creating excellent opportunities for people who are feeling burnt-out, want to transition into the HSE profession, or are keen to take the next step in their HSE career

There is fierce competition amongst employers to find, attract and retain Workplace Health, Safety, Environment and Wellbeing people. The Safe Step HSE Job Opportunities Index highlights particularly strong demand for Advisors and Coordinators, but the senior end of the job market is also trending upwards. In recent months the Mining and Construction sectors enjoyed substantial gains in job opportunities, while the Public Sector roles have surged to record-levels.

Strong demand for HSE professionals is likely to continue in the short term. External economic drivers will have an impact on the labour market but such impacts will lag any economic downturn.

HSE contracting opportunities rise

Contracting opportunities have been steady over the course of the pandemic, but up until now have been somewhat overshadowed by the sheer strength of the permanent job market.

In recent months, however, we have seen health and safety contractor roles eclipse permanent growth, rising 20.9% in the 3-months to July 2022. Rising interest rates and international headwinds are likely to continue driving demand for interim support in the second half of the calendar year.

As cost pressure increases, organisations will become slightly more cautious about adding additional permanent headcount. Instead, they will look towards specialist, short term contractors to support resourcing needs. This will balance out the HSE employment market to a more ‘normal’ setting across the course of 2023.

Eventually health and safety employers are expected to achieve a more balanced approach to outsourcing certain aspects of health and safety and seek specialist support for projects/specific areas of work.

Salary inflation beware!

In 2021 and early 2022 organisations have struggled to attract and Health, Safety, Environment and Wellbeing professionals. In order to meet market demands many employers have responded with a 30+% uplift in salary.

Whilst from a jobseeker perspective this salary inflation has been a positive ‘in the moment’ opportunity, there needs to be a lens of realism applied as we move into the next phase of the jobs market.

Increased salaries also lead to increased expectations. Employers expect greater value to be delivered for greater remuneration. If return on investment is not clearly demonstrated then as cost pressure increases further (which it will), business run the risk of having to restructure fixed costs out of the business. This in turn may result in headcount reduction.

As 2022 progresses, jobseekers need to be mindful to understand their value in the market and not overstate this in accepting or pushing for salaries that are beyond their level of experience and capability as it will add undue pressure on them as they navigate a new role and business in some circumstances.

Psychosocial risk front and centre

With Victoria imminently introducing new psychosocial risk legislation (and potential for other states to follow), organisations are quickly realising that they may be under prepared/educated/resourced in this important area.

In 2022 we are seeing a growing emphasis on informed wellbeing practice. Psychosocial risk has become a clear focus-area across industry and this in turn is creating opportunities for consultants. New roles, such as Chief Wellbeing Officer, are being created and demand for those with a clinical or organisation psychology background is likely to grow in the year ahead.

Use LinkedIn to supercharge your career

Wed, 07 Sep 2022 08:33:26 GMT

Learn how to maximise your LinkedIn profile & activities

Have you ever Googled yourself? Is so, you’re likely to have seen your LinkedIn profile somewhere near the top of the search results.

From networking opportunities, to connecting with recruiters and conveying your personal brand, there are lots of ways that you can leverage your LinkedIn activities. Read on to learn more…

Get profile up to scratch and keep it updated

Employers (and recruiters) will develop an impression of you, based on your LinkedIn profile, so what can you do to improve it?

Use a professional headshot – as they say, a picture is worth a thousand words. What does yours say about you? Using a professional photograph can increase the number of profile views by up to 14 times more.
Create a short, sharp enticing headline packed with 'searchable' keywords (more on this below)
Flesh out the 'about section and include your career experience. Use short, engaging sentences that address the reader’s needs/concerns/interests and entice them to want to learn more .
Ensure any specialist areas of expertise jump off the page. Show off your education and qualifications.
Ask for feedback . Past colleagues and friends can proof-read and provide input. The best person to review is a specialist recruiter who understands best-practice and can help you to fine-tune.

Convey a clear personal brand

Unlike your CV, LinkedIn is a place where you can use more conversational language on LinkedIn e.g. say ‘I'm a self-confessed numbers nerd - I live and breathe analytics’ rather than, ‘I’m an expert in Analytics’

Create your own content is a great way to show off your knowledge, build trust and crystallise your personal brand. Writing thought-leadership articles or opinion pieces on LinkedIn will help to demonstrate your expertise and builds trust amongst online communities. Carousels and PDF documents are powerful tools for creating engaging content. And don't forget... sometimes a compelling image or graphic can say far more than words alone.

If content creation sounds too daunting, start by commenting on other people's posts and by resharing helpful tips, interesting articles or useful data. Just remember to add value by adding a personal perspective.

Network, network, network

LinkedIn’s mission is the “connect the world's professionals to make them more productive and successful.” With more than 850 million global members, this powerful platform provides a tremendous networking opportunities.

Think of it as a giant spiderweb, with people connecting in lots of different ways. The more active you are, the more your connections multiply.

You don’t necessarily need to someone personally in order to invite them to connect, but it is a good idea to suggest why you thought they could be a good connection e.g. do you have a mutual acquaintance, or interest?

LinkedIn networking tips for HSE professionals

Join industry bodies , such as Safe Work Australia , the Australian Institute of Health and Safety , Women In Safety and other relevant organisations in your state or territory.
Follow prospective employers , learn about what’s happening in the organisation and keep an eye out for available roles
Research, reach out & connect . Don’t be afraid to reach out to people in organisations you would like to work for. A little bit of research to find some common ground or link to a relevant Leader will build you an exceptional network.
Look for friends of friends online, then ask for an introduction in the real world
Connect with specialist recruiters . This is a good way to hear about new opportunities and changes within the job market.
Ask for endorsements & recommendations. Think broadly about which managers, co-workers or suppliers can comment on a skill or experience that you have.

Help recruiters to find you

By keeping your profile up to date you will ‘visible’ for potential new job opportunities.

In-house talent teams and external recruitment consultants all use LinkedIn to search for and connect with potential candidates for roles they are looking to fill. Professional users will search via a variety of criteria including keywords, job title and geographic regions to find people.

Consider how you can increase the number of keywords within your LinkedIn profile headline, as this is searchable by recruiters. A good headline has lots of keywords e.g. Head of Health, Wellbeing & Safety| HSE Executive | HSE Consultant | Victoria

Offer to write endorsements & recommendations for others

It easier (and nicer!) to help others, than to ask for help yourself. Offering favours to others, also has the benefit of leaving them feeling kindly and possibly indebted to you.

Get in people’s good books by writing an endorsement or recommendation. This can cover a period of time that you have work with an individual or Manager. Alternatively it could relate to specialist experience, or a particular partnership or project.

Do your research

LinkedIn is a great way to keep up to date with industry news and trends.

Before attending a job interview it is always worthwhile using LinkedIn to find out more about the organisation and the person conducting your interview. Background insights can be useful for shaping the conversation. Look for clues to organisational culture, health and growth opportunities. These will often be shared on company or employee pages.

How can we help?

LinkedIn activities are a crucial part of sharing your career, but there are many more strings you need to add to your bow for the best chances of landing the perfect role.

Signing up for job-alerts and working with a specialist recruiter who understands your career objectives will make a significant difference.

NSW event - Can't make this event

Sun, 14 Aug 2022 04:06:16 GMT

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Implement Safety Tech with Real Impact

95e1cefa@Shazamme.com (Shazamme System User) — Wed, 10 Aug 2022 11:32:14 GMT

Emerging technologies create new ways for safety professionals and businesses to reduce risk and prevent serious injury in the workplace.

Safety tech require significant time, planning, expertise and investment to succeed. The right tools, technologies, and teams must all align to create a successful solution. Read on to learn more…

Safety tech solutions

Big data, artificial intelligence and increased connectivity are the way of the future. When used correctly, emerging technologies can enhance efficiencies and improve WHS outcomes

There are many benefits to safety tech, but careful consideration should be given before commencing implementation. Considerable investment is required, not only for software and hardware, but also education, consultation and change management

The very nature of emerging technologies means that the playing field is always changing. Very few HSE specialists have strong tech capabilities and project management experience.

Get your tech solution right and you could reap big rewards. Get it wrong and you could jeopardise future trust and investment.

Case study: Australia Post

In 2020 Australia Post set out to reduce risks to pedestrians in their dock areas. Collaborating with Google machine learning , they implemented a new technology solution designed to monitor and intelligently identify exposure to risk.

The quality and quantity of the information collected in this project revealed the true scale and nature of dock safety exposures. Rather than focus on individual issues or take punitive measures, Australia Post used the data to identify broad trends. Site managers had the insights needed to drive effective behaviour change and improve the physical environment.

Rod Maule, General Manager Safety and Wellbeing at Australia Post said the project well-exceeded targets and made a good test-case for adopting emerging technologies elsewhere in the organisation. “We’ve had a 98% reduction in exposures of people to forklifts and people working in exclusion zones,” he explained at a recent Safe Step HSE Leaders’ Forum.

The project also led to unintended benefits including process improvements, workflow design and other unanticipated efficiencies

Tips for implementing a new digital safety solution

Take a phased approach. Use successes and failures to refine the project. Provide proof of concept to garner support for future tech rollouts. Allow time for people to develop trust in the data and adjust behaviours.
Consider security, privacy and fairness issues related to the project. What are the ethical implications associated with using emerging safety technologies?
Establish a multidisciplinary team to govern the project, including senior managers from IT, safety and other relevant departments.
Focus on what the numbers are telling you. Use data to identify trends, rather than as a tool for taking punitive measures.
Educate and consult widely. Ensure all areas of the organisation understand the purpose of the project, have opportunities to ask questions and express concerns. Use cultural change frameworks to support the introduction of emerging tech.

These are some of the many things workplace health and safety professionals should consider in order to elevate a safety strategy through the use of technology

How can we help?

Has your safety team got the capabilities and experience to implement a new safety tech solution? Do you need assistance developing a digital safety strategy? As Australia’s leading recruitment and search consultancy specialising in Health, Safety, Environment and Wellbeing, we can connect you with safety tech specialists on either a permanent or temporary project basis.

If you are needing support or guidance in framing a new tech initiative, we can assist in scoping the project, understanding your resourcing needs and help connect you with the right HSE people to deliver with impact.

Creating Well Workplaces

95e1cefa@Shazamme.com (Shazamme System User) — Tue, 02 Aug 2022 11:32:49 GMT

Mental health concerns come at a high cost. Spikes in absenteeism, presentism and psychosocial workers compensation claims are the tip of the iceberg. Poor mood and mental injuries also contribute to resignations and limit people’s productivity and creativity at work.

In this blog we discuss the increasing importance of wellbeing at work and look at ways to make a difference when it comes to mental health in the workplace. Read on to learn more.

Poor mental health comes at a high price

Alongside the high personal costs of mental health, a recent Productivity Commission report estimates that mental illness costs the Australian economy between $200 billion and $220 billion a year, with workplaces causing up to $17.4 billion dollars of that cost. Poor mental health can prevent people from joining the labour market, finding and keeping a job, attending work, and performing to the best of their abilities.

Employers can help support, retain and attract workers by creating ‘well’ workplaces with strong cultures. Recent Mental Health at Work research highlighted that only half of Australian employees say their culture makes them want to stay in their current role, posing a considerable risk for employers. “With record low unemployment, people have no reason to remain in a toxic environment,” says Jo Skipper. Measurable wellbeing initiatives are important for retaining and attracting staff.

Reducing stigma in the workplace

In a recent Mental Health at Work Moodometer survey only 55% of people felt comfortable speaking to their manager about a mental health challenge, revealing the strong stigma that remains in many Australian workplaces.

To reduce stigma, mental health expert Graham Cowan recommends using a ‘traffic light’ system to discuss mood at work. Rather than asking “Are you anxious or depressed?”, take away some of the heat by asking “Are you in the red, amber or green zone.” Adjusting the language can help open new avenues of conversation.

Sharing lived experiences is another way to help people feel they will be understood and supported in the workplace. Leaders who reveal their own vulnerabilities can create an environment of trust. “You don’t have to have all the answers,” explains Graeme Cowan. “Being vulnerable and admitting your own struggles helps open the door for others in the organisation.”

Speaking to a mentor or mindset coach, may help senior leaders to recover from knockbacks themselves, to be open about vulnerabilities and lead with empathy

10 tips for creating a WELL workplace:

Promote fairness, flexibility, clarity and balance.
Encourage and support people to be their authentic selves at work
Steer clear of double standards and contradictory behavior e.g. don’t say ‘look after yourself’ then increase workload.
Allow room for uncertainty, fear or sadness. Authentic feelings get smothered in an environment where only positive vibes will do. Toxic positivity stops people from expressing low mood. Non-judgmental listening is key to helping supporting people with low mood. Help by encouraging them to take action and by providing practical support.
Develop an integrated, evidence-based wellbeing strategy with measurable objectives and a tangible return on investment. Engage a specialist if you don’t have the right skills in-house.
Ask: Do we feel connected? Do we have each other's back? And do we share a future? According to Graeme Cowan these 3 elements are key for psychologically safe teams.
Provide support services for all levels of the business including managers and staff e.g. mental health first-aid training and EAP services. Promote these and make them accessible.
Don’t be a ‘wet noodle manager’ who flips and flops, making popular decisions rather than the right decisions.
Combat corporate numbness. Jargon and buzz words create apathy and are ‘mood killers’.
Provide opportunities for teams to connect/reconnect, especially in remote or hybrid work environments.

Psychosocial hazards

Despite a growing awareness of psychological hazards, mental injury claims have grown significantly in recent years. In VIC, for example, mental injury claims are expected to account for a third of all workers’ compensation claims by 2030.

The OHS Act requires employers to provide a safe work environment, which includes managing hazards and risks associated with both physical and psychological health.

Work Safe Victoria defines psychosocial hazards as factors in the design or management of work that increase the risk of work-related stress and can lead to psychological or physical harm. Examples of psychosocial hazards might include poor supervisor support, low job control, bullying, sexual harassment, or high job demands such as long hours and high workloads.

In 2022 new regulations are being introduced in VIC to better protect workers from mental injury, helping to elevate the issue. Other states and territories are expected to follow suit.

How to reduce burnout

Record-low unemployment and the current skills shortages are adding to the potential for stress and burnout. The Mental Health at Work survey, Australian workers reported feeling ‘meh’ and 25% of people felt their stress at work wasn’t manageable.

Gary Martin says that burnout is about people being overloaded and exhausted by work. He believes the onus is on business to relive stress in the workplace and there’s more that can be done beyond simply recommending a few days off or advocating for worker ‘self-care’. “A few days away to recharge might help, but the reality is only your boss keeps your burnout.”

Relieve stress and avoid burnout

Avoid overloading people with too much work
Allocate workloads across a team in equitable way.
Make priorities clear.
Match projects/tasks with an individual’s knowledge and expertise.
Avoid micro-managing people – this creates a lack of autonomy.

Having support networks and resources readily available is also important for a supportive workplace culture. As a first point of call Graeme Cowan recommends referring to eMHprac’s evidence-based digital mental health tools which include videos, fact-sheets and online training.

How can we help?

Do you need professional help developing or implementing a wellbeing strategy in your workplace? We can recruit Wellbeing professionals a permanant or temporary basis.

Or, if you yourself are feeling burnout or working in a toxic culture then it may be time to make a move elsewhere. We have a range of health, safety and wellbeing job opportunities available including a number that are not advertised on the open job market. Please get in contact with our team to discuss the next step in your career.

Other resources to help support wellbeing at work

The Mental Health at Work Moodometer study is revealing a crisis in the workforce. Conducted by mental health expert Graeme Cowan and The Safe Step, the study looks at mood and mental wellbeing in Aus

95e1cefa@Shazamme.com (Shazamme System User) — Mon, 25 Jul 2022 12:32:57 GMT

Download the Mental Health at Work Moodometer report

Mental health Moodometer

Mental health concerns are on the rise, with the latest Census data revealing that 10% of Australia's population have a chronic mental health issue. The issue is affecting workplaces creating concerns for wellbeing, productivity and stability. In light of this, it's no suprise that a recent Atlassian study found mental health was the #1 societal issue employees care about*, placing wellbeing above climbing the career ladder.

To determine how mental health concerns are impacting Australian's at work, we recently conducted a Moodometer survey. The questionnaire looked at mood on a personal, team and organisational level, addressing issues such as stress, psychological safety and access to support.

This is the first quarterly survey of mental health at work and sets a baseline for future Moodometer results.

Mood in Australian workplaces a concern

When asked to rate the mood in their workplace from “dysfunctional and toxic” to “highly engaged and competent” the Mental Health at Work Moodometer landed at 58% which means almost more than half feel “meh” about their workplace. This is a concern for employers

Respondents feel a little better about the teams they work in with the Moodometer swinging to 63% believing those teams are “engaged, aligned and competent.”

The personal mood rating was even higher with 66% believing they are “firing on all cylinders”

Furthermore, the outlook for many employees remains gloomy. 45% of respondents revealed they don’t believe their mental health will get better in the next 3 months.

Workforce unrest: culture a problem

Only half of Australian employees surveyed say their culture makes them want to stay in their current role, posing a considerable risk for employers.

“With record-high job opportunities available at the moment, employers are risk losing employees who don’t feel safe, secure and supported,” says Jo Skipper, Managing Director of The Next Step.

Making people feel safe at work and fundamentally cared for is important if we are to see a more stable and motivated workforce. Mental health expert Graeme Cowan agrees and believes this unfortunate combination of unrest and poor communication is today’s leadership challenge.

Stigma a concern for managers

67% of people believe that their manager cares about them, but mental health stigma is high with only 55% feeling comfortable speaking to a supervisor about a personal mental health challenge.

While the majority of people have access to practical mental health programs within the workplace, open discussion with supervisors proves a challenge for many.

Organisations are increasing their investment in wellbeing, hiring specialists to drive a more informed, evidence and risk-based approach and these results suggest that is prudent.

How we can help

If you would like to know more about this report please reach out to your Safe Step consultant or contact us .

We can also assist with providing subject matter experts on a permanent or temporary basis to support HR and HSE teams develop or execute wellbeing strategies.

Hybrid Work Is Here To Stay, But in What Form?

Thu, 02 Jun 2022 12:42:58 GMT

The world of work has changed forever. Hybrid work is now the ‘new normal’ expected by HSE jobseekers. Many Australian businesses are embracing hybrid ways of working and rethinking how to get their hybrid models right for the long-term.

On the other hand, some organisations are unable or unwilling to offer opportunities to work from home. In these instances, an expectation gap is occurring leading to significant challenges in retaining staff and attracting new talent. Read on to learn more.

Hybrid work arrangements for workplace health, safety & environment professionals

Hybrid work models are highly sought-after by Australian workplace health and safety professionals, especially if they have had the option to work from home in a previous role.

“The majority of safety professionals currently working in a hybrid model are keen to retain flexibility when looking for a new job,” says The Safe Step CEO Aaron Neilson. “This is often becoming the first filter for them to determine whether they apply for a particular position or not.”

Organisations offering hybrid work tend to have access to a broader pool of HSE professionals. Where hybrid work models aren’t possible access to talent is somewhat restricted and some roles are proving harder to fill.

Is hybrid suitable for your organisation?

Being able to offer hybrid ways of working isn’t always a viable choice for employers. Working from home is often easier for ‘knowledge workers’ than it is for many blue-colour workforces.

For white-collar employers it is more a question ‘how’ not ‘if’ hybrid work should be implemented. Following rapid adoption during the pandemic, many Australian organisations are now rethinking and refining hybrid models to ensure they are right for the long-term. “Employers are continuing to evolve their approach on an ongoing basis. They will need to continue to do so to ensure the balance of what works for the individual, the team and the business is maintained,” explains Neilson.

Employees can’t work from home if they are required to operate equipment, undertake site-specific duties, or serve customers face-to-face. Where HSE professionals support such workforces, they may need to be seen onsite to understand dynamics and to engage staff. In these instances, employers can offer other forms of flexibility such as varied hours, compressed work weeks, additional leave entitlements or other incentives to attract and retain talent within the organisation.

Aaron Neilson has seen some organisations dangle financial incentives in front of potential employees as a trade-off for a lack of hybrid work arrangements. “Throwing money at the problem isn’t always an effective or sustainable solution. You need to be creative to entice talent. Culture, people, brand and EVP remain attractive, alongside hybrid work offerings,” he says. Be clear about what you can offer as an employer to differentiate and put yourself at the top of the list, rather than being eliminated before the process even begins.

Getting hybrid work right for the future

There are many variations on what a good hybrid work model looks like. Expectations vary greatly between sectors, workforces and individuals. A co-design process can help ensure arrangements are ‘fit for purpose’, giving employees a voice in designing a workplace that works for them.

Aligning needs is key to getting hybrid work right explains Aaron Neilson. “Organisations having success are those with a collaborative process, where individuals can shape their work patterns within a broad organisational framework,” he says. “Considerations are made around what works for the individual, what works for the team/business unit and what works for the organisation as a whole. Whilst not always easy to achieve, the ‘sweet spot’ allows for the needs of all three to be met.”

Communication and consistency are key for long term success. Employers need to be clear about their hybrid work policy or approach and not just ‘launch and leave’. Frameworks must also evolve to meet changing ‘norms’ and to ensure the balance is maintained.

How to attract job seekers looking for hybrid work

It’s important to have a clear and compelling hybrid work offer to attract a strong pool of candidates to your job listing.

Have a clear company policy outlining what flexibility means to your organisation.
Ensure that your framework for hybrid working is accessible through your website and social platforms that job seekers may use to research your business.
Promote opportunities to #WFH in job advertisements and other communication channels
Develop case studies of the different types of hybrid arrangements that exist within your organisation, demonstrating the diversity of options, real life examples resonate for people.
Discuss hybrid work arrangements early-on in the recruitment process to ensure alignment.
Where hybrid work isn’t possible offer incentives and/or other forms of flexibility e.g. varied work hours, compressed work week, extended leave options.
Be clear about your overall Employee Value Proposition – hybrid work is just one string in your EVP bow.

How we can help

We are well placed to advise organisations on positioning a role to attract top workplace health and safety professionals. If you are looking for support in this area, please feel free to give your Safe Step consultant a call to discuss.

Resume writing tips for HSE professionals

Wed, 01 Jun 2022 06:43:38 GMT

Get your foot in the door with a well crafted resume

Writing a resume is still a vital part of any job search process, but translating your vast experience into a document can be a perilous task at times. Read on to brush-up on some quick, helpful tips that will turn your resume into a resum-yay!

Concisely capture 'you'

A solid approach to any good resume is grabbing the attention of your prospective employer in the first page. Good formatting can help, but the most important part is always the content – clearly defining who you are, a snapshot of your experience and relevant qualifications on this first page is what will draw the reader in to the rest of your resume.

A professional summary

It is always good to start your resume with a quick paragraph as a personal summary. This is an opportunity to quickly present who you are and outlining your professional aspirations, short and long term. Concision is key here – it doesn’t have to be War and Peace.

Let your qualifications shine

It is surprising how many jobseekers hide away their qualifications at the end of a resume – you’ve worked hard to gain these, so why not show them off? Pick out the most relevant qualifications and list them on the first page (ie Degrees, Diplomas, Cert IV). You can list further training and qualifications at the end of the resume.

Follow this up with a simple table giving a career overview (company, role, dates). Make sure to highlight any contract roles.

Convey your career

Now comes the time to really put meat on the bones, with your career experience;

Begin with your most current role, clearly outlining company, title and dates worked.
Depending on what you are applying for, a quick line under each role explaining what the company does can help, including size and geographical spread.
You can begin describing your experience by briefly explaining your remit for the role ie; As the WHS Business Partner, I reported to the National Manager and was responsible for ensuring a strong safety culture at 12 sites across NSW & ACT.

Highlight responsibilities & achievements

When it comes to successful resumes, a big crowd pleaser is clearly laying your experience into two sections: responsibilities and achievements. This will help to represent what your day-to-day role was, as well as what you accomplished. Outlining tangible achievements is a huge boost to your resume as it highlights the value-add you will bring to a new employer.

Hopefully you find the above tips helpful, but as always feel free to contact the The Safe Step team We will be more than happy to review your CV with you or discuss your next career options.

HSE Job Market Report - May 2022

Thu, 26 May 2022 12:43:51 GMT

Persistent wide-scale talent shortages are driving job market momentum, even as new challenges and socio-economic global headwinds threaten the local employment market.

Keep reading for more information on the latest Workplace Health, Safety and Environment Job Market trends.

Download the full WHS job market report

Download the snapshot

The Safe Step HSE Job Opportunities Index

This edition of The Safe Step HSE Opportunities Index is being reported post the federal election, but the data was collected for the 3-month period up to May. In the normal course of events, Federal elections and international uncertainty put a hold on the job market (particularly when a change in government is possible). Not this time around!

In April 2022 The Safe Step HSE Job Opportunity Index was incredibly strong, sitting only 1% lower than the record level established in November 2021. The high achieved in April was a marked recovery from an unusually slow December/January, largely attributable to the Omicron variant.

Workplace Health, Safety & Environment Job Opportunities (National)

The National Safe Step HSE Opportunities Index has risen 17.7% over the past 12-months, but is up 13% over the past 3 months demonstrating the strong start to 2022. Growth this year has been evenly shared between Permanent and Contract/Temporary work. The former rose 12.4% in the quarter, the latter by 14.9%.

A stronger sense of momentum can be seen by longer term trends. Temporary and Contract work flourished early in the pandemic as employers recruited cautiously. Other than the frenetic market seen in October/November as lockdowns ended, the “contingent” jobs market for HSE professionals has barely moved compared to this time last year.

By way of contrast the permanent jobs market were, unsurprisingly, lacklustre in 2020 but picked up in 2021 as employers became more confident of their future operating in the new world of Covid 19. Omicron definitely held employers back in January, but many have returned to the market since then.

HSE Job Opportunities by Region

Strong growth was experienced across all the major markets over the past 12-months. Several Index highs were experienced which included New South Wales, Victoria and Queensland. Growth experienced was over the 12-month period by 33.6% up in NSW, 25.7% in VIC and 9.8% in QLD which all contributed to the new record levels.

Conversely, Western Australia grew by a more modest 6.7% and looks tepid compared to the east coast markets.

These results underscore the need for organisations to have an active pipeline of candidates is critical roles and employ a multi-faceted approach to be successful. Short term solutions are obviously important however the medium term should also be a focus.

HSE Job Opportunities by Industry

Most major sectors have grown strongly over the past 12-months with Construction sector being the notable exception. Opportunities in Professional Services, Mining and Manufacturing all grew by over 30% over the corresponding period over 12-months.

Job seekers will face stiffer competition in Construction where opportunities have contracted again. This is the third quarter in the last twelve months where demand has declined which is a strong indicator of the market turning in this sector in advance of other industries.

Health, Safety & Environment Job Opportunities by Job Title

The Safe Step HSE Opportunities Index saw all occupational groups show strong demand but the standout was for early career roles. HSE Co-ordinator level roles are a record high level.

Demand over the past 12-months for HSE Coordinators is up a whopping 180% compared to this time last year. This would seem to indicate that most companies have decided at the same time to grow there own after 12 months of fruitless searches for experienced talent.

At the end of the reporting period on a single day there were more than 1,363 Safety Advisor positions and 1,394 Safety Coordinator roles advertised nationally on SEEK. That’s a lot of competition for the same small group of active job seekers! What does that mean? A Sydney business looking for a HSE Coordinator will be competing against 490 other ads on SEEK if they advertised in mid-May. A Perth business seeking a HSE Advisor will have to ensure their job ad stands out amongst 344 competing listings.

Supply at this level in the market is not able to keep up so the talent shortage currently is simply being shifted from one organisation to the next when candidates decide to make a move.

Opportunities volumes are understandably low at the HSE Executive level but the pandemic has certainly been beneficial for those at the most senior level of the profession. Demand has more than doubled over the two years of the pandemic and grew by 46% over the past 12-months. The pace of growth has however slowed (to just 8.1%) in the latest three-month period.

The most significant rise in the last 3 months was a massive 39.0% rise for Environmental specialists. For those currently in more generalist roles this could be a great area to focus job search activities and additional training and development.

Download your copy of the latest HSE job market news.

Download the full WHS job market report

Download the snapshot

This Anzac Day consider if there is a role in your organisation for a veteran

Fri, 22 Apr 2022 12:44:54 GMT

This ANZAC Day Consider If There Is A Role In Your Organisation For A Veteran

ANZAC Day is the nation’s opportunity to stop, reflect and acknowledge the sacrifices of our diggers in both past wars, recent conflicts and peacekeeping operations. Recently we’ve seen how adaptable our Defence force personnel can be with vast numbers supporting flood events across QLD and NSW.

One thing that can often be forgotten is the career path of these incredible personnel once they decide to transit out of Defence. This ANZAC day, take some time to consider if there is a place in your organization for a Vet.

Here are some points to consider:

Every Defence person has undertaken an extensive vetting process. This involves aptitude tests, medicals, psychological assessments, physicals, police checks and security clearances. Most of the work is already done for you!
They are resilient. Even making it through basic recruit training is grueling mentally and physically. Most operate in high stress environments, with lives or millions of dollars worth of equipment on the line. They are comfortable with being uncomfortable.
They are disciplined. Mentally and physically, they are used to working in a structured environment, following processes and procedures, and following instructions. One of my favorite quotes seen at an Army gym was ‘Obsessive is the word lazy people use for the dedicated’.
They are adaptable. Conversely to the previous point, they are trained to respond and problem solve on their feet. Quickly. They are used to constantly evolving and changing environments and will routinely assess risk as they go along.
They are respectful. They are used to being held to a higher standard of behaviour with military law.
They are well presented. Shoes will be polished, shirts ironed, and they are used to taking pride in their appearance.
They are experienced with administrative processes. Regardless of the role, they are working for a large organization that uses a large enterprise system for any personnel changes like applying for leave, new uniform, when getting a new posting etc
They have received constant first-class training. Every year their training is updated and involves highly transferrable skills like workplace behaviors, mental health and leadership.
They are adaptable to change. Not every workplace calls you up and says ‘wheels up tomorrow 6am, pack your stuff’ and sends you. . . anywhere!
They have a good sense of humor. it’s a great survival tool.

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Capability Development to Advance your Career and the HSE profession

Mon, 28 Mar 2022 12:45:35 GMT

Pandemic-related challenges have compelled health and safety professionals to pivot, ramp-up skills and evolve practices at speed. It’s been a steep (and exhausting) learning curve for many.

On-the-go learning has been essential over the last couple of years, but greater long-term value comes from growing your capabilities in a structured and sustained way. Watch the video below or read on to learn more.

The importance of ongoing learning

Plugging your gaps, extending capabilities and keeping current will help you become a more well-rounded HSE professional.

Evidence of certification including your ongoing capability development will assist you to stand out from the crowd when applying for a promotion, or when seeking a new job. “Employers seek health and safety professionals who bring a thirst for learning and development and an ability/desire to contribute beyond the role itself,” explains The Safe Step CEO Aaron Neilson. “It is important to ensure that you continue to learn, to build knowledge and experience in areas you do not have depth,” he says.

In 2022 demand has increased for expertise around psychosocial risk, environmental health, ESG and wellbeing as organisations look to adopt more informed practice and thinking in these areas. Other key areas for development include business acumen, influencing/communication skills and emerging technologies.

Developing capability

There are many ways to build capability within yourself and your workforce as a whole.

Individual development can come from online learning, mentoring programs or through professional associations and groups. Accessing and contributing to networks assists learning and may potentially connect you with your next employment opportunity. “It is critical for you to stay connected to the broader profession, to network and engage with peers, to understand the different thinking and approaches out there and to challenge your own thinking,” explains Neilson.

Measuring yourself against a global framework of practice is another good starting point. Understand where in the framework you sit and what skills, experience and capabilities you need to move to the next level of your career.

Formal accreditation programs such as the one offered by the Australian Institute of Health & Safety (AIHS) offer sustained development pathways informed and evaluated against international standards. The aim is to help the sector build credibility and maturity. “This is an adolescent profession,” says AIHS CEO David Clarke, “We're putting a structure in place where like the more mature professions, through ongoing CPD, people are able to engage in lifelong learning and this becomes a normal part of the profession’s culture,” he adds

Feedback from the profession including HSE leaders over the past 2-3 years has resulted in changes to the AIHS program to improve the accessibility and quality of the process, alongside relevance to industry needs. An increasing number of HSE leaders are seeing the benefits of lifting the skills of workers and the profile of the profession as a whole, by utilising Certification. David Clarke explained that the AIHS would continue to focus on improvements and especially recognising the diversity of ways people enter the profession, and move through it. “We didn’t get everything right initially, but recent changes have addressed many of these shortcomings. This is the first generation of a program which will continue to evolve to ensure it becomes an integral part of a culture of ongoing learning and continuous improvement in the capability of the whole profession.” Clarke says.

Certification case study - Laing O’Rourke

Employers with large health and safety teams may find it difficult to manage capability development on their own. “My team is incredibly diverse, both from an education perspective, an experience perspective and knowledge and specialisation perspective. So diverse actually, that it's that it's really quite hard to define the capabilities and the gaps,” explained Richard Coleman, General Manager of Safety at Laing O’Rourke at a recent Safe Step HSE leaders’ forum.

To enhance skills across the HSE function Laing O’Rourke chose to partner with the AIHS to develop a structured, yet tailored development program for its workforce. Phase 1 involved individual assessment for staff, followed by the implementation of a tailored plan for each employee. “Where we find holes in education, skills or experience, we'll plug them with a personalised development plan,” Coleman says. Participation is voluntary and as well as enhancing individual career prospects, will also allow Laing O’Rourke’s HSE function to up-skill at scale.

Making the business-case for investment in accreditation was relatively straight-forward for Coleman, who likened the initiative to processes undertaken by other professionals within the business such as accountants, engineers and lawyers. He also saw ongoing professional development as essential for fulfilling the brand promise to ‘deliver certainty through the power of experience’. “We're very big on trying to make sure that the various functional streams in our organisation are as strong as they can be,” says Coleman.

3 key benefits of HSE certification

As Richard Coleman sees it certification has a number of advantages for individuals and the profession as a whole:

Positions you for long-term career success.
“The industry moves in boom and bust cycles,” explained Laing O’Rourke’s Head of Safety, Richard Coleman when speaking at a Safe Step leaders forum. “Take steps to ensure you can be more effective in your role, not just today but also in the future.”
Improves workforce engagement & effectiveness.
Fostering a culture of learning and development can help raise the skills, profile and engagement of HSE teams. “I want to lift our workforce to be more effective. I want them to be more impactful and I want them to be more engaged in the business,” says Coleman
Elevates the credibility of the profession.
Creating a unified and mature profession, with a high-caliber of workers attracts new people to the vocation and engenders greater trust amongst the public and business communities. “We get a better outcome if, as a profession, we lift everyone up to an agreed, rigorous standard” says Coleman.

How can we help?

As HSE recruitment specialists we know what it takes to stand out from the crowd in health and safety.

With a broad overview of industry demand and best practice, your Safe Step consultant can help you understand how your skills and experience match-up in the market. We’re keen to hear your career ambitions and how we can help you fulfil them.

Taking a long-term view of your career, we can offer advice on how to position yourself for a step-up role, or work-towards a longer-term ambition. If you are ready for your next role, we may even be able to connect you with a business that invests in professional development opportunities and will support life-long learning opportunities.

Women Working in Workplace Health & Safety

Mon, 07 Mar 2022 12:47:39 GMT

Workplace Health and Safety is a rewarding profession for women to build a career. Females can provide unique skills and perspectives which ensure WHS teams achieve the best results for their organisations.

Working in the WHS sector provides interesting career opportunities for women. Health and Safety can be a great way to influence an organisation's culture, meet people and learn new things.

To celebrate International Women's Day 2022, we spoke to some of Australia's leading Health, Safety and Environment professionals and asked them about their advice to females considering entering the profession. Watch the video below or read on for key takeaways.

Gender diversity delivers the best results

Gender and other forms of diversity are essential for achieving the best business outcomes. “If you don't have diversity in your team, you end up with 'groupthink',” says Elizabeth Tosti, General Manager, Safety at ComfortDelGro.

The health and safety industry can achieve the best results by understanding a variety of perspectives. “You need people who come from different experiences, who bring different ways of thinking and working together and that's the value of having a diverse team,” says Tosti.

Women may also be able to contribute depth and breadth of skills to a health and safety team. “There's a lot of research that says we're really good at non-verbal cues and perhaps teasing out some of the answers or suggestions from the team,” explains Horizon Power’s Regional Safety Advisor, Debbie Brown.

Employers value collaboration, communication and influencing skills when recruiting for Workplace Health and Safety professionals.

WHS – a rewarding profession for women

Workplace Health and Safety is an extremely rewarding profession for women to build a career in. “Just go for it! It's a lot of fun,” says Ms Brown. “You're always learning something and you get to really spend a lot of time understanding how people work.”

“Women should definitely get into a career in health and safety,” agrees Ms Tosti. “You can have such a diverse, exciting time working in so many different industries. It's a role that is so critical to every organisation, and you can be part of the leadership team and have a huge influence on an organisation's culture.”

Tips for females entering the Workplace Health & Safety profession:

Amazon’s Senior WHS Manger, Implementation, Chris Edwards believes technical knowledge is not enough to succeed in Workplace Health and Safety. Her advice to females entering the WHS profession includes:

Look for a strong female mentor who can support you in your career.
Seek opportunities to network outside of your current organisation.
Focus-in on building your soft skills.

“Stay humble, ask a lot of questions, and just acknowledge that you won't know the same thing that our workforce does... and that's a good thing. You can come from a fresh point of view,” adds Ms Brown.

How can we help?

If you are a female safety professional looking to start out in the sector or take the next step in your career, please reach out to The Safe Step team.

Review current HSE job listings or submit your resume to get the ball rolling.

Keilee Armstrong and Matthew Thomas are Consultants at The Safe Step. They specialise in supporting early to mid-level HSE professionals in the NSW market.

HSE Job Market Report - February 2022

Mon, 28 Feb 2022 12:54:35 GMT

Workplace Health, Safety and Environment jobs are surging across Australia and look to remain strong for much of 2022.

We are seeing significant demand from employers across most industries and job categories. A scarcity of job-seekers is creating a shortfall of applicants for roles.

To learn about the latest growth-areas download the resources below or keep reading for more information.

Download the HSE Job Opportunities Index Report

Download a 1-page HSE job market snapshot

The Safe Step HSE Job Opportunities Index

The Australian job market is currently surging. Demand is strong, while significant talent shortages continue across most industries and job categories.

Job ads on SEEK set a record high in January 2022, up almost 40% year-on-year (and 36.6% compared to the same period 2-years ago). Opportunities abound, but applicants are low. SEEK reported a significant drop in job ad response rates which are down a whopping 50% compared to 2019.

Whilst borders are reopening, overseas visa applications are taking 3 times longer than prior to the pandemic. Relief is still some way off for sectors such as technology, healthcare and consulting/professional services.

Employers across the board are seeking people with professional expertise who can balance technical and commercial/relational capabilities.

The ongoing pressures of the pandemic have further exacerbated the demand for Workplace Health, Safety and Environment professionals. HSE employment opportunities have increased as organisations put forward a people-first approach in place, whilst also dealing with shifting environmental factors such as changing legislation.

Workplace Health, Safety and Environment is expected to remain busy through the whole of 2022.

Workplace Health, Safety & Environment Job Opportunities (National)

The national Health, Safety and Environment Job Opportunities Index hit an all-time high of 160.85 in November 2021. This was in concert with a booming employment market. Economic confidence drove demand across all occupations, not just HSE. The ABS Labour Force data reported the addition of 366,000 jobs in November, a record monthly rise.

A more subdued market over the Dec-Jan period can be attributed to the usual holiday season slow-down, as well as the uncertainty created by Omicron. Record levels of absenteeism disrupted normal return-to-work rhythms. Employers began 2022 in ‘firefighting mode’ and paused non-urgent talent acquisition.

Over the past 12-months we have seen some erratic highs and sizable drops in the National HSE Job Index. Looking ahead, HSE job opportunities are likely to pick up as the impacts of the pandemic stabilise. We expect a rise in both contract as well as permanent appointments.

Given current talent shortages, employers will need to bolster capability through whatever means possible. In certain segments, hiring managers are needing to compromise either on remuneration or on expected capabilities in order to fill vacancies. An anticipated “sellers’ market” will favour job seekers through 2022.

Speed to market is a key challenge for employers at the moment. Delays in engaging with talent or slow hiring processes can result in talent being snapped up elsewhere.

HSE Job Opportunities by Region (Australia)

New South Wales was typical of the national job market through much of 2021. Demand fluctuated but ended-up 10.3% higher year-on-year. Demand for HSE professionals in NSW was affected somewhat by seasonal issues but was mainly governed by the effects of second-wave lockdowns and associated pandemic impacts.

Likewise, Victoria started the year strongly. Peaks and troughs throughout the year reflected the various impacts of lockdowns and subsequent bounce backs.

Whilst Queensland has some key and materially large sectors such as Mining, it’s also the only state that has a lower Job Index than its pre pandemic level (by just 1.2%). Interstate and international border closures have hurt key sectors in Queensland, most notably Hospitality and Tourism. Hopefully 2022 will provide some much-needed relief in these industries.

Health, Safety & Environment Job Opportunities by Job Title

Current conditions can be best described as “buyers’ market” for jobseekers. Candidates hold the negotiating power, particularly at the HSE Advisor level which make up almost two-thirds of all advertised job opportunities.

As demand for HSE people outstrips supply,we have noticed salaries start to increase, often beyond organisation budgets.

Hybrid ways of working and career-development opportunities are important drivers for those seeking work. If these needs are met it becomes a decision based on salary. Bidding wars can occur when HSE professionals are interviewing with multiple organisations at the same time.

Whilst still a small percentage of the HSE sector, Wellbeing and ESG roles continue to grow in demand. Businesses are looking to bring in Centers of Excellence (CoE) in both areas to drive a more informed, evidence and risk-based approach. We expect to see job opportunities in these areas continue to grow over the next period.

Download your copy of the latest HSE job market news

Download the HSE Job Opportunities Index Report

Download a 1-page HSE job market snapshot

If you require specialist Workplace Health, Safety & Environment recruitment support or HSE job market advice please reach out to your Safe Step consultant.

5 Tips to Ease your Return to The Office

Fri, 25 Feb 2022 12:55:55 GMT

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As mask-wearing and density restrictions lift around the country, many workplaces will be managing a return to the office.

Some people may be excited about the prospect of social interaction and a change of scene. Others will feel an intense case of ‘back-to-school butterflies’.

It is natural to have a range of emotions. Most of us will feel conflicted about the shift from remote to face-to-face working. Rest assured, there are many things you can do to improve your readiness and smooth the transition.

Read on for our five top tips on easing the transition back into office.

Expect and accept that there will be stress

Change is hard for everyone. Accept that a change in working arrangements is likely to cause some stress. This will help you to navigate it successfully. New Paragraph

You may find yourself experiencing volatile elements such as unexpected traffic delays on your trip in/out, or long lunch queues that weren’t part of your work-from-home routine. Crowded public transport and busy streets may also feel unwelcome. As an HSE professional, you are likely programmed to consider risks, but it’s important not to let these overwhelm you.

Before heading back to the office, practice stress-relief behaviours at home. Try to develop habits that can help you deal with the stress. Making a cup of tea, a short walk or a simple breathing exercise can be great techniques for reducing anxiety. Use mindfulness to deal with moments that feel a little overwhelming once you are back in the office.

Look forward to the positives

Take a retrospective look at your time in the office and think about what you missed most. Which of these things remain and how can you embrace them?

Going to a special lunch spot, or taking a coffee run with a favourite co-worker can help you adjust to a new rhythm and ignite some excitement for your new schedule.

Consider some of the practical benefits of office life. Communication and collaboration with colleagues can improve in a face-to-face environment. At the very least, you will get your home back for living in!

Be patient with yourself

Don’t expect to jump straight back into the old in-office rhythm. Transition takes time and requires patience.

Accept that you may struggle a little at first and avoid being too hard on yourself. Keep in mind that others may be struggling too. Everyone else is experiencing this transition right alongside you.

Planning a phased transition might help to build back to full-time in the office. Setting mini-milestones or considering a hybrid arrangement may help you set the right pace.

Ask for help and be helpful

Just because you might be going back to an office that feels familiar, doesn’t mean that everything is back to normal. Your team dynamics and professional expectations have undoubtedly changed.

There’s no shame in asking for help trying to navigate the new (new) normal. Mangers, work colleagues and mentors can all form a network of support for each other. Some organisations offer confidential counselling and Employment Assistance Programs (EAP) programs, which are often underused. Reach out for assistance, or speak to others who show signs of struggling.

Celebrate your resiliency

We have all become much more resilient during this pandemic. Through COVID-19’s ups and downs we have learned to expect the unexpected and take new information as it comes. This new-found strength is something we should acknowledge and appreciate.

Give yourself credit for your growth. Remind yourself that there’s probably nothing that’s going to pop up in your inbox that’s crazier or more unexpected than what we’ve dealt with this last 18 months.

How we can help

What if a feeling of dread continues long after you should have settled back in the office?

Perhaps the problem doesn’t lie with face-to-face work, but is a deeper-lying issue with the job itself.

Long-term unhappiness at work can lead to reduced productivity and health concerns. This can be damaging to you and your career.

It could be time to reach out to your Safe Step recruitment consultant for some advice about finding a role that’s the right fit for you.

Regardless of how or when you return to the office – good luck! We hope the transition goes well for you.

Ramtin Parvar is a Principal Consultant at The Next Step, Melbourne. He is passionate and innovative talent acquisition professional with a focus on mid to senior level recruitment of HSE professionals.

HSE Community Insights - Josef Brennan

Thu, 17 Feb 2022 12:56:33 GMT

What opportunities exist for HSE professionals in 2022? What capabilities determine success for safety people? We asked Yarra Tram’s Chief Safety Officer, Josef Brennan to share insights on the profession and learnings from his career. Watch the video below or read on for key takeaways.

From dark clouds come silver linings

Whilst utterly devastating in many respects the scale and complexity of the COVID pandemic created a strong platform for safety professionals. “It's been a great opportunity for the safety industry to really demonstrate how they can adapt, interpret rules and work with Operations to apply [rules] in a practical sense,” explains Josef Brennan, Chief Safety Officer at Yarra Trams.

He believes that COVID-related challenges are far from over and that in 2022 organisations will again look to safety professionals to help people move away from “an almost fearful state of mind” to a greater sense of normalcy. To do this, HSE must engender workplace confidence around the controls that have been put in place.

Understanding leading indicators to risks

Safety improvements can be made by recognising leading indicators to risks and understanding the best measures to assess an organisation’s safety performance.

Josef sees an opportunity to identify the precursors to a risk event that could then lead to a negative consequence incident. In light rail, for example, there are particular asset and operational conditions that might lead-up to an unsafe condition e.g. a tram-to-tram incident or a derailment. How the monitoring is set up for each of these conditions can allow an organisation to take action ahead of an incident occurring.

On the OHS side certain conditions, such as “The amount of hours that people have worked, the amount of supervision that a job has, the time constraints on the job needing to be done that could cause people to take risks they usually wouldn’t .” Josef doesn’t believe the profession still has a clear understanding of what these are and how to utilise them to prevent serious incidents.

Whilst toolbox talks and safety meetings are important they don’t clearly inform that a risk profile is changing, or that an organisation needs to take a change of action to prevent an incident from occurring and they shouldn’t be mistaken for leading risk indicators.

Capabilities that support success within the HSE profession

While there are many qualities that combine to make a good safety professional, here are the top three capabilities Josef Brennan looks for:

Get the fundamentals right . People within the organisation will look to you for guidance. You must have good risk knowledge and understand the legislation that applies to your industry.

Appreciate the ‘why ’. Understand the operational context of the business. What’s it’s fundamental purpose and how can HSE help deliver this? “Integrate safety systems so they become part of the operational system, not a separate entity to the delivery of the function of that business.”

Become an influencer. Soft skills are required to deliver organisational shifts and support behaviour change. “Being able to influence people to change, to improve, to recognise areas of weakness” is key says Mr Brennan.

Be humble and inquisitive

To deliver safe services or projects, HSE professionals must get to know their broader business inside-out. The best way to do this, he believes, is to be humble and inquisitive. “Go out, speak to people, ask questions, see what goes on, actually at the pointy end.”

“[I] speak to people and don't talk about safety. I'll talk about the job. I get to understand how they go about their daily business and what's important to them. [Doing] that will allow you then to better influence the systems which these people have to work to, which then enables the company to be successful.”

Variety is the spice of life

Cross-sector experience supports innovation, cross-pollination. Working in different environments helps safety professionals understand what ‘good’ really looks like. “There's so much value in moving industries and taking the best of what you've experienced from that and applying it in a different organisation or a different industry,” says Mr Brennan.

Josef Brennan spoke to Ramtin Parvar , a principal consultant at The Safe Step.

What a good HSE candidate looks like in 2022

Thu, 10 Feb 2022 12:57:35 GMT

What A Good HSE Candidate Looks Like In 2022

The COVID pandemic has created a ‘perfect storm’ for Australia’s HSE job market. We have seen record numbers of job ads being listed, yet there are far fewer people than usual looking for jobs.

Demand for heath and safety people has soared over the pandemic, but fears around job security has meant there are fewer people actively looking for a change in job. With border closures further shrinking the pool of workers available for hire, it’s now time to reevaluate what a good candidate looks like.

If you are a client or manager looking to employ a health and safety professional in 2022, you may need to be more flexible than you may have been in the past.

Finding HSE people in a tight job market

Remain flexible

Try to keep an open mind as to what a good HSE candidate looks like. In 2022 good candidates…

May have excellent skills... but their experience is from a different sector
Are a great fit or perfect for the job... but are based in another city
Will give 100% to the job... but can only work part time.
Have a great deal of on-the-job experience, but not all the formal qualifications
Are ready to step-up into their next role, so are an 80% fit
Need a role that will be functional as a hybrid role in the long term
Are perfect for your role but have a 3-month notice period
Has some of the skills needed – can some of the role be done as a project?

Sell the opportunity effectively

With stiff competition amongst employers, good quality HSE candidates have their pick of jobs in the current cliimate. In 2022 good candidates...

Are ideal for the position, but want the opportunity sold to them directly from you
Are a great fit for you, but want to know what your Employee Value Proposition is
Care about the money... but also care about your Environmental and Social Governance policies

Act quickly & prepare for changing circumstances

One thing COVID has taught us, is not to rely on solely on pre-made plans. Acting quiclly and being able to pivot is essential when trying to attract HSE people. In 2022 good candidates...

May plan to change jobs... but could be tempted by a strong counter-offer when they try to resign
Want to work with you... but may be snapped up by a competitor who acts quickly and has a firm offer on the table

How we can help

We hope this has given you some insight to what to expect a good HSE candidate to look like in 2022.

If you need to know more, contact one of our team in an office near you. We look forward to working with you in the year ahead.

Fail to Prepare; Prepare to Fail

wow@shazamme.com (Default Author) — Mon, 17 Jan 2022 11:49:09 GMT

Y our Resume may have got you ‘through the door’, but it isn’t going to get you the job. What you have to ask yourself, is what is going to make you stand out compared to the competition. In many cases, it is going to be the degree of preparation you have undertaken.

So, what sort of preparation should you undertake? I would focus my research around 3 areas; the industry, the company and the role. Here are a few tips (not an exhaustive list).

Get to know the sector

Gaining an appreciation of the main players in that market and any economic or regulatory issues that are impacting the industry are useful to know. If it is a sector that is new to you, being able to reassure an interviewer that you have at least a macro view opportunities and challenges will help to overcome potential concerns.

Whilst you may view health and safety as a function that is transferable across industries, it is still reassuring for an interviewer to know that you have an appreciation of the issues facing their sector.

Learn about your potential new employer

When researching a company, there is usually a huge of amount of information in the public domain to allow you to get a good understanding of the organisation, their products or services, their people, their values and their strategy. Immersing yourself in this information is important, so that when asked the question, “so what do you know about us?”, you don’t destroy your chances.

Fundamentally, not having an appreciation of what a company does and how they do it, will demonstrate to an interviewer a serious lack of preparation and commitment on your part.

Understand the role

When considering the role, you might have a lot of information to help you prepare, or nothing more than the text of an advertisement. If the latter is the case, try and distil from the advert the key capabilities and behaviours that the company is seeking and then think about examples from your career where you have demonstrated these qualities. Prepare a number of examples that you can succinctly speak about at interview.

If you have been fortunate enough to have a role description, maybe a verbal brief, and other supporting information, this simple rule still applies. Identify the key capabilities and behaviours and prepare accordingly. And remember, be succinct, don’t waffle and back up any examples with quantifiable outcomes wherever possible.

Preparation makes perfect

Much of what I have outlined above, would strike most people as interview preparation 101. However, it's very common for the basics to get missed. A common compliant from hiring managers is: “they didn’t really know very much about us/the industry/the role”, or “their examples were really weak and vague”,

One of the key benefits of preparation, is that you will enter the interview calmly and with confidence. It is always better to prepare – it reduces the risk of failure and disappointment.

Date published : 19/10/2016 Author : John Baker, Managing Director

4 Crucial steps to take before looking for a new job

Thu, 13 Jan 2022 13:04:02 GMT

Changing jobs can be a difficult decision... one that requires careful consideration. Before making a rash decision to resign there are four crucial steps you should take to prepare yourself for a potential role change. Watch the video below or read on to learn more...

Look within yourself

Before looking for a new job, take a moment to look within yourself. What’s the problem with your current role? What would it take to make you feel appreciated, fulfilled and happy? Being crystal clear about the issues will help you plan your next steps.

For most people salary is often a big concern, but we are seeing increasing demand for flexibility. Varied hours, working from home arrangements and hybrid working models have all become more popular since the start of the pandemic.

What are your short to mid-term goals? Are you interested in career progression? Ready new challenge? Want more money, or perhaps more time to spend with family? Can these be negotiated in your current workplace, or do you need to look further afield? Have your ‘wish list’ ready when considering next steps.

Talk to your current employer

You may be able to get what you desire and deserve without having to look for a new role. Speak to your current employer and be direct and upfront about your needs. Present evidence to support your case. Focus on facts and try to remove emotion from the discussion.

“Many people think that if their employer finds out they are seeking a new role, they will be fired. This is most often not the case,” explains The Safe Step’s Associate Director, Steven Coldicutt. “More often than not, managers will use these discussions as a wake-up call to fix unknown or unrecognised issues at work.” *

Measure and track the outcomes of the meeting. Did your manager take your concerns seriously? Is there a clear plan in place to address them? How long before you can see a change? Give your employer time to deal with your concerns, but don’t wait forever. Worsening circumstances may force you into making a rash decision about your career.

Do your research

The grass often appears greener on the other side of the fence, but would you really be better-off in a new company? Do a bit of research to get a better idea.

Look internally first. Are any changes expected in the near future? It’s possible these might create the opportunities you’ve been craving? Alternatively, your HR department may be able to provide information to you about salary bands and flexible work options available to you.

Tools like Glassdoor can provide additional salary insights and recent job ads will help you narrow-down the going rate in your local area.

Speaking to a specialist recruiter, such as The Safe Step, is another way to better understand your current ‘market value’ and to assess factors such as cultural fit. “We’ve seen salary increases of 5%, 10% & even 20% in some areas as the demand for HSE professionals sky-rocketed in 2021” says Katie Johnson, Director at The Safe Step.

Prepare yourself for change

It’s important to take practical steps to get ready for a job search. Update your CV and refresh your LinkedIn page. Reconnect with your networks and keep an ear to the ground for new opportunities.

Arm yourself for the challenges of a job search by building resilience. Be prepared to hear “no” as well as “yes”. Rejection is a normal part of the process and should not be taken personally.

Change can often be a shock to the system. Make sure that you are mentally and emotionally ready for taking on a new job. Shifting work locations, learning new skills and meeting new people (or leaving old friends) requires energy and focus.

Formulate a plan of what you will do if you receive a counter-offer from your current employer. Question why it took a resignation to get to this point. “Promises are often made at the point of resignation (and rarely eventuate),” explains Steven Coldicutt. “If you accept a late counter-offer and decline an offer from another business, you risk causing serious harm to your reputation,” he adds.

Ready to resign?

If you’ve followed these four steps and you are still ready to resign, then you have come to the right place. As specialist HSE recruiters we have a great range of roles on offer and know the industry inside-and-out.

Review current HSE job listings or submit your resume to get the ball rolling.

Nicola Hutton is an Associate Consultant at The Safe Step. She specialises in supporting early to mid-level HSE professionals in the VIC market.

Let's Get Digital: Elevate your safety strategy with tech

95e1cefa@Shazamme.com (Shazamme System User) — Tue, 30 Nov 2021 13:05:25 GMT

Let's Get Digital: Elevate Your Safety Strategy With Technology

Emerging technologies are shaping the future of work. They play an important role in enhancing efficiencies and improving WHS outcomes. To maximise the benefits to businesses, HSE professionals must have a defined approach on how to integrate technology into their safety strategies.

By developing a purposeful collaboration between tech and safety teams, HSE leaders can ensure a thoughtful and responsible implementation of digital transformation is executed. Read on to learn more...

A step-change for health and safety outcomes

The fourth industrial revolution is upon us, creating a remarkable convergence of the physical, digital, and biological worlds. With workplaces evolving at a rapid rate, technology is now being embedded in ways never previously imagined. Digital can help boost productivity, improve safety, lift engagement, and raise compliance.

HSE professionals who are smart about digital can use emerging technologies to step change health and safety. “I truly believe that technology has some answers that we haven't looked to explore,” said safety technologist Cameron Stevens at a recent Safe Step webinar “We need to be more strategic around looking at how technology and digital innovation can improve health and safety outcomes.

New HSE pathways with digital

Organisations with an innovative approach to safety are re-writing the rule books, improving outcomes, and attracting top HSE talent. Melbourne Water, for example, has seen a considerable lift in engagement and compliance by moving from paper to apps, through the adoption of Virtual Reality training simulators, and developing a range of other safety innovations .

Technology is also creating new pathways for HSE professionals to pursue careers in the health, safety and wellbeing sector. The Safe Step was recently engaged to recruit for the newly created role of Health & Safety Technology Innovation Advisor, with a remit to lead the development of virtual reality and augmented reality offerings alongside other tech and innovation-focussed projects.

Integrating WHS & ICT

Before investing in the latest tech fads, it is important for HSE leaders to assess where they sit now in terms of tech-maturity and then look ahead 3-5 years. Also assess the willingness of your organisation to follow-through with proposed changes. Do they already have a clearly articulated digital strategy? Or will further nurturing be required to shift mindsets regarding safety tech?

A wide range of skills are useful when mapping-out how to integrate digital into a WHS strategy. “There's some technology topics, there's mindset topics, and there's digital transformation skills that run across the board,” says Mr Stevens.

Here are Cameron Steven’s tips on gaining a stronger voice when responding to the emerging technology trends shaping the future of work:

Become digitally literate. Educate yourself around foundational tech topics (see more below). This will help you to communicate with the experts and clearly document requirements.
Know where you stand. Get started by completing a Digital Readiness Assessment .
Connect with IT. Forge stronger relationships with IT teams. Understand how you can best work together and align WHS and ICT strategies so that they are both pulling in the same direction. “Together, you can transform the business,” believes Mr Stevens.
Put people first. Provide human-centered design solutions that meet the requirements of all users and the organisation as a whole.
Adopt an agile mindset. Get comfortable with being uncomfortable. Expect changes and be ready to test, evolve, improve, and repeat in quick succession.
Elevate your digital transformation skills. Your ability to persuade and influence senior leaders and others within the business will be critical for success.
Aim for responsible innovation. Clear ethics should underpin tech adoption and implementation. Be clear about your philosophy and don’t waver from this.

Foundational tech topics for safety professionals

Ramp-up your digital literacy by learning about these foundational areas of technology:

Connectivity – Being able to capture information from anywhere within the organisation in real time.
Mobility – Technology can extend your reach beyond the office, to the front line, and beyond. Mobile technology may include smart phones, laptops, wearable computers, and voice activated devices.
Data – Consider the ability for you to capture, transfer and structure data, then analyze the information you’ve collected and communicate it back the business.
Artificial Intelligence – The ability of machines and systems to perform more sophisticated and faster evaluations than you can.

How we can help

Newly created “technical and innovation” roles will become more common as technology adoption in the workplace accelerates. The Safe Step can work with you to help scope out these roles and define the position description.

As HSE recruitment experts we have deep connections within the health, safety and environment space and can put you in touch with high-quality people and a great range of roles.

HSE Job Market Index

Wed, 17 Nov 2021 13:06:46 GMT

HSE job opportunities have risen a massive 48% in the last 12-months, creating some enticing prospects for job-seekers. Employers, on the other-hand, are grappling with people-shortages.

In the October edition of The SafeStep HSE Job Opportunities Index we look at trends in the HSE job market. See the full report below, download a 1-page snapshot or keep reading for more information.

Download a copy of The Safe Step HSE Job Opportunities Index .

The Safe Step HSE Job Opportunities Index

As we approach the closing weeks of 2021, the strength of the employment recovery is clear. SEEK recently reported that national job ad volumes were 63.2% higher than in the same month in 2020 and up 44% compared to 2019. These results have been supported by the RBA.

In its latest Statement on Monetary Policy, the RBA said forward-looking indicators of labour demand point to a strong recovery in the labour market over coming months well into the new year.

This increased demand, in the general employment market is being reflected in The Safe Step HSE Opportunities Index. HSE Job Opportunities are rising as organisations look to take advantage of the upturn in the economy but grabble with crippling shortages of talent which looks set to continue in 2022. This is supported by anecdotal feedback from HSE professionals across many sectors.

HSE Job Opportunities Nationally

In line with the general employment market, HSE job opportunities have risen 41.7% in 12-months and The Safe Step National HSE Job Opportunities Index is currently sitting at a record high of 171.0. This underscores, there is more demand for safety professionals than ever before.

Interestingly, the demand for Safety professionals had recovered to be the same as pre-COVID levels a year ago but has really accelerated as the larger states have come out of lockdown and there has been a surge in confidence in the general economy.

Contract roles now make up 22.5% of all HSE job opportunities. This is a response to companies requiring immediate and additional support to augment existing resources. Pockets of work for unbundled consulting services are expected to continue into 2022 as employers continue to deal with the lingering impacts of the pandemic and return-to-work requirements.

HSE Job Opportunities by State

All the major employing states have experienced an increase in HSE job opportunities compared to the same period 12-months ago.

In WA, which makes up 13.6% of all national HSE opportunities, border closures have created a hot-house environment. Employers are all competing for the same small pool of people. Anecdotal evidence suggest that this competition is driving salary growth.

Not surprisingly, the strongest increased growth has been in the two major states that have been impacted by restrictions. Over the past 12-months, HSE job opportunities in VIC have grown by 64% and in NSW they grew 42.9%.

The states that are more reliant on mining also tended to be less impacted by restrictions internally and whilst have all grown the % of opportunities, not to the same bounce back impact as NSW and VIC.

All states look well-placed to see demand extend into 2022.

HSE Job Opportunities by Industry

All the sectors employing a large number of HSE professionals saw healthy increases in demand compared to the same time in 2020.

The standout performer was Construction although the trend snapshot shows that the sector went through huge fluctuations as restrictions and boarder closures impacted usual market behaviour.

Healthy levels of demand were felt across most sectors with Professional Services (which includes HSE consulting and advisory), demonstrating the most consistent growth through the year as client organisations grabbled with their return-to-work obligations and ensuring all members of staff were safe.

HSE Job Opportunities by Title

Whilst all HSE roles are different from one organisation to another and from sector to sector, the market is dominated by two broad categories being HSE Managers and HSE Advisors which make up 86.4% of all advertised job opportunities.

In line with results for the other index’s, there was a healthy level of increase in demand in these two dominating sectors over the past 12-months, but this growth was also demonstrated in the less populated areas.

With a predicted increase in COVID-related Workers’ Compensation claims in 2022. It is possible that we may see an increased need for specialist support to deal with the nuances of these claims.

The Safe Step HSE Job Opportunities Index, October

Click to download infographic

If you require specialist HSE recruitment support or advice please reach out to your Safe Step consultant.

Innovation Through Desperation: Advancing Safety at Melbourne Water

95e1cefa@Shazamme.com (Shazamme System User) — Mon, 15 Nov 2021 13:08:40 GMT

Driven by a desire to improve WHS outcomes and create ‘one class of safety for all’ Melbourne Water has fostered a strong culture of safety, innovation and improvement. Supported by a diverse and imaginative safety team, the organisation has refined SHEQ processes, cut through red-tape, and challenged long-held industry standards.

At a recent senior HSE leader's forum run by The Safe Step, we learnt more about Melbourne Water's journey and discoverd that a willingness to 'do things differently' has led to cross-sector collaborations, virtual reality innovations and a general uplift in engagement and compliance. Watch the highlights video below or read on to learn more.

Desperate times require innovative measures

Before embarking on cutting-edge innovations Melbourne Water’s SHEQ team spent 18 long months rebuilding safety systems and processes from the ground up. Once the solid foundations of safety were in place, they turned their sights on the broader culture of the business.

“We knew that Melbourne Water deserved more than just compliant systems,” explained David Tregoweth, Melbourne Water’s General Manager of Safety. “We were desperate to innovate and to do something that the business was deserving of.”

Desperate to do better’ became a catch-cry for the SHEQ team. A strategy mapped out some of the steps, but also left plenty of room for things to evolve organically. “We could imagine a solution. It was the inkling of an idea, not fully formed, but we could imagine. Critically we were prepared to take a chance,” said Mr Tregoweth

Imagine the solution & take a chance

Having the freedom to experiment was critical to Melbourne Water’s successful innovation. The organisation’s leadership team was open to new ideas and prepared to take chances. People were given opportunities to learn, fail and try again

An imaginative and well-supported team were freed-up to challenge the status quo. Innovations followed and the success of these created a snowball effect. “There will always be lines of doubters... people telling you it won’t work. Prove the concept and that will open-up the doors for the next thing that you can try,” believes Gavin Kenny, Manager of SHEQ Service Delivery.

Mr Tregoweth believes that the removal of restraints aided blue-sky thinking. “Give them a different operating environment. Give them access to resources that, perhaps, would not otherwise be available; and then to experiment and break the inertia,” he said.

Get the right people involved

Innovation requires people who are creative and proactive – those willing to put their hands up and have a go, even when the task seems impossible. “One key attribute that I look for is imagination. Imagination to do things differently, to do things greater,” says Mr Tregoweth. “What you want is people who have a bit of imagination and are willing to have a go.”

An understanding of safety is important, but so too is diversity of thought. For example, Melbourne Water’s SHEQ team included an electrician, a nurse and a wedding planner. Varied training and backgrounds contributed to new ways of working.

Collaboration with organisations such as Deakin University was another essential part of success. “Melbourne Water were innovating, doing things that nobody else had done before, and needed help to figure out how they could make that work from a technology perspective. Sitting on the university side, that's exactly what we're looking for,” explains Deakin University’s Director Cadet VR Lab, Ben Horan.

Melbourne Water safety innovations

Virtual Reality (VR) becomes the standard for design reviews

Bringing CAD drawings to life inside a virtual reality headset helped transform the traditional design review process eliminating errors and removing frustrations from it’s very first usage. “We had 22 users give it a go. We picked up six design issues in the traditional approach. And then in the VR one with the same people, we picked up another 14,” explains Safety Innovation Expert, Scott McMillan. Now VR is a standard part of any complex design process at Melbourne Water.

Training offered via VR simulators

Virtual Reality simulators use emerging technologies to make the training as engaging and memorable as possible. Innovations range from simulating the pressure needed to respond to a snakebite injury, to complex team exercises to safely isolate an ozone generator. Simulators are especially useful in time-critical or high-risk situations or scenarios that are expensive to recreate. Melbourne Water’s confined spaces training simulator allows employees to experience the feeling of wearing a harness, hanging from a winch and operating in a confined space. Competency checks are built-in and the immersive experience embeds learnings.

Simplifying access to safety training & resources

Sometimes the simple solutions are the best. Providing easy mobile access to assurance checks and training modules helped Melbourne Water to more than double compliance in certain areas. The secret is getting the process right to begin with “taking a bad process and making it digital, or creating a VR process, just makes it worse,” says Gavin Kenny, Melbourne Water’s SHEQ - Service Delivery Manager.

Decode & declutter safety

Not all innovations need to be cutting edge. Some are about making safety procedures simple to comprehend, easy to use and accessible from anywhere.

Mobile apps replace lengthy paper-based manuals.
Risk profiles for chemicals are explained through colour-coding, rather than complex written documentation.
Permit applications are eliminated for all but the most significant jobs, freeing-up significant time for more important work.
Animated videos made safety issues easier to understand and minimised the barrier of literacy

The priority was making the system easy to use, instead of being easy to audit. “It's about efficiency and making things simpler,” says Mr Kenny. “Cutting out the bureaucracy frees people's minds to then think about what really is important... how to actually get this work done safely and efficiently -to protect people, assets and the environment.”

Make safety relevant & engaging

Safety is often seen as being boring, but Melbourne Water shifted that perspective. Emerging technologies, enthusiastic staff and a willingness to do things differently helped transform people’s attitudes. “We have tried to be a bit irreverent with the safety topic, while making it relevant. The way to do that, in my view, is to make it fun and use engagement as the bait on the hook,” explains Mr Tegoweth

Activities to build employee engagement include:

Home safety packs – Resources loaned to employees to help keep their own homes safe e.g. lead paint tests and carbon monoxide detectors “Safety doesn't just start and stop at work,” explains Mr Kenny.
On-site skin checks – saving lives through cancer prevention.
Safety 'whinge fests' - enabling people to get problems off their chests.
Safety song competitions – people have been surprisingly enthusiastic and creative in their contributions.

The energy and enthusiasm of the safety team created a snowball effect. “[It] infected people right across the whole business,” remarks Mr Tregoweth, “Safety was seen within our organisation as being fun and innovative. Ultimately that led to a more positive culture within our organisation.”

How to Include Digital to Elevate your 2022 Safety Strategy

95e1cefa@Shazamme.com (Shazamme System User) — Mon, 08 Nov 2021 05:21:02 GMT

How To Include Digital To Elevate Your Safety Strategy

As technology adoption in the workplace accelerates WHS and ICT strategies are becoming inseparable. Given this convergence it's surprising that very few safety professionals have a defined approach to integrate technology to improve WHS outcomes.

In this Safe Step webinar recording we highlight the importance of forging closer relationships between ICT and safety teams. We also discuss how to be more strategic with the implementation of emerging technologies for WHS

Watch this video to hear from Australia’s leading Safety Technologist, Cameron Stevens, to explore simple and effective ways to integrate digital into your safety strategy for 2022 and beyond.

By watching this webinar, you will:

Develop a clear path for how to integrate digital into your WHS strategy
Understand the importance of the relationship between ICT and Safety teams; and
Gain a stronger voice in responding to the emerging technology trends shaping the future of work

Speakers

Cameron Stevens

Safety Technologist | Founder, Safety Innovation Academy

Cameron is the ANZ Solutions Engineer for wearable technology start-up RealWear Inc. and the Founder of the Safety Innovation Academy. When not immersed in technology Cameron enjoys a cold IPA, single origin coffee and exploring the wonders of the natural world.

Ramtin Parvar

Principal Consultant | The Safe Step

Ramtin is a passionate and innovative Talent Acquisition professional with over 12-years experience. He specialises in HSE recruitment, focussing primarily on mid, senior and Executive level HSE roles.

Webinar - How can Employers Best Support Victims and Perpetrators of Domestic and Family Violence

95e1cefa@Shazamme.com (Shazamme System User) — Wed, 03 Nov 2021 05:39:12 GMT

How can employers best support victims and perpetrators of Domestic and Family Violence

On Wednesday 18th November, we were proud to host Elisabeth Shaw, CEO of Relationships Australia on our webinar ‘How can employers best support victims and perpetrators of Domestic and Family Violence’

Unfortunately, Australia has reported a growing problem with Domestic and Family Violence. However, thanks to the effort of advocates, we know that workplaces, colleagues, and leaders can play an important role in supporting victims. Many workplaces have implemented Family Violence policies and have frameworks in place in the event that a victim seeks help and requires support from their employer.

However, as HR and HSE practitioners, would you be prepared to have a conversation with a perpetrator of Domestic or Family Violence about their behaviour? This is an incredibly challenging area, but as society looks to minimise abusive and violent behaviour, it is a challenge colleagues in workplaces need to be prepared for, especially those in a HR or HSE function.

This webinar will explore how employers can support perpetrators in a sensitive way, encouraging accountability while also supporting and ensuring the safety of victims.

Vaccination: A shot in the arm for business

Wed, 27 Oct 2021 13:09:42 GMT

As Australia moves towards ‘living with COVID’, mass vaccination has given our economic recovery a real 'shot in the arm'. While different approaches exist towards vaccines, most organisations agree it’s important to have a clear roadmap going forward.

Alongside voluntary and mandated jabs, businesses are also looking at sector-based collaboration, customer vaccination incentives, rapid antigen testing, booster shots and other complimentary measures to support workplace safety and business continuity.

Read on to learn about some of the different measures employers are taking to keep their workplaces safe and prepare for pandemic-related challenges in 2022.

Encouraging voluntary vaccination

Vaccination in the workplace is a complex and contentious issue. Rules and mandates vary across regions and sectors, with public sentiment shifting at rapid speed throughout the year. In many cases businesses have been left without a clear steer from Canberra. HSE professionals have been required to unpack the risks and requirements, then implement new policies and procedures.

Many employers have adopted a ‘carrot’ approach to encourage voluntary uptake. Incentives include paid leave to get vaccinated and sick leave for people suffering the ill-effects of the jab. Telstra is giving fully vaccinated staff 200 ‘appreciation points’ (worth approx. $200) to use in an internal online store. National Australia Bank is going down the charitable route, matching employee vaccinations with jabs donated to children in neighbouring countries like Fiji and Papua New Guinea.

Many Australian businesses such as Virgin Australia and Transurban are running compeitions to incentivise customers to vaccinate.

Making vaccinations mandatory at work

Having already experienced significant disruption to their Port Botany facility due to COVID, Stevedores DP World recently announced that it would require 1800 employees and contractors to have received their first vaccine by mid-October and a second dose no later than 15 November. Speaking to the Financial Review, CEO Andrew Adam said the company need to ensure employee safety and maintain business continuity “as a critical part of the Australian supply chain”.

Qantas has opted for a staged approach to compulsory vaccinations (mid-Nov for frontline workers and 31 March for the remainder of employees). They have provided consideration for individual circumstances by allowing for documented medical exemptions. In a 360-degree approach, they are also incentivising their customers to vaccinate by offering discounted flights and free Qantas Points.

Whilst still seen as risky, blanket mandates have started to become more common in the latter half of 2021. SPC was one of the first to issue vaccine deadlines to workers and has recently made their Mandatory Vaccination Response Plan readily available for others to learn from and adapt.

Cross-sector cooperation is important for positive outcomes. We at The Safe Step, for example, are facilitating sector-based working groups to share thinking, coordinate approaches and ensure alignment across a broad industry-based approach. Please reach out if you would like to know more about this initiaitive.

Managing employee and customer vaccination status has been a challenge for many organisations in 2022.

The value of HSE during COVID

In 2021 we have seen a noticeable increase in the demand for Work Health, Safety & Environment (HSE) professionals to keep workplaces safe.

The pandemic has certainly created a strong platform for health and safety issues. The increased focus on HSE has resulted in increased opportunities at every level of the HSE job market , but especially for those in the early to mid-career stages.

We are seeing strong demand for HSE Advisors, mid-career WHS roles, COVID-response specialists (permanent/contract) and roles based in regional areas.

What lies ahead in 2022?

Business continuity – Learning to live with COVID will certainly have it’s challenges. Employers will have to grapple with the impacts of periodic shut-downs, waning compliance of safety measures, the need to replace infected workers at speed, changing consumer habits and a range of other complex factors.
Workforce instability – In the USA, the latest JOLTS report (Job Openings and Labor Turnover Survey) indicates 4.3 million workers left their jobs in August 2021. Many expect ‘The Great Resignation’ will soon hit Australia and come at a great cost to employers who have not taken appropriate measures to engage, retain and develop their people in 2021.
Legal challenges & compensation – Many are waiting to see how test-cases against vaccine mandates play out in court. The issue of compensation for a positive COVID-19 diagnosis is directly attributable to work, or an adverse reaction to a work-mandated vaccination is likely to arise in the coming year.
Rapid Antigen Testing – Quick to administer and suitable for high-frequency workplace screening, but not as accurate as laboratory PCR tests. Long-term use of rapid antigen testing in the workplace is expensive and onerous for employers to maintain.
Booster shots – In 2022 large organisations are likely to host on-site or near-site vaccination hubs offering booster shots to ensure COVID-protections remain at the highest levels and account for new variations of the virus.
Changing sentiment & advice – Businesses will have to continue adapting at break-neck speed as government and health advice changes across States, Territories and global regions. Sentiments of staff and customers are also likely to evolve over time. Ongoing consultation and communication will be key for employers to keep their finger on the pulse.
World vaccination – New COVID variants are expected to develop in unvaccinated populations, so some Australian businesses have pledged financial support to GAVI to provide COVID vaccinations to low-income countries. In doing so, they will help boost global protections and ramp-up Asia-Pacific’s economic recovery.

What’s your path?

Throughout 2021, businesses have taken a range of different approaches to minimise risk and keep workplaces operating safely and profitably during the COVID pandemic. Some are forging the way with mandatory vaccinations, while others are watching on with interest. All are trying to cope with the speed of change, while responding sensitively and carefully to the importance and complexity of the situation.

What path has your business chosen to lead you out of COVID? We’re keen to hear more.

Looking for a new role? Search HSE jobs

Need help filling a position? Contact Us for assistance.

Useful links

When dealing with the issue of COVID vaccinations and work helth and safety, it’s important to refer to the latest government advice, seek legal guidance and consider your individual circumstances.

Fair Work Ombudsman
Safe Work Australia
The Therapeutic Goods Administration
Australian Human Rights Commission
COVID-19 vaccine claims scheme
SPC's Mandatory Vaccination Response Plan
Relevant State and Territory governments governing your workplace(s)

HSE Community Insights - Christine Di Stasio

Wed, 13 Oct 2021 13:10:42 GMT

Senior independent HSE contractor Christine Di Stasio reflects on the impacts of the COVID pandemic on health and safety and looks ahead to the opportunities available for the profession in 2022.

Watch the video below to learn more, or continue scrolling to read the key take-outs.

Think Safe: A focus on mental health

Mental health will be a key area of opportunity for improving health, safety and wellbeing in 2022. “Physical safety is something we know well,” says Christine Di Stasio. “But the gap, I believe, is still in mental health and the impact of mental health, where culture plays a large role in how people perform.”

There needs to be a resounding focus on mental health and wellbeing in 2022 and beyond.
Mental health and wellbeing is highly correlated with an emotional commitment to an organisation.
There’s an increased need to measure engagement and monitor people's health. Going forward KPIs may need to include mental health and wellbeing.

Think Wellbeing: Transitioning back to the workplace

People have mixed feelings about return to the office. A key challenge for 2022, will be successfully transitioning people back into the workplace.

Flexible work is here to stay. Don’t restrict yourself to a limited vision of your organisation. Embed flexible arrangements.
Make the office a place where people want to spend time.
Building trust and measuring engagement is essential.
If organisations get wellbeing right, employee engagement comes more easily.

“It's about also building trust through information and consultation, something that health and safety professionals are very good at doing,” Di Stasio believes.

Think Wellbeing: Transitioning back to the workplace

People have mixed feelings about return to the office. A key challenge for 2022, will be successfully transitioning people back into the workplace.

Flexible work is here to stay. Don’t restrict yourself to a limited vision of your organisation. Embed flexible arrangements.
Make the office a place where people want to spend time.
Building trust and measuring engagement is essential.
If organisations get wellbeing right, employee engagement comes more easily.

“It's about also building trust through information and consultation, something that health and safety professionals are very good at doing,” Di Stasio believes.

Work Safe: A whole-person approach to wellbeing

A person’s wellbeing must encompass a total body and mind approach. As well as focussing on getting employees moving and eating well, mindfulness programmes and other mental-health initiatives are aimed at psychological wellbeing.

“One of the nice things that the team organised was to 'pay it forward',” explains Di Stasio. “If someone rings you, then you ring them and you have a care conversation. So it was just really simple connections with people around the ‘mind’.”

New initiatives implemented in 2021 include:New Paragraph

A ‘Move, Mind and Munch’ programme to support of good nutrition, physical and mental health
Initiatives to lift physical health during lockdown with competitive activities such as STEPtember
Targeted RU OK? mindfulness sessions for People leaders
Staff recipe collections to help with nourishment

Be Safe: Listen & look for practical solutions

The COVID pandemic has created a strong platform for health and safety issues. Engagement is high, with people’s own interests sitting at front of mind.

While workplaces and attitudes of workers have changed significantly, the day-to-day requirements of the job will remain largely the same.

“I think the most important thing that we can do is have that care factor with our people, remain highly engaged, listen and look for practical problem-solving with organisations,” says Di Stasio.

HSE Community Insights - Megan Hopkins

95e1cefa@Shazamme.com (Shazamme System User) — Thu, 30 Sep 2021 13:11:31 GMT

Megan Hopkins, Group Manager OHS & Wellness at St John of God Healthcare shares some of the impacts 2021 has had on the organisation and what opportunities exist for 2022. Watch the video below to learn more, or continue scrolling to read the key take-outs.

Think Safe: A focus on wellness

The pandemic has created an overwhelming sense of tiredness amongst many Australian healthcare workers. Increased sick leave and greater reliance on agency workforce are two indicators of the strain being felt.

To combat burn-out and fatigue St John of God Healthcare has undertaken an organisation-wide focus on wellness. The priority being to get workers to care for themselves, in order to be able to care for others.

“Wellness is multifaceted,” says St John of God Healthcare’s Group Manager OHS & Wellness, Megan Hopkins. “It needs to be constant in our messaging and constant in our consciousness”.

Some of the wellness measures in place to support workers include:

A mental health first-aid network comprising of around 250 people
Pastoral care service workers
An EAP program that looks after managers and their teams
Wellbeing champions within the organisation
Support sessions run by a mental health CEO
Online articles addressing mental health, healthy eating, exercise, sleep and all the basics of keeping well
Bespoke responses, tailored to new/specific situations within the organisation as they arise

Work Safe: Getting respirators right

PPE has been a key issue for St John of God Healthcare since the COVID pandemic began. The organisation’s safety focus for 2021 has been respirator fit.

“The great thing about this project is that ensuring people are provided with the right equipment and a sense of safety,” advises Megan Hopkins. “The downside (and something we didn't anticipate or foresee) is those that don't get a fit... because sometimes people's faces do not fit the respirators. The anxiety that comes from that is huge”.

Getting respirator rollout right has involved:

Understanding State health department guidelines and advice across three jurisdictions
Ensuring practices are current, as circumstances change
Testing thousands of high-risk workers for ‘best fit’ against six different types of respirators
Developing pathways for workers who’s faces don’t properly fit respirators including redeployment to areas with a lower risk, or working from home.

Be Safe: Safety monitoring & measurement

As healthcare organisations navigate their way through the impact of COVID in our workplace, traditional approaches to monitoring safety need to change.

According to Megan Hopkins this might mean thinking outside the box, “Instead of reporting and recording, I don't know... percentage training records on manual tasks, we may need to refocus, manage and monitor the training on PPE and respirator use and infection control.”

Monitoring indicators for infection control is another key area of concern for workplace safety. “Flags and indicators might be such things as sick leave; number of COVID cases in our community; number of COVID cases in our hospitals; number of workers stood down and what does that do by default, by rising risk in other areas."

5 key learnings that helped me become a CEO

wow@shazamme.com (Default Author) — Wed, 15 Sep 2021 11:04:43 GMT

Like all careers, mine has had it’s ups and downs. I have worked with some fantastic people, had loads of fun, enjoyed success and made plenty of mistakes.

The journey to CEO hasn’t always been plain-sailing but my missteps have been critical learning opportunities. After all, the only real mistake in life, is the one from which we learn nothing.

Read on to learn about the mistakes that have had an impact on my career and discover the 5 key learnings that helped me become a CEO.

Be yourself

Early in my career I was surrounded by some big, inspiring personalities. I set out to impress them and became a sponge... listening, learning and copying other people’s formula for success. I took-on new ways of working and in doing so, began to feel like a fish out of water. Before long, my motivation was sapped and I started questioning my choice of career.

The light-bulb moment came when I realised that I was pretending to be someone else at work (and damaging my ‘real’ self in the process). I made a conscious effort to stay true to my personality, values and ways of working. When I did, the dynamic with colleagues and customers improved, my confidence increased and my engagement lifted. Success quickly followed.

This lesson continues to resonate strongly today. As a senior leader it is critical for me to remain authentic. This encourages others in the workplace to be authentic too, and thereby encourages diversity and psychological safety within the business. Staying true to myself also helps me to maintain the energy and drive needed as a CEO.

Achievements can come in many different forms. Finding your own path is the true key to success.

Questions before answers

As I progressed into more senior roles, I aimed to not only be one of the highest performers, but also manage a team of high performers. To begin with, I thought leading meant having all the answers. Being a manager was about solving problems, right? Wrong.

Reflecting on my own career, I realised my biggest opportunities for growth came from leaders asking questions. What do I think of Y? What would happen if we did X? Through careful questioning they got me thinking differently and helped me find my way to a solution... far more satisfying and illuminating than being given the answer on a plate.

In applying this same ‘question before answer’ approach with my team, I found that we came up with a greater variety of new ideas, process improvements and efficiencies. We embedded learnings and effected change far more efficiently than a top-down approach.

“Give a person a fish, you feed them for a day.

Teach a person to fish, you feed them for a lifetime.”

Focus on culture

In a sales-based environment like recruitment we often place a heavy emphasis on numbers and financial results. No doubt these are an important, if somewhat easy measure of success. What’s harder to define, but more crucial to achieve, is a culture of care .

For me, culture is about the intangible elements of the business. The invisible stuff that glues us all together... shared values, ways of working and a clear, collective purpose. Culture is hard to map-out and measure, but get it right and magic happens!

Within a fun, safe, collaborative and trusting environment people will thrive. From there, ideas flow, strategies form, executions land and results follow as a matter of course.

Try jumping straight to the finish line and you may well deliver great results... but only here or there. Focus on culture and people and you will create a highly engaged team that deliver results consistently. This has been a key learning that helped me on my path to CEO.

Complement, not clone

In my younger years I was drawn to working with people like me. Somehow it seemed easier to collaborate with like-minded individuals who shared similar ideas, processes and ways of working.

Over time, however, I realised that this narrow view was limiting my success. As I began to encourage more diversity within my teams, I came to benefit from a broad range of capabilities and viewpoints.

Now when the business is looking to hire, we don’t seek a clone of what’s been successful in the past. We look for an individual who complements the existing team, aligning with our values, but bringing a unique set of skills and experience all of their own. We consider how a new team member will bring new ideas, new energy and new ways of working. We do this because we know we can learn as much from them, as they can from us.

When working with other senior business leaders, I encourage them to surround themselves with people who will in turn enable them to grow and achieve their goals.

“My team has skills that complement my own.

Their strengths fill my gaps,

enabling us to succeed together"

Seek broad horizons

II am proud of having strong connections to people from all walks of life. It keeps my thinking fresh, exposes me to innovations in other sectors and stops me getting stuck in a rut. Best of all, it gives me greater empathy and understanding of others.

My network extends from former students and disadvantaged kids, to leading CEOs of multinationals. I talk regularly to people working in agriculture, education, professional services and elite sport to name a few... we all have something to learn from each other.

I didn’t always think this way. Initially I was more concerned with what my network could do for me, than what I could do for my network. Who would make a good contact? Who could teach me something?

Later, I realised strong and lasting networks come from helping others, without expecting anything in return. I recall watching a video (yes video!) called ‘Pay it Forward’ which cemented this way of thinking and continues to remind me that small acts of kindness can accumulate and grow to make a big difference. ‘Paying it forward’ might be as simple as connecting like-minded souls, offering to mentor someone, or volunteering for a worthy cause. Look to the horizon and see where it takes you.

The lessons continue...

Becoming a CEO isn’t about being ‘right’ all the time. I’m certainly not perfect (as my kids often remind me). Admitting that we’re fallible and being open about our errors is a powerful way of fostering growth and psychological safety.

We all make mistakes. It’s how we respond to them and what learn from them that is a true measure of our success. My missteps have certainly helped make me a better person and helped me become the CEO I am today.

I look forward to continuing my learning journey and I would love to hear from others about their own learnings. What has and hasn’t worked for you?

Aaron Neilson is CEO of The Next Group of businesses including The Safe Step, The Next Step and The HR Space. As a highly regarded business leader, Aaron provides search and talent acquisition services to many of Australia’s leading corporations.

Author: Aaron Neilson Date published : 15/09/2021

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Ethics & Safety Tech: Responsible Safety Innovation

95e1cefa@Shazamme.com (Shazamme System User) — Fri, 10 Sep 2021 05:22:38 GMT

Technologies, new and old, have both ethical and human rights impact. Where do we draw the line between saving lives and protecting privacy? Can we expect intelligent software to be moral? Do we accept giving up some of our privacy to improve our health and wellbeing? And if giving up some of our personal liberty is the price we have to pay to interact with machines to save lives, is our workforce willing to do it?

In this webinar, leading Safety Technologist Cameron Stevens will help you to:

- explore current ethical challenges with implementing #safetytech

- get practical tips on how to support responsible safety innovation

Cameron Stevens is a health and safety professional dedicated to step-changing health and safety performance with emerging technologies and is considered Australia’s leading Safety Technologist and Safety Futurist. Cameron is the ANZ Solutions Engineer for wearable technology start-up RealWear Inc. and the Founder of the Safety Innovation Academy. When not immersed in technology Cameron enjoys a cold IPA, single origin coffee and exploring the wonders of the natural world.

Wearable Technology to Improve Safety: A guide for HSE professionals

Tue, 24 Aug 2021 13:16:46 GMT

Digital disruption of the workplace is well under-way and HSE professionals need to properly appreciate the risks and rewards of emerging technologies. Body cameras, smart glasses, wearable tablets and other wearable safety devices are likely to be the next big thing in safety.

Employers are on the look-out for HSE professionals who understand how to leverage technology to provide new insights and reduce risk. Digital literacy and change management experience related to introducing safety wearables in the workplace are highly valued.

Read on to learn more about wearable computing and discover how to source the right technology stack for your business.

Wearable computing in the workplace

Cameron Stevens, founder of the Safety Innovation Academy became interested in wearable computing when he encountered the limitations of dashboard due-diligence. “I would collect all of this data and fundamentally all the board would see would be a dashboard,” he explained in a recent Safe Step webinar . “That dashboard didn’t really provide a true understanding of the context of those hazards and those risks in the business. It certainly didn’t unpack exactly what was happening with the status of the controls.”

Wearable computing, on the other-hand, provides an extra layer of nuance and context around risks and safety issues. Body cameras can help them see, hear and empathise with workers on the ground. From in-field trouble-shooting, real-time risk assessment, incident evidence collection, digital auditing and safety tours… the possibilities are endless.

Compelling, live audio-visual data helps decision-makers understand the true context of business challenges and give them safe, easy access into worksites they may otherwise have difficulty getting to. Mines, hospitals, construction, heavy industry and worksites in remote locations can all benefit from using wearable computing.

Workplace safety wearables

Wearable computing must be fit-for-purpose, provide high-quality information and be tailored to your individual business needs and work environment. There are a number of things you should consider when making a selection:

PPE - Body cameras and other wearable computing should in no way compromise other personal protective equipment being worn by your workforce. Consider the use-case context before purchasing technology. How will gloves, hard hats, face masks, eyewear and other PPE impact the fit and function of your technology?
Situational awareness – Wearable cameras should not interfere with a person’s eyesight, peripheral vision or ability to interact with their work environment.
Physical burden – Consider the weight of device. Try to limit extra weight around the head, neck and shoulders. Is the set-up suitable for different body shapes, eye dominance and facial features? Will it contribute to eye fatigue? Do cables or the heat of the device pose a risk to the user?
Privacy – Workers are familiar with carrying around powerful cameras inside their mobile phones but privacy can still be an issue. Some workplaces won’t welcome the intrusion of body-mounted cameras.
Worksite – Will kit be used indoors or out? Your worksite location will impact the size and brightness of the display. How will chemicals and other hazardous materials affect the technology? Look for rugged splash-proof, drop-proof equipment that’s fit for purpose and built to last.

Choosing the right tech-stack

When developing a business case for wearable technology it’s important to work closely with your IT department. Hardware, software, connectivity and maintenance all have a part to play in forming the right solution.

Safety Technologist Cameron Steven’s tips for choosing the right tech:

Frame rates – Head-mounted solutions should have a minimum 30 frame rates per second. This will prevent the footage from being ‘jittery’ and stop the person watching from feeling seasick.

Noise cancellation – Machinery and high-noise environments can impact the quality of a call. Look for noise cancellation features.

Image resolution – A 16-megapixel camera will give you enough clarity to perform remote assessments. A 720p resolution will be decent, 1080p is even better. For the best quality images aim for 4K streaming which will make you feel like you are physically on site.

Software – This will be dependent on the connectivity of your worksite and can range from Zoom or Microsoft teams to purpose-built software with special video codecs for remote locations.

An example of wearable computing - RealWear's hands-free wearable computer for industrial workers.

Are you ready for change?

When it comes to trialing new technologies in the workplace, change is often the hardest part.

HSE professionals should ensure they have strong digital literacy skills before embarking on such a project. Change management experience will also be of benefit when trying to bring businesses along for the journey.

Understand the costs. A wearable interface is going to cost around $2,000 - $3,500 per unit once you’ve got everything you need. Roughly the price of a laptop.
Engage the business early-on . Have open conversations to understand areas of concern. Some workplaces may consider cameras intrusive or have fears about security. Anticipating barriers will help you to overcome them.
Understand use-case requirements. It’s important that any new technology (the hardware, the software and the connectivity solutions) solves a business problem and meets your use-case requirements. Being innovative is not enough in it’s own right. You must add value.
Balance opportunity with risk. Could your business gain an advantage by leveraging digital disruption? There are definitely risks associated with wearable technology, but what are the rewards of being an early adopter?

Learn more about making a business case for technology by watching this webinar .

How can we help?

Emerging technologies will have a growing impact on the role of the HSE profession. Businesses that use advances to connect the boardroom with the front line stand to gain a competitive edge. Leaders who familiarise themselves with the trends and are digitally literate can properly appreciate both the risks and rewards of introducing wearable computing and other tech trends.

If you would like more information about implementing wearable computing from Cameron Stevens, or would like information on other emerging HSE trends, please reach out to your Safe Step consultant.

And remember… technology is only as good as the people who operate it. Speak to us if you are looking to Buy, Borrow or Build the HSE capability in your team.

Ramtin Parvar is a Principal Consultant within The Safe Step Melbourne team. Ramtin focuses on mid to senior level recruitment of HSE professionals.

Powerful team performance insights from caring CEOs

wow@shazamme.com (Default Author) — Tue, 10 Aug 2021 11:03:55 GMT

Powerful team performance insights from caring CEOs

In this webinar recording Graeme Cowan, Director of R U OK? and host of The Caring CEO podcast shares valuable insights from proven leaders who strive for a culture of high performance AND a culture of care. We also hear directly from Pat Grier, former CEO, Ramsay Healthcare.

By watching this webinar you will learn:

The 5 qualities of caring leaders who get amazing results
3 brilliant one on one questions every leader should be asking
How Ramsay Healthcare built a culture of care that outperformed the ASX 15x in total shareholder returns

We also share insights from CEOs like Mike Schneider, CEO, Bunnings, Amanda Yeates, Deputy Director General, Department of Main Roads and Emma Hogan, Secretary, Department of Customer Service.

About the speaker - Graeme Cowan

Graeme Cowan helps future-ready leaders build more caring and resilient teams, who enjoy growing together. This year he has been interviewing CEOs for The Caring CEO podcast. He shares some of their insights in this webinar. Graeme is a Board Director of R U OK?, a professional speaker and the author of 5 books.

About the speaker - Pat Grier

Pat Grier grew Ramsay Healthcare from 12 to more than 100 hospitals during his 20-year tenure. Pat introduced and developed a very special culture called the Ramsay Way, that became one of the main reasons for the success of Ramsay Healthcare.

About the host - Jo Skipper

Jo is Managing Director of The Next Step. She partners with the executive HR community to source exceptional talent across contract and permanent positions. Jo has a deep understanding of, and interest in, change management and total reward specialisations.

Author: Jo Skipper Date published : 10/08/2021

How to be a caring leader who gets amazing results

wow@shazamme.com (Default Author) — Mon, 09 Aug 2021 11:04:25 GMT

A culture of care is key for high performance

The pandemic has turbo-charged digital disruption meaning organisations have had to learn and adjust at a rapid pace.

Fostering care and connection is paramount. Teams must feel properly supported to successfully navigate unprecedented change.

High performance teams are best created by taking a humanistic approach. This means creating a safe psychological environment where your can flourish and be the best that they can be.

If just one person is hampered by unhappiness or uncertainty, then the whole team, in fact the whole organisation, can be compromised.

Qualities of caring leaders

Caring leaders tend to be humble. They share the credit and talk about team members, not staff or employees. Believe the whole is bigger than the sum of it’s parts.

Empathy is another key trait in a caring leader. Many high-performance CEOs are personally involved in wellbeing teams within their organisations. Amanda Yeates, Deputy Director General. Dept Main Roads and Transport QLD is so passionate about the wellbeing of her team members she chose to become the Chair of their Wellbeing Committee.

In a recent Next Step webinar, Powerful Team Performance Insights From Caring CEOs , Graeme Cowan identified three key areas of 'care' that leaders needed to invest in. Leaders must care for themselves (this is easier said than done), their crew and those in the ‘red zone’.

Ultimately, Graeme believes, people need to know that a supervisior or someone in their workplace appreciates and supports them.

Case study: ‘People Caring for People’ - The Ramsay Way

Pat Grier grew Ramsay Healthcare from 12 to more than 100 hospitals during his 20-year tenure. Pat and the Ramsay team developed a very special culture called the Ramsay Way.

By focusing on People not Revenue, he improved staff satisfaction, transformed the industry, reduced injury rates and over time and created a business that outperformed the ASX 15x in total shareholder returns. Commercial success came from valuing strong relationships, striving to conslantly improve and through sustainable growth.

Pat Grier’s top tips for creating a caring culture:

The 80% rule . Focus on the best 80% (not the worst 20%) of a person. “It’s what you concentrate on, that you become good at,” says Grier. “We look for goodness, rather than gaps.”
Have a vision . This brings everyone together and maps-out the way forward. Ramsay Health Care came up with a slogan everyone could relate to: ‘People Caring for People.’
Focus on people . By making Ramsay’s people the product, the organisation got better and better at helping each other. “It’s amazing to see how this flourished,” says Grier.
Culture takes time . Don’t expect a culture of care to develop overnight. Use tough times and channel them into growth. Long term investment is key.
‘We’ organisation . Talk about ‘we’, not ‘I’ to recognise everyone’s efforts and make people feel a part of something bigger.
No fear . Rotten apples can demotivate others and should be encouraged to move on to an environment that better suits them.

3 questions caring leaders should ask

R U OK? Director Graeme Cowan helps future-ready leaders build more caring and resilient teams. According to Graeme, there are three questions caring leaders should ask all the time:

- Do we feel connected? Do team members feel like they have each other’s backs and belong.

- Do we feel safe? Can your people be themselves at work? Are they able to try new things safe in the knowledge that they won’t be punished or sacrificed.

- Do we share a future? Can your teams work together to co-create our future.

"If we get this right, we get growth, resilience and reduced risk," says Graeme.

Building high-performance teams

Pat Grier, the ever-so-humble CEO, never proclaimd to be the smartest person in the room. For him it is far more important to be surrounded by great people. In these VUCA times it is proving to be even more essential that leaders surround themselves with the best team they can.

The HR and HSE recruitment market is experiencing a significant upswing in demand to respond to the VUCA challenges ahead (volatility, uncertainty, complexity, and ambiguity). It is therefore even more critical organisations hire the right talent to meet these opportunities head on.

If you are looking to for HR & HSE talent or thinking of exploring career opportunities come and speak to the specialists. We have 23 years understanding organizational needs and matching the best candidates.

Jo Skipper is Managing Director of The Next Step. She partners with the executive HR community to source exceptional talent across contract and permanent positions. Jo has a deep understanding of, and interest in, change management and total reward specialisations.

Author: Jo Skipper Date published : 09/08/2021

Looking for a new role? Search HR jobs

Need help filling a position? Contact Jo or your Next Step consultant for assistance.

HSE Community Insights - Kim Grady

Wed, 07 Jul 2021 13:17:36 GMT

What are the key trends and opportunities for HSE professionals in 2021? We asked Australia Post’s Head of Group Safety, Wellbeing and Governance, Kim Grady to share some of her learnings.

Top opportunities for HSE professionals in 2021

Use a rigorous, evidence-based framework to guide who you partner with in the highly fractured wellness space.
Capitalise on the many connections you have made during COVID-19. Use these to new relationships to accelerate your plans. Recent events have given you a platform to do things you wouldn’t have had otherwise.
Get up to speed with the latest technology – it’s advancing rapidly and giving tech-savvy organisations a real edge.

Key capabiliities for HSE professionals

Influencing and relationship building is the absolutely key to success. Build trust and repour quickly to understand what’s driving your stakeholders.
Creativity is an important skill – don’t be limited by compliance and rule-based approaches. Foster creativity to come up with innovative solutions. view things from different perspective.
Commerciality you need to understand the business strategy, what’s driving the operational leaders and the commercial imperatives of the organization.

HSE trend 2021

Attitudes to wellbeing in the workplace are shifting considerably. “We’re seeing a move from the yoga and fruit bowl approach to wellbeing to a much more holistic view” said Australia Post’s Head of Group Safety, Wellbeing & Governance, Kim Grady.

Across the HSE community a lot of people talking about the importance of psychological safety. Businesses are placing a priority on creating safe spaces for people to speak up and be themselves at work is very important, but the issue is broader. “Psycho-social risk and tailored approaches to the sorts of risks that might exist in your organisation, through to tackling job design and manager relationships is really important,” says Kim Grady.

Demonstrating Health & Safety Due Diligence with Wearable Computing

95e1cefa@Shazamme.com (Shazamme System User) — Mon, 28 Jun 2021 05:23:30 GMT

Demonstrating health and safety due diligence with wearable computing.

n this webinar Cameron Stevens, Australia's leading Safety Technologist & Safety Futurist takes a deep dive into wearable computing for health and safety professionals. We will guide you through the technology suite required to successfully conduct remote audit, assurance and real-time due diligence.

In this webinar you will learn about:

- Risks and rewards of wearable technology

- Hardware design considerations

- Minimum software and connectivity requirements

- Minimum video resolution, frame rate and audio quality for optimum user experience

- Change management considerations

HSE Community Insights - Alison De Araugo

95e1cefa@Shazamme.com (Shazamme System User) — Fri, 28 May 2021 13:20:10 GMT

Alison De Araugo – Head of Health Safety & Wellbeing at Estia Health

Alison is senior health and safety leader with experience across a diverse range of industries, with a passion to improve health and wellbeing outcomes and drive sustainable business performance. An engaging and collaborative leader who enjoys building strong partnerships and effective teams.

What do you think the 3 biggest opportunities that the HSE profession are faced with in the constantly changing world of work?

The impact of the COVID-19 pandemic on the world of work is significant and far reaching for many industries. The pace of change is unlike anything we have seen before and the challenge for the health and safety profession is to be agile and work at pace. It has also raised the profile of health and safety and highlighted the value the role can bring to an organisation and as a profession we need to seize that opportunity.

We also need to be alert to how we as a profession evolve with the changing world of work and be enablers for positive change that can make a difference to not just safety performance, but business performance.

Addressing the increasing psychological risks and mental illness requires holistic and systematic approach across an organisation. The health and safety profession is well placed to influence this, however, to do it effectively requires collaborative partnerships across people functions, with mental health experts and strong consultation with operations.

What are the top 3 capabilities required in your view for success in the future?

Being able to build strong and collaborative partnerships and really understand your business so that you can influence meaningful change and deliver programs that are effective.

Ability to design for the end user and make safety simple – always consider, how does this help our people to be safe.

Innovation and being able to bring new ideas to an organisation and not only from within your industry – but looking further afield. Be curious!

Looking back over your career, if you could change one thing, what would that be?

Some of my best learning and growth has come from experiences where things did not go to plan. It is important to recognise that you don’t always need to have the answers.

What is innovative about the organisation you are working for?

Working in Aged Care the past 12 months has been predominantly focussed on our COVID-19 pandemic response and the Royal Commission. The industry is facing significant workforce challenges that do impact on safety. It is exciting to be part of a broader people and culture team who are working collaboratively on a number of innovative ways to address the workforce challenges that we face now and into the future.

How does your organisation stand out in a talent short market?

wow@shazamme.com (Default Author) — Tue, 11 May 2021 11:03:36 GMT

In case you haven't heard: the job market is currently booming. Record-levels of health and safety jobs were advertised in 2022. With so many opportunities available, it can be difficult for employers to stand out from the crowd and attract the best available talent.

Candidates that are active in the job market currently have a broad range of opportunities and can be very selective about what they pursue. Many HSE people are interviewing for multiple roles at the same time and may be considering multiple offers.

These factors create a true war on talent, As such, it's now more important than ever to think about what differentiates your opportunity and your organisation.

Why work for "us?"

The concept of an Employee Values Proposition is not new, but it is now more important than ever to think about your unique internal offerings that attracts, engages, and retains top talent for your business. When done well, an EVP can also elevate your employment brand, thereby making your business a more desirable place to work.

This can be a big drawcard for potential new employees — especially as many candidates are prioritising a business whose goals and values align with theirs. Before even putting through an application for a role, candidates will do their research on the company, leader, and team so having a solid and defined EVP means that you are making a first impression that will last.

Benefits — more than just a number!

While the market is becoming tight for talent, salaries are certainly creeping up to try and pip the competition at the post. However, salary is not the only motivator for great talent. Candidates are wanting to know more about the broader benefits that an organisation will offer: for example, supplementary compensation (eg. gym memberships, health insurance), Diversity and Inclusion initiatives, parental leave, volunteer days, and more.

What stands out even more are organisations that can demonstrate their offering of clear, structured development pathways and training opportunities. I have spoken to many stand-out candidates who are willing to take a sideways step if an organisation will empower them to learn, provide them with opportunity, and nurture their careers.

Feedback is fab!

A candidate’s experience while going through your company’s recruitment process always matters, but now more so than ever. The biggest pain point always comes back to feedback — or rather lack thereof.

Candidates will always recall a poor experience where they didn't hear back from an application, or even worse, have been ghosted after completing a face-to-face interview. By providing timely, meaningful feedback, candidates are more likely to apply for different roles in the future and speak highly of their experience to their friends and networks.

With the current market challenges, it's important to also keep the candidates who are progressing along informed and engaged with regular contact points as this could be a key differentiator while they are interviewing for multiple roles.

How can we help?

Working with a specialist recruiter can not only connect you to the right HSE talent from the outset, it can also make all the difference when it comes to managing and communicating during the hiring process. The Safe Step recruiters provide clear, transparent information to all parties assisting with open conversations and genuine engagement.

Author: Anica Weereratne Date published : 11/05/2021

HSE Community Insights - Wade Needham

95e1cefa@Shazamme.com (Shazamme System User) — Tue, 06 Apr 2021 13:21:00 GMT

Wade Needham – General Manager - Environment, Health & Safety at Fresh Country Farms of Australia

What do you think the 3 biggest opportunities that the EHS profession are faced with in the constantly changing world of work?

One, the EHS Profession has never been more in demand, yet I wonder in the current context are we making the biggest impact we could in an upstream, risk based approach. Often we wait for Regulators and Health Departments to provide compliance requirements rather than building our internal capabilities to withstand risks to our people and organisations. There was little from COVID19 which was not already written in Infection prevention control documentation and lessons learnt from prior pandemics, yet few went out and sought these sources of information to stay ahead of the pandemics curve. There are few new risks, yet many leaders, employees and organisations who haven’t navigated them prior.

Two, the interface with other Enabling Functions which has always been a contentious issue for me when I see those happy to sit in their silos and navel gaze. Yet to throw it back on ourselves in the current context, are we actively working with People and Culture & Legal functions on the issue of Occupational Violence and Aggression in the workplace to align on both a preventative and reactional approach? This will be one of the largest impacts we can have on our workplaces for the greatest amount of our employees outside of COVID19, it’s a great opportunity to show how a proactive, risk based approach can enable high performance teams and workplaces

Three, the intersection between EHS and ESG. Capital markets drive change, often faster and deeper than regulators yet are we watching capital markets closely enough to take advantage of the rise of ESG disclosures? I see few people commenting or networking on better indicators of health and illness/ injury and typically referring back to LTIFRs or activity measures of ‘safety work’. We need to lead with what works, is representative and showcases what has been learnt over the past 10 years in our field. Its one of the reasons why I took the role I am in now.

What are the top 3 capabilities required in your view for success in the future?

One, understanding who to learn from and when & where to learn Capabilities. Key questions for readers are; Are you learning to use low code / no code? Are you learning from practise and leveraging a coach? Do you understand the different ESG disclosure frameworks? If you answered no you may want to do some rapid reading on how to leverage your skillset and 10x your output and capabilities. If you want to earn more and gain larger more impactful roles, solve larger problems for stakeholders.

Two, understanding how to quickly determine what is material at different levels of an organisation (and within functions), and how to create impact. This will never not be top three, work hard at honing your knowledge and skills (Hint – take a look at ForgeWorks content)

Three, How to integrate within and work with specialty disciplines which can affect EHS ie Workforce Scheduling, Hygienists, Workers Compensation, Psychologists etc. As an individual you will never be enough to be all things to all people. Can you outline how you work along the Employee journey from hire to exit and how you impact their trajectory? People Risk gets bandied around a lot yet it’s a useful frame to reposition activities along a different continuum, one which is time phased and one which puts the employee at the centre of what we do and can enable. Find good service providers and learn and partner with them deeply.

Looking back over your career, if you could change one thing, what would that be?

To be more patient with myself, sometimes being passed over for an opportunity is often the best thing that can happen. Often this has provided motivation to deepen my craft and reflect upon why I wasn’t successful. You often will find that being ‘ready’ is more about relationships, outcomes and networks that you may want to admit. Organisations are socio technical systems, and not all things are merit based nor linear in trajectory.

What advice would you give to someone starting out in EHS today?

Networks matter, shoot your shot and ask questions of those outside of your company (and industry) to build rapport and knowledge. If you ask, people respond. Most want to give back to an industry which has afforded them opportunity and success, tap into this.

Pregnancy in the Workforce

wow@shazamme.com (Default Author) — Tue, 06 Apr 2021 11:03:30 GMT

As a Recruitment Consultant, I often have conversations with women who are returning to the workforce after maternity leave, which often ignites a range of thoughts and emotions. Soon to be going on maternity leave for the first time myself, I have been reflecting on these conversations even more as I navigate this uncharted territory. Some of stories that women have shared with me have been very positive, and others, not so unfortunately.

The journey itself of pregnancy can be a daunting experience with so many factors coming into play; add work into the mix and it can present a whole other range of potential concerns such as finding the right time to tell your employer, managing your pregnancy symptoms at work, and discussing your return-to-work plan.

More often than not, I have heard from professional women that informing their workplace about their pregnancy was usually fuelled by anxiety around the unknown of how their employer will react, sometimes coupled with a sense of guilt for taking time out of work. Australia today, has come far with pregnancy in the workforce, however, there certainly is still a way to go, especially in some industries. The fact that there is still this trepidation surrounding pregnancy in some workplaces is something that needs to change.

In my daily conversations with clients, I am hearing more and more businesses implementing some excellent parental leave policies. Interestingly and encouragingly, an increasing number of these businesses that are stepping up to the plate are more blue-collar environments consisting of a typically higher male-dominated population, in the bid to bridge the gender gap in the workforce. These parental leave policies are empowering both women and men, ensuring that a safe and transparent environment is fostered in relation to pregnancy. We should be celebrating new life, not fearing it!

I recently read a small personal account from a woman in the workforce on LinkedIn who is a civil engineer with two infant children. She describes her demanding work schedule, which begins mostly at night after she puts her children to bed and heads off to work. She explains various opinions that people dished out, advising she should be home at night with her children and essentially should give up her career. She states that the reason why she does what she does is purely because she loves her children and wants the best for them. She wants to be an example for her children, especially her daughter, showing her that nothing should be off limits as a woman and mother. Workplaces should be applauding this mentality and creating an environment where it makes balancing work and personal life easier.

Returning to the workforce after maternity leave can be an overwhelming experience for mothers, and so you would hope for your employer to orchestrate and nurture a smooth transition back into the business for you. I personally have a support network at The Next Step who are dedicated in maintaining a strong connection with me throughout my leave, which I am grateful for. They want to ensure that I am kept abreast of the business’ activities and that I continue to feel connected to my colleagues and the business, so that my return will be as seamless as possible. My advice to any woman who is soon to embark on their own maternity leave is to enquire about their employer’s plan whilst you are away from the business and prepare questions that you would like to ask with confidence, rather than with worry and doubt. Seek support from your employees – if you have other women in your workforce who have previously gone on maternity leave, you could ask for any tips and advice so that you feel more comfortable with any discussions that takes place.

I hope to see more businesses adopt inclusive environments to remove any negativity and discrimination in the workforce when it comes to pregnancy and parental leave. Bringing new life into the world is bringing new generations into the workforce who will become our future leaders, so let’s embrace pregnancy in the workforce and support each other on every individual’s unique journey.

Author: Melissa Forwood Date published : 06/04/2021

Making the business case for digital safety investment

95e1cefa@Shazamme.com (Shazamme System User) — Thu, 04 Mar 2021 05:37:20 GMT

Making the business case for digital safety investment.

The world of work is changing rapidly and the technology sector is bursting with innovative solutions for diverse health and safety challenges.

In this webinar Cameron Stevens discusses key considerations to support future-focused Health & Safety Leaders develop a solid business case for safety technology investment.

Tips and Tricks to Improve your Job Search

Wed, 03 Mar 2021 05:10:14 GMT

There are many different factors that make up a successful job search. From laying the ground work to networking online and in person, there are lots of little tips and tricks that can be employed to improve your success.

In this blog we look at the key areas to consider when beginning your job search. Chief among them is connecting with a trusted recruitment consultant who can help provide transparent feedback, open doors to new opportunities.

PLAN

As with any endeavour you need a solid game plan to conquer the job market in 2021, a one size fits all approach may seem easier but its not the most effective way of landing your dream job. Instead of throwing your resume at every job post as seeing what sticks , plan in advance.
Create a list of employers you want to work for and then find out everything you can about them. Use these details to engage with your target employers.
Identify and partner with a select group of recruiters who take the time to understand what you can offer a prospective employer and provide you with advice and support throughout your search.

BUILD YOUR PERSONAL BRAND

Branding is not just a business concept, but a professional one as well. One of the key principles of the Law of Attraction is, “You attract what you are.” Whether or not one agrees with this framework, the idea itself makes a lot of sense.
Having an active presence on the world’s largest professional network is essential. Whilst a professional appearance is paramount, how you engage with others is even more essential. Identify your target audience and get active to build your connections and your brand. This can be done by writing blogs, sharing articles, commenting on posts (all of course should be undertaken with the aim of engaging with your target audience)
Employers are definitely watching, so keep your social media conduct in mind at all times.

YOUR RESUME

No matter how skilled you are or how well you market yourself, you won’t make any progress on your job search if your resume is less than first-class. The document should be well laid out and easy to read. It should be a breeze for recruiters and hiring managers to find the information they’re looking for when they scan your resume. Keep your resume clean and readable with bullet-pointed lists. Ensure there is white space between each section, use a clear and simple font, and utilise bold text for subheadings and key information.
You should also ensure the most relevant and impactful information appears in the top third of the first page of your resume, as this is what recruiters will read first. Don’t forget to tailor your resume to each company and role you apply to. Finally, finish by triple-checking your spelling and grammar.

THE INTERVIEW

Practice and be well prepared for the role that you are interviewing for. Focus on being able to succinctly articulate who you are, what you do best, and how you can add value for a potential employer.
Be prepared to also honestly talk through questions that you may not necessarily feel demonstrate your strengths – I often ask candidates to tell me about a time when everything has gone wrong and what I am looking for their answer to demonstrate is that they value accountability, that they don’t make excuses when things go wrong. People who are willing to own it in life and work will go the extra mile; they’ll step up to help their entire team succeed.

MANAGING YOUR MINSDSET

Your job market viability is not determined only by your background and your efforts, but also by your mindset. If you are in a negative mindset and are discouraged with your job search efforts this can play out in interviews or interactions with prospective employers. Whilst there is no denying that it can be difficult and challenging finding a new role, try not to be discouraged and keep positive – this means different things for different people – perhaps watching inspirational videos or reading uplifting content that supports your long term goals.

Try one or all of these suggestions to see how you fare as you search for your new role and don’t hesitate to get in touch if you would like to discuss any of the above.

HSE Community Insights - Kylie Fraser

95e1cefa@Shazamme.com (Shazamme System User) — Tue, 02 Mar 2021 13:22:07 GMT

Kylie Fraser – Head of Workplace Safety at McDonald's

Kylie is an experienced Senior HSE Manager with an extensive breadth and depth of knowledge, backed up by excellent business acumen and the ability to tackle the long-standing and neglected complex people and system problems. An intuitive people leader, coach and connector who develops, supports and stretches people to be their best.

What do you think the 3 biggest opportunities that the HSE profession are faced with in the constantly changing world of work?

1) Commercial & Business Acumen

I think its imperative that an individual understands the industry and environment they are operating in. It is very difficult to put solutions in place if you don’t have a strong grasp and understanding of the dynamics of your business.

2) A balance of confidence and humility

You need to ensure that you have confidence in your own knowledge and abilities in order to gain respect and be heard across your organisation. At the same time, you also need to be humble enough to listen to and partner with those around you.

3) Be open minded to new challenges

The profession is constantly evolving and changing and so does the risk profiles across different environments. Therefore, be open to and seek new ways of doing things.

What are the top 3 capabilities required in your view for success in the future?

1) Strong influencing and relationship building skills. In our profession we need to convince others to follow us and gain merit in our ideas. The most effective way to do this is having the ability to build strong relationships.

2) The ability to translate your technical knowledge and understanding to a diverse audience. It’s the balance of analytical thinking coupled with a risk-based approach and applying those methodologies.

3) Being able to operationalise your approach. It’s great to have the technical knowledge and understanding but also having project and change management skills. Also, you need tenacity!!

Looking back over your career, if you could change one thing, what would that be?

If I had to give advice to my younger self now, it would perhaps be around being brave and courageous in the decisions that I perhaps made. The only person that can hold you back is yourself and not your organisation.

What is innovative about the organisation you are working for?

Our change, project and process management cycles. We move fast, and expect our restaurants to move fast with us. Our Business Improvement Processes ensure that any changes that we make are right for every one of our restaurants.

Webinar - Develop a Leadership Mindset

95e1cefa@Shazamme.com (Shazamme System User) — Mon, 15 Feb 2021 05:38:13 GMT

Develop a Leadership Mindset.

A leader is someone who can see how things can be improved and who rallies themself and people around them to move toward that better vision.

Cathy understands leadership. For 20 years Cathy was the CEO for The Hunger Project Australia, and then Global Vice President, working to end hunger across South Asia and Africa. Cathy was an integral member of a visionary team who developed leadership at scale in villages all over the world. Through her work, millions of the world’s poorest people stepped into their leadership, and were able to feed themselves and their families.

Cathy learned about the power of mindsets, and the innate capacity people have to address difficult circumstances and overcome them. She believes the potential for powerfully expressed leadership is available to everyone, and that it’s never been more important to activate this ability in organisations and communities worldwide.

Join Cathy and Jo Skipper in a Q&A discussion on 11 March 2021 (AEDT).

Cathy will share how her past experiences have lead her on her new path of consulting and coaching to create ‘leadership’ mindsets.

Not only will we understand a leadership mindset but also provide practical tips on how to develop a leadership mindset.

HSE Community Insights - Rebecca Crompton

95e1cefa@Shazamme.com (Shazamme System User) — Thu, 10 Dec 2020 13:23:24 GMT

Rebecca Crompton – Group Manager of Safety at BSA Limited

Rebecca is an experienced Group Safety Manager with a demonstrated history of working in the Telecommunications, Mechanical Services and Petrochemical industries.

Rebecca is currently working with BSA as Group Manager for Safety. She enjoys working closely with the Operational Teams whilst leading a collaborative Safety Team, through a focus on simple, effective Safety systems and critical risk controls - to ultimately ensure people get home safe.

What do you think the 3 biggest opportunities that the HSE profession are faced with in the constantly changing world of work?

The changing nature of workplaces across Australia as a result of COVID-19 presents an emerging risk of mental health and wellbeing, specifically psychological risks. As we continue to understand the impact of Covid-19 on the wellbeing of our people, Safety Professionals need to stay in front as best we can to understand the tangible long term effects of the changes to the way we work and how that impacts re people at work. The challenge will be addressing this emerging risk based on factual and tangible information on the business impacts with solutions developed in partnership with highly capable mental health and wellbeing specialists. A key risk is that everyone becomes Health and Wellbeing specialists overnight!

A key opportunity as a Safety Professional in the ever changing work environment will always be driving highly engaging safety programs that are aligned with Operational priorities and that resonate and are closely aligned with the voice of the worker – driving people to just do safety for them.

A big opportunity in the safety space is driving and utilising Technology as a safety enabler – facilitating simple, easy and safe choices for workers onsite or in the field. This in turn should provide more information and data to enable Safety professionals to focus on the metrics that matter and that will make a difference to the safety performance of any business.

What are the top 3 capabilities required in your view for success in the future?

A top capability to be successful has to be strong collaboration, coaching and leadership skills through understanding what the business needs so you can appropriately align initiatives or programs.

Secondly having a strong capability through focusing on the metrics that matter – critical risk controls, underpinned by a strong approach to Risk Management.

Lastly, being able to think longer term or with the end in mind is a capability required of any Safety Manager / Leader - you can’t have tunnel vision or an ego when it comes to Safety. Ultimately having a high level of self-awareness as a Safety Leader on the impacts of programs / initiatives to wider groups of internal and external people will assist with driving the improvements to safety performance.

Looking back over your career, if you could change one thing, what would that be?

Reflecting back on my career so far, there are many situations where I cringe and think I could have handled it better but I am thankful for those moments as they have contributed to my experience and leadership style today. I have been fortunate enough to have exposure across many areas of business, which has helped me have a holistic view across a business.

There have been pockets of time where I have been out of the Safety space doing other projects or working in other functions, but I now feel like I have the opportunity again to think about what is happening in the industry, network, invest time and hopefully give something back along the way!

What is innovative about the organisation you are working for?

A key value at BSA is centred around innovation, we have delivered projects where we have completely changed the work methodology operationally which reduced time and risk to people onsite, driven by the Operations Team to reduce risk and deliver efficiency to our Customers.

The business is now working on accelerating the deployment of new in field service management technology, a large portion of our Business are work orders / ticketed work so this program is focussing efforts on delivering a technology solution that provides greater visibility of our people and an innovative solution for our Customers.

HSE Community Insights - Rod Maule

95e1cefa@Shazamme.com (Shazamme System User) — Mon, 02 Nov 2020 13:24:11 GMT

Rod Maule – General Manager Safety and Wellbeing at Australia Post

What do you think the 3 biggest opportunities that the HSE profession are faced with in the constantly changing world of work?

The HSE Professions greatest opportunity is to reinvent itself to be strategic thought leaders that help transform organisational cultures. I don’t mean limited to safety culture I mean helping lead organisations to transform into more caring, connected and innovative workplaces. As safety both physical and psychological is tangible and relatable to everyone in the organisation then those organisations that can tap into the benefits of safety leadership will derive productivity, innovation and become places people want to join or never leave.

The HSE profession has an opportunity to work in partnership with the HR function, change managers can be the foot in the door for need to change and success of culture change.

The final opportunity comes from leveraging the influence and relationships built that the great safety teams and leaders have found within organisations during COVID in helping navigate these challenging times. COVID has transformed organisations forever in turning on its head some of the myths that we all lived with. The myth about working from home challenges, the myth of speed of change and technology. More has been done in many industries including ours at a faster pace than previously could have been imagined. Lets leverage that new found capability and belief in the organisations to speed up change and help organisations to be successful into the future.

What are the top 3 capabilities required in your view for success in the future?

Safety professionals need to be enablers not doers, through expertise, innovation and influence.

Expertise in that baseline, you need to have expertise in your function through a combination of formal education and/or significant work experience.

Innovation in that you need to be able to keep pace with changes, connect across industry and be able to help bring innovative idea’s back to the organisation.

Influence in that you must not only know your stuff however that is no good if you can’t actually influence your stakeholders. Depending on your role it might be the Board, Senior Managers, Operational leaders, frontline teams, other functions or all of the above. You must develop and hone your influencing skills and focus on your strengths and manage your development area’s. If you can’t do this you will not be successful.

Looking back over your career, if you could change one thing, what would that be?

To be honest apart from taking up investment banking as a career when I was young enough to have that option not much. I love my work and I have always invested in learning new things, both formally through my Bachelor degree, MBA, Graduate Diploma in Studies and a range of roles over my career. Every job is an opportunity to learn and bad experiences also help you learn where you want to play. My only advice would be too make sure you take ownership of your choices and don’t let situations control you. If the job is not working then do something about it and take control.

What is innovative about the organisation you are working for?

Suprisingly for a 210 year old Australian Organisation Australia Post is amazingly innovative. The transition from a letters business that does some parcels to a Parcels business that has an important but declining letters business has been fast and transformational. The pace of this change has accelerated remarkably during COVID and the significant multi million dollar investments in new technology, automation, customer understanding and new ways of working is remarkable. I would recommend anyone who wants to be at the cutting edge of innovation in logistics, customer service or safety to think about joining Australia Post.

Webinar - How To Use Exercise As A Recovery Strategy

Wed, 14 Oct 2020 06:17:30 GMT

Are You Using Exercise As A Recovery Strategy

How to use exercise as a recovery strategy

No, this isn’t a webinar to get you pumped to run the next marathon. Rather, when we need to be performing at our best how we can enhance our performance through all types of exercise.

Chris & Vanessa will share some of the latest science about how our bodies deal with stress and what small actions we can take to make huge impact.

HSE Community Insights - Ben Kirkbride

Tue, 06 Oct 2020 13:25:20 GMT

Ben Kirkbride – Head of Safety, Quality & Environment at Gamuda

Ben brings more than seventeen years’ experience in managing Health, Safety, Quality and Environmental aspects within iconic multi-site organisations in a range of disciplines, including construction, infrastructure, and other heavy industries.

What do you think the 3 biggest opportunities that the HSE profession are faced with in the constantly changing world of work?

There is an opportunity for the younger generation to really make their mark across the HSE profession. Whilst there is a real challenge across the industry in attracting people into safety straight from school or university, there is a great opportunity for us all to take it into the next generation.

I often think about the rise of the gig economy model in many aspects of work currently, UBER, Air-tasker and Doordash. Sure, we’ve always had consultants representing the profession and working in a flexible capacity, even more so these days, however will this necessary impact the role of the HS Director?

I believe most businesses which accommodate flexible working arrangements won’t have the fear of losing employees to the state of gig economy however we do need to think about how we can offer the best bang for buck as businesses evolve to maintain our value-add.

What are the top 3 capabilities required in your view for success in the future?

The need to be seen as an effective Leader with good capabilities.

You need to have the ability to influence and not get too hands on and in the detail.

Definitely more of the softer skills which will enable you to business partner effectively.

Looking back over your career, if you could change one thing, what would that be?

I actually wouldn’t be here today in this position if I hadn’t done what I started out doing. I started my career as a front-line worker, on the tools! This really gave me the ability and insights around practical application on the ground. From there, I moved into a safety role and have never looked back since.

What is innovative about the organisation you are working for?

Gamuda have really embraced its approach to doing things differently in tunnelling. With our introduction of the Autonomous TBM in 2018, this allowed us to take our underground safety performance to the next level in tunnels—minimising our worker’s exposure to silica dust, time required to work underground and improving our safety and quality performance.

The use of Autonomous TBM’s have driven a number of health and safety improvements and benefits:

• a reduction in fatigue and human error related incidents which correlates with better mental health and wellbeing of operators / workers

• a reduction in machine down time which reduces the risk exposure to mechanics and fitters by limited repairs and better production rates

How to increase your influence with senior leaders

Fri, 24 Jul 2020 05:41:44 GMT

Transforming the Workforce

In this Webinar Recording with Rebecca Christianson we cover:

• Neuropsychology and influencing

• 5 practices to cultivate stronger influencing skills

• 3 of the most common mistakes P&C professionals make

• 5 practical tips to increase your influence

• 30 day influencing challenge (this is based on the 5 practical tips).

Rebecca is the Director at Thriving People Consulting who focuses on Executive coaching and strategic People & Culture consulting. She has 15+ years experience working as an Executive and senior People & Culture leader in Australia, the UK and Europe across the Energy, Rail, Finance, FMCG, Government and Gas sectors. She has a Psychology background, has high people agility and a reputation for effectively influencing Executives and senior leaders. She has always been known as someone who understands people & who leaders go to to seek advice on influencing others.

VIC event
Can't make this event.
Please keep me updated.

Wed, 01 Jul 2020 06:55:51 GMT

Sorry you can't make it to this event.
Don't worry, we'll keep you updated!

Just submit your email address

and we'll send you a summary of the key takeaways.

Webinar - Dare to Lead - The Future

Fri, 01 May 2020 05:44:52 GMT

In a recent survey conducted by Deloitte, globally only 14% of C Suite leaders said they were ready for the new world post Covid19. Why? Is it possible they haven’t had the courage to talk about the real courage required to change?

The Leadership Sphere team will use the work of Brene Brown to help us navigate the new normal.

Take outs from the webinar include:

How to help those individuals, leaders and organisations embrace and thrive in this new way of effectiveness
Why the work of Brene Brown is now more important than ever
A time to create a new story...

"Dare to Lead - The Future"

Description: In a recent survey conducted by Deloitte, globally only 14% of C Suite leaders said they were ready for the new world post Covid19. Why? Is it possible they haven’t had the courage to talk about the real courage required to change?New Paragraph

The Leadership Sphere team will use the work of Brene Brown to help us navigate the new normal.

Take outs from the webinar include:

How to help those individuals, leaders and organisations embrace and thrive in this new way of effectiveness
Why the work of Brene Brown is now more important than ever
A time to create a new story...

"Dare to Lead - The Future"

Phillip Ralph & Ashleigh Smith

Phillip & Ashleigh work with leaders and teams to build clarity, capability and contribution to achieve exemplary leadership, team performance and outstanding business results.

To do this, they focus on performance and health - one without the other just doesn't work in the longer term.New Paragraph

Their approach is contextual, combining a diverse range of commercial, government and senior corporate experiences.

Webinar - Crew Care: Building a Connected, Resilient and Inspired Team

Wed, 15 Apr 2020 13:18:07 GMT

Are we connected? Do we have a shared future? Are we safe? These 3 qualities are central to better team performance in an uncertain world. Join us for this one hour webinar facilitated by Graeme Cowan , Non Executive Director, and Team Mental Health & Psychological Safety Speaker at RU OK?

"CREW CARE: Building a connected, resilient, & inspired team" with Graeme Cowan

About Graeme Cowan

Graeme helps busy leaders build more caring and resilient teams, who enjoy growing together.

In his earlier career he worked in senior leadership positions with Johnson & Johnson, Pfizer, and AT Kearney.

In 2000 he went through a 5 year episode of depression that his psychiatrist described as the worst he had ever treated.New Paragraph

He emerged from this crisis with a different view about how we can increase our resilience, mood, and performance. He is described by the Australian Financial Review as a “workplace resilience expert”.

He is the author of 4 books, including the internationally acclaimed BACK FROM

THE BRINK, which has a testimonial from the former UK Prime Minister Tony Blair, and which has become a best seller in China.

Graeme also helped to start R U OK? in 2009, and is an active Board Director. R U OK?

Webinar - Proactive Personal Leadership

Wed, 01 Apr 2020 05:46:49 GMT

"Proactive Personal Leadership"

In times of isolation, it is critical to develop and utilise your positive leadership traits to guide the direction of your life instead of letting time and circumstance determine your course. Personal leadership can begin when you decide to be your own life coach and live by a personal mission statement that reflects your values and life goals.

Trevor Torrance. Director BMore

A global Executive and Career Coach, Trevor helps clients understand in depth, the desired outcomes that will support them to have the skills and knowledge to deliver on organisational strategic direction.

Trevor designs and delivers pathways that create innovative, challenging and engaging learning solutions for organisations. Trevor spent a considerable time in London as Global Head of Design and Development for GP Strategies before returning to Australia to become Learning Experience Director at AGSM (UNSW Business School).

Trevor also played basketball for The Perth Wildcats, an Australian National Basketball Team.

Webinar - Strategic Partnering and Increasing Your Influence

Tue, 31 Mar 2020 13:06:30 GMT

Strategic Partnering And Increasing Your Influence

Whilst working remotely, take some time to reflect and further develop your Strategic Business Partnering – approach and skills. Starting high level, we’ll drill down into models, success profiles and one of the many skills you can develop while virtual and at home.

Tim Drinkall: Development Coach

Tim has 20 years’ experience developing, delivering and improving capability across Government, Telco, Energy and Manufacturing sectors and is currently the Director of Soulved Consulting which specialises in People Capability and Program Management.

Tim has deployed complex people infrastructure frameworks, new operating models and processes within businesses and held the roles of Manager Organisational Capability, Culture & Career Development at Melbourne Water and National Leadership, Learning and Development Manager - SAPL at Simplot, one of Australia’s largest FMCG businesses.

Tim is a commercially oriented leader, who focuses on the use of metrics to continuously measure the effectiveness of programs and projects and influence key stakeholders.

Webinar - Selfcare isn't selfish

Tue, 31 Mar 2020 09:03:35 GMT

SELF - CARE, ISN'T SELFISH

Grame Cowan, Board Director, RU OK?

Graeme helped Gavin Larkin to start R U OK? - and is an active Board Director.

WHAT OTHERS SAY:

❝Graeme cares. We leave with tools, activities, and stories that we can use for ourselves, our teams, and in our personal lives. ❞

Gregg Harris, GM, NAB

❝Graeme and I have worked with multiple clients. He is the consummate professional and is at the forefront of research about how teams can thrive on change."

Peter Jack, Founder, EMG Events

❝Graeme is a true force of nature & was instrumental in helping me to create R U OK?❞

Gavin Larkin (1969-2011), Founder R U OK?

Webinar - Finding Calm In The Chaos

Tue, 31 Mar 2020 06:37:08 GMT

Finding Calm In The Chaos

In times of uncertainty like we are experiencing now, worry, panic and chaos can set in. These are the times when tapping into our quiet power will help us find calm in the chaos. By accessing our inner calm, we can respond creatively rather than react. Find opportunity in the midst of the crisis.

Megumi Miki. Founder of Quietly Powerful

Megumi helps leaders to inspire, not just drive performance, change and growth. As an author, speaker and consultant, she helps leaders and organisations to unlock dormant potential by evolving to be smart together rather than being smart on our own. Being smart together requires leadership and culture that allows a diverse range of people to fully contribute their unique talents for the greater good. It is one of the most difficult to replicate competitive advantage for organisations, especially in the volatile and disruptive environment we are in.

Megumi brings together 20+ years of experience in Leadership Development, Organisational Development, Change and Business Strategy. Her combined experience in business strategy and organisational development enables her to deliver solutions aligned to strategic goals and strategies of organisations. She has worked with industries including financial services, energy/utilities, consumer and industrial products, universities and government.

Webinar - Managing Health & Wellbeing Remotely

Wed, 18 Mar 2020 09:03:33 GMT

Managing Health and Well-being Remotely

Katrina Walton , Wellness Designs with special guests Kash Thomson , Yes Psychology and John Rutherford , Ergoworks to gain insights into how to effectively manage emotional and physical health and well-being remotely.

Katrina Walton. Director/Founder of Wellness Designs .

Katrina has built a reputation as a pioneer of workplace wellness. She has over 23 years ‘on-the-ground’ experience in the development and implementation of multi award-winning wellness and human capital solutions for small to large organisations across the globe. This includes two-time winner and finalist of the AHRI Award for Best Health and Wellbeing Strategy and three-time winner of the Australian HR Award for Best Health and Wellbeing Strategy

Katrina is a sought-after speaker and trainer, having presented throughout Australia, Europe and the United Kingdom, including as an Adjunct Lecturer with the Centre for Environment and Population Health, Griffith University.

In her spare time, you’ll find Katrina relaxing in a yoga pose, enjoying a nice glass of Barossa Shiraz or planning her next adventure with her family.

HSE Community Insights - Jane Moss

Tue, 17 Mar 2020 13:26:11 GMT

We spoke with Jane Moss, Group HSE Director at Boral to gain insights into Jane’s HSE journey to date, what opportunities the sector are faced with and advice on future HSE capability requirements.

What do you think the 3 biggest opportunities that the HSE profession are faced with in the constantly changing world of work?

“The first opportunity I think is around economics and organisational culture shifts that will in-turn drive the need to do safety well. Efficiency and effectiveness need to be key, and we need to be careful not to lose sight of this. I think that as organisational culture shifts, we will become more comfortable and honest to really expose what's not working and fix it”.

“The second is around greater engagement with our workforce to foster and generate new ideas. We are rapidly moving away from the command and control approach and this shift is resulting in ‘employee consultation to employee participation’ when it comes to business issues and decision making”.

“Lastly, it’s around digital capability, learning how to access and work with critical information and data. As technology becomes more affordable (such as robotics), how do we interact and work with these new platforms? Technology will also provide us with instant access to key information where it's needed and when, and we can communicate ideas and solutions much more quickly on a local and regional level”.

What are the top 3 capabilities required in your view for success in the future?

“Developing EQ. I come from a very industrial background, so a lot of the leaders I’ve worked with traditionally have been very process and numbers driven. That’s definitely needed, however, it’s critical to develop that EQ piece if we want to tap into and get more out of our workforce”.

“Another from a capability point of view is being comfortable with ambiguity and things that may appear to be counterintuitive. The pace of change is so fast, if we're not comfortable with not knowing everything and the fact that things will soon be completely different to what we are used too, it will become a real struggle for anybody in business. The key will be around going with it and making sure that if you fail, fail fast and move on”.

“Finally I think it’s about creative thinking. it's about developing the capacity to think creatively, looking at things through different perspectives and engaging with diversity. Creative thinking can only happen when trust and transparency are present. If people don’t feel trust, they are unable to be creative. When it comes to safety, there's still fear, this is holding people back. If they don’t feel safe to share ideas and collaborate, this will inhibit the sector from moving forward”.

Looking back over your career, if you could change one thing, what would that be?

“I've done lots of different roles in different businesses, and I've enjoyed the variety, however, when I first came out of my graduate program and started working in the mines, a short time after I was made redundant. An opportunity opened for me to work in Antarctica, which at the time seemed a bit too much. I was worried about being away from everybody for three months and feeling disconnected, so I didn't pursue it. It was one of those opportunities that I regret not taking, looking back now I know it would have been a life changing experience and I wish I had been brave enough to go.”

“Since then I have used that situation as a benchmark to push myself and take a more fearless approach to opportunities that come my way”.

What is innovative about the organisation you are working for?

“The organisation has an understanding that the foundation to improving health and safety is trust and transparency. There is an emerging appreciation that humans are humans and we need to work with them, not against them which I feel a lot of organisations are still struggling with”.

“Until we can deal with some of the current culture killers around health and safety, we won’t get better at it, people won't be honest about where they've made mistakes for fear of retribution and violations”.

Webinar: How To Maintain Team Performance Whilst Working Remotely

Tue, 17 Mar 2020 06:42:45 GMT

How To Maintain Team Performance Whilst Working Remotely

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The world has changed, and many teams are asking how they can effectively work together in a virtual way. The best performing teams will be the first to identify that: if we don’t agree new ways of working, how’s this new way going to work?

Join us for this special webinar edition where Steph Clarke from Spiique will be taking us through the questions teams need to ask and the conversations they need to have to orient, plan and adapt in order to keep moving, maintain culture and look after each other – and providing a framework for taking this conversation online, which you’ll get to experience during the session.

In this interactive session you’ll leave with a practical conversation framework you can use with your own teams and the opportunity to connect with your peers and hear how others are tackling these challenges.

About Steph

Steph helps teams be better teams. As an experienced facilitator and team coach, she creates the environment for teams to have the conversations they need to, to meet their collective potential. After starting professional life as an accountant in the UK, she pivoted to a career in learning & development and facilitation and over the last 11 years has run workshops for teams and individuals all around the world. Steph is also the host of Steph’s Business Bookshelf podcast and she now puts her counting skills to good use by teaching Pilates in her spare time.

13 Signs of High Emotional Intelligence

Fri, 13 Mar 2020 13:32:27 GMT

In 1995, psychologist and science journalist Daniel Goleman published a book introducing most of the world to the nascent concept of emotional intelligence. The idea that an ability to understand and manage emotions greatly increases our chances of success quickly took off, and it went on to greatly influence the way people think about emotions and human behavior.

But what does emotional intelligence look like, as manifested in everyday life?

For the past two years, I've explored that question in researching my forthcoming book, EQ, Applied . In doing so, I've identified a number of actions that illustrate how emotional intelligence appears in the real world.

Here are 13 of them:

1. You think about feelings.

Emotional intelligence begins with what is called self- and social awareness, the ability to recognize emotions (and their impact) in both yourself and others.

That awareness begins with reflection. You ask questions like:

What are my emotional strengths? What are my weaknesses?
How does my current mood affect my thoughts and decision making?
What's going on under the surface that influences what others say or do?

Pondering questions like these yield valuable insights that can be used to your advantage.

2. You pause.

The pause is as simple as taking a moment to stop and think before you speak or act. (Easy in theory, difficult in practice.) This can help save you from embarrassing moments or from making commitments too quickly.

In other words, pausing helps you refrain from making a permanent decision based on a temporary emotion.

3. You strive to control your thoughts.

You don't have much control over the emotion you experience in a given moment. But you can control your reaction to those emotions by focusing on your thoughts. (As it's been said: You can't prevent a bird from landing on your head, but you can keep it from building a nest.)

By striving to control your thoughts, you resist becoming a slave to your emotions, allowing yourself to live in a way that's in harmony with your goals and values.

4. You benefit from criticism.

Nobody enjoys negative feedback. But you know that criticism is a chance to learn, even if it's not delivered in the best way. And even when it's unfounded, it gives you a window into how others think.

When you receive negative feedback, you keep your emotions in check and ask yourself: How can this make me better?

5. You show authenticity.

Authenticity doesn't mean sharing everything about yourself, to everyone, all of the time. It does mean saying what you mean, meaning what you say, and sticking to your values and principles above all else.

You know not everyone will appreciate your sharing your thoughts and feelings. But the ones who matter will.

6. You demonstrate empathy.

The ability to show empathy, which includes understanding others' thoughts and feelings, helps you connect with others. Instead of judging or labeling others, you work hard to see things through their eyes.

Empathy doesn't necessarily mean agreeing with another person's point of view. Rather, it's about striving to understand--which allows you to build deeper, more connected relationships.

7. You praise others.

All humans crave acknowledgement and appreciation. When you commend others, you satisfy that craving and build trust in the process.

This all begins when you focus on the good in others. Then, by sharing specifically what you appreciate, you inspire them to be the best version of themselves.

8. You give helpful feedback.

Negative feedback has great potential to hurt the feelings of others. Realizing this, you reframe criticism as constructive feedback, so the recipient sees it as helpful instead of harmful.

9. You apologise.

It takes strength and courage to be able to say you're sorry. But doing so demonstrates humility, a quality that will naturally draw others to you.

Emotional intelligence helps you realize that apologising doesn't always mean you're wrong. It does mean valuing your relationship more than your ego.

10. You forgive and forget.

Hanging on to resentment is like leaving a knife inside a wound. While the offending party moves on with their life, you never give yourself the chance to heal.

When you forgive and forget, you prevent others from holding your emotions hostage allowing you to move forward.

11. You keep your commitments.

It's common nowadays for people to break an agreement or commitment when they feel like it. Of course, bailing on an evening of Netflix with a friend will cause less harm than breaking a promise to your child or missing a major business deadline.

But when you make a habit of keeping your word in things big and small you develop a strong reputation for reliability and trustworthiness.

12. You help others.

One of the greatest ways to positively impact the emotions of others is to help them.

Most people don't really care where you graduated from, or even about your previous accomplishments. But what about the hours you're willing to take out of your schedule to listen or help out? Your readiness to get down in the trenches and work alongside them?New Paragraph

Actions like these build trust and inspire others to follow your lead when it counts.

13. You protect yourself from emotional sabotage.

you realise that emotional intelligence also has a dark side such as when individuals attempt to manipulate others' emotions to promote a personal agenda or for some other selfish cause.

And that's why you continue to sharpen your own emotional intelligence to protect yourself when they do.

HSE Community Insights - Grade Westdorp

Tue, 25 Feb 2020 13:26:57 GMT

We spoke with Grace Westdorp General Manager Health, Safety & Wellbeing at Wesfarmers Industrial & Safety, to gain insights into Grace’s HSE journey to date, what opportunities the sector are faced with and advice on future HSE capability requirements.

What do you think the 3 biggest opportunities that the HSE profession are faced with in the constantly changing world of work?

“I think technology is the overarching opportunity, with so much change happening and so rapidly, from a safety perspective we should really be trying to harness what is going on in this space and three opportunities within technology are;

“Machine learning – an example of this could be using AI cameras to help manage forklift and pedestrian interaction to provide real time alerts, that’s where technology is really pushing ahead, and in turn reduces critical risk in the business”.

“I think virtual and augmented reality is another key area for opportunity, particularly across training platforms, it’s quite amazing that we can re-create a cyber version of ourselves that allows us to test and try new ways of doing things in a totally safe environment”.

“Finally, mobile platforms that allow us the opportunity to reach people in real time moments, empowering people to make better decisions because the information required is there at their fingertips”.

What are the top 3 capabilities required in your view for success in the future?

“I don’t think there is anything new here, it’s more around the attributes of the professional and I believe they are;

Patience, so really taking your time to bring people on the journey with you. Passion, when your passionate about safety, people buy into that and you’ll achieve better outcomes for yourself and the organisation, and of course technical knowledge, so how you deliver a message and unpack to enable those around you to make good decisions and decipher, what’s important and critical”.

Looking back over your career, if you could change one thing, what would that be?

I was a nurse and didn’t really get into occupational health and safety until later in my career and if I had known how much I would have enjoyed this space I would have began in the profession earlier”

What is innovative about the organisation you are working for?

“In the broader Wesfarmers group, we are using the advance analytics centre to help solve safety issues. There have been some trials in our Bunnings stores around forklift use and those that use them. The trials are about being able to use data to work out, how many shifts the operator had been working, how big the store was etc. to enable them to pinpoint important information such as, what stores would be most at risk and what times of the week were high risk and then build programs from there to drive better safety. The objective being, to know how to use data and where to apply it as this is critical for the HSE sector moving forward.”

Can't make this event. Please keep me updated.

Wed, 01 Jan 2020 22:01:06 GMT

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Just submit your email address

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QLD event
Can't make this event.
Please keep me updated.

Wed, 01 Jan 2020 03:26:52 GMT

Don't worry, we'll keep you updated!

Just submit your email address

and we'll send you a summary of the key takeaways!

HSE Community Insights - Adrian Black

Tue, 26 Nov 2019 13:27:51 GMT

We spoke with Adrian Black, Asia Pacific HSEQ Director at Altrad Services, the integrated business of Hertel Modern and Cape PLC who specialise in providing industrial services to the Mining, Oil and Gas and Construction sectors, to gain insights into Adrian’s HSE journey to date, what opportunities the sector are faced with and advice on future HSE capability requirements.

What do you think the 3 biggest opportunities that the HSE profession are faced with in the constantly changing world of work?

1.Creativity

“Creativity, we have never lived in a time where people have been able to think as freely as they can now. There’s no such thing as a bad idea anymore, sure some ideas need enhancements, for example, who would have thought ten years ago that you would be able to get your breakfast delivered to your door via a bicycle! We can now look at initiatives, opportunities and ideas that we would previously have turned away from”.

2.Technology

“Technology, we have an increased opportunity now for using technology both for the measurement of effective operations and how we communicate with people. On a personal level, a lot of the communications I send out goes through various channels including, social media, instant messaging and so on. I can quickly communicate with my workforce of 7,000 people around our region”.New Paragraph

3. How we engage with contractors

“Engaging Contractors, I work for a contracting organisation, that contracts to others. I now have the ability to get specialised contractors on an as needs basis – so access to better people far quicker than ever before”.

What are the top 3 capabilities required in your view for success in the future?

Effective Listening

“We need to listen to understand as opposed to listening in order to respond. I think a lot of people jump to solution mode in a conversation far too early as opposed to taking the time to explore and really understand the root of the issue and discovering where the opportunity lies”.

2. Enabling people to generate ideas.

“I quite often think of myself as a farmer, I am happy to plant the seed, and then get others to water it. What that means is that I get a better level of buy-in, I help people to generate their own ideas and that means a better outcome for all involved”.

2. The ability to lead and manage great people.

“Good people employ great people, I’ve surrounded myself with great people on my team and that presents the challenge around how to manage, lead and motivate those people. We need to move away from the fear of having others around who are in a lot of cases, better in the work environment than we are. In my case, I understand the business and my team understand the task, therefore, collectively we work well together. Its about adjusting your management style in order to get the best out of our people”.

Looking back over your career, if you could change one thing, what would that be?

“I would have put a stronger focus on Mental Health many years ago. There has been a lot of focus over the last 5 years around mental wellbeing, this is probably attributed to the fact that we neglected to focus on mental health 15-20 years ago and we are now seeing the affects. We’re still being reactive in this space; we need to build resilience and confidence in order to manage mental health better”.

What is innovative about the organisation you are working for?

“We have a Program in place at Altrad that seeks ideas on innovation in our workplace. It took considerable effort to put together a framework that could offer reward and encourage the sharing of ideas in a safe space without feeling threatened. The program has proven to be successful as we’ve been able to generate substantial savings, increase morale, increase safety and productivity by asking our people what changes they would make”.

HSE Community Insights - Nick Bass

Wed, 30 Oct 2019 13:28:41 GMT

We spoke with Nick Bass, Principal Safety at South32 to gain insights into Nick’s HSE journey to date, what opportunities the sector are faced with and advice on future HSE capability requirements.

What do you think the 3 biggest opportunities that the HSE profession are faced with in the constantly changing world of work?

“Legitimacy . Giving itself legitimacy as a profession. I think too good a job was done in some industries in driving HSE, particularly safety as a line led accountability, that the value of professional direction and insight has been lost. There is an opportunity through a growing professionally qualified HSE workforce to demonstrate the value in the profession.

Diversity. Growing recognition of the value of diversity, and in particular with relation to thinking. I have seen a growth in the number of organisations willing to step beyond the boundaries of their immediate industry when sourcing HSE professionals to challenge tradition and contribute to change.

Sustainability. Broadening horizons to become leaders in sustainability. Over the past 5 years, I seen this becoming more and more critical to organisations from a risk perspective”. There is an exciting opportunity to contribute to the improvement in the way business impacts people, the environment now and for future generations to come.”

What are the top 3 capabilities required in your view for success in the future?

“Influential . Being influential, being able to influence rationally and inspirationally. Having passion for what you do, especially for a function that delivers change.
Adaptability. It’s about constant learning and being open to new ways of doing things, this is critical. What works for one role may not work for another.
Understanding Business. Understanding the business context, its hard to develop the right solutions and have influence unless you understand the context of the business you are working in”.

Looking back over your career, if you could change one thing, what would that be?

“I’m very fortunate to have worked in a range of industries, ranging from a regional to international scope in the breadth in Occupational Safety Health and Industrial Hygiene. I am a naturally curious person, but to be honest, I wouldn’t change a thing. I’ve also managed to create a great work life balance for myself and my family and that has been really important”.

What is innovative about the organisation you are working for?

“The approach in respect to diversity. Our CEO is recognised as being very active and influential in this space. The sustainability team that I am involved in, is leading the way in the business in having breadth of diversity on all fronts and that’s setting us up to do things a bit differently.

6 Common Workplace Wellness Mistakes and How to Avoid Them

Fri, 18 Oct 2019 09:03:31 GMT

6 Common Workplace Wellness Mistakes & How To Avoid Them

Research shows that financial performance increases more than 2.5x when health and wellness is encouraged. The problem is that most companies are approaching wellness the wrong way.

Webinar Facilitator and Workplace Wellness expert, Katrina Walton will share how investing in employee wellness will give your organisation a critical and leading edge for business success, through a six step framework for creating a best-practice and sustainable health and wellness strategy.

Katrina Walton. Director/Founder of Wellness Designs.

In her spare time, you’ll find Katrina relaxing in a yoga pose, enjoying a nice glass of Barossa Shiraz or planning her next adventure with her family.

HSE Community Insights - Alex Sciascia

Thu, 19 Sep 2019 13:29:27 GMT

We spoke with Alex Sciascia, Divisional SHEQ Manager at Visionstream to gain insights into Alex’s HSE journey to date, what opportunities the sector are faced with and advice on future HSE capability requirements.

What do you think the 3 biggest opportunities that the HSE profession are faced with in the constantly changing world of work?

“The first is around remaining visible and demonstrating value. As organisations continue to progress towards more streamlined structures, it’s critical for HSE professionals to avoid becoming desk bound and purely focused on meaningless administrative activities. A HSE professionals best and most impactful work is often having meaningful conversations with frontline and operational leaders in a coaching and mentoring capacity.”

“The second opportunity I see within the HSE sector is not losing sight of what our core function is, which is about providing a service to our stakeholders. Consider asking yourself what yo should stop doing? i.e.;

Are the business needs being considered? Keep it simple, there’s nothing wrong with fewer initiatives and a simpler strategy. Do we really need 10-15 strategic initiatives on a strategy which are complex and unachievable? Or are we better placed in delivering 2 to 3 key items while continuing to improve on our current service offering?
Are we trying to be strategic for the sake of being strategic and building our own personal profiles? We need to be accessible, approachable and think like a true business partner. This has its own challenges so it’s important to get clear on why people come to us, ask yourself what are my stakeholders coming to me for? and, what are they not coming to me for, but they should?
Health and Wellbeing is at the forefront of many organizational strategies and rightfully so – is it being resourced effectively to ensure it doesn’t lose focus or is it an add on to a person’s role who is already at capacity? Thus, risking what the core function is, I see this is an ongoing challenge”.

New Paragraph

What are the top 3 capabilities required in your view for success in the future?

“Currently there is much discussion on certifying HSE professionals and verifying a person’s capability within the HSE space. I am of the view that we don’t need to be the whole problem solvers, our Operational people have many of the answers, an HSE professional needs to be able to foster an environment where we allow our people to determine the solution to their problem. Therefore, I see soft skills becoming more important than technical skills”.

“The 3 capabilities that I value are:”

“Being people focused, understanding who your stakeholders are and how you engage them because relationships are vital”.

“Having strong business acumen, the ability to understand the commerciality and operational impact our input has across the organization”.

“Finally, the ability to embrace technology is becoming more vital than ever.”.

Looking back over your career, if you could change one thing, what would that be?

“I think I would have focused on gaining more solid experience instead of chasing financial gain early in my career.. Jumping too quickly can have a detrimental effect on your career path and essentially leave you poorly prepared for your next challenge. Move because it’s the right fit and not because it’s a financial fit. If I was to share a key learning from my experience, I would advise young HSE professionals to assess the values of the business and ensure sure they align with your values”. Trust your gut instinct, it is more often than not, spot on!”

What is innovative about the organisation you are working for?

“We’re a project focused organisation with thousands of contractors conducting work on our behalf. Managing this type of workforce is challenging, as we have may have thousands of job sites across the country on any given day. Our focus is on tools that allow us to better target high-risk activities allowing for mitigation of risk and better utilisation of resource”.

HSE Community Insights - Jennifer Ringor

Fri, 16 Aug 2019 13:30:23 GMT

We spoke with Jennifer Ringor, Health Safety Manager at Forestry Corporation of NSW to gain insights into Jen’s HSE career journey to date and to hear her advice for others looking to join the sector.

How do you identify, and address development needs to accelerate your career?

“It’s really important to keep up with industry trends - if you find trends, emerging issues or initiatives that you are not familiar with, then that becomes a gap in your expertise and an opportunity to learn. Be curious, investigate and upskill yourself through following key safety organisations and associations and by reading evidenced based papers and articles. It’s also important to keep your networks up to date too as people move around, so make it part of your routine”.

In building your career, how do you build your brand in the market?

“In the first instance, it’s about building your credibility within the organisation, especially if you’re entering into a new industry sector. Be generous with your time, give people the opportunity to tell you what’s important to them, be honest and patient and gain the respect of others through showing integrity”.

Same externally, be humble, it’s not easy putting yourself out there and it can be daunting when you don’t know people, however with practice and vulnerability you will show people who you really are, therefore being your best self! Have confidence and remember, people do genuinely want to hear what you have to say. Online, work on getting people to endorse you on LinkedIn and don’t forget to acknowledge them for their endorsement.”

What 3 things are the most important for you when choosing an organisation to work for?

“Personally, organisational structure is up there for me, where does my position fit within the organisation and what influence will I have with my peers? Who am I reporting to and what does my team look like?”

“What is the purpose of the organisation? To be honest, if there’s no purpose, then there’s no point! I think it’s important to know why they are putting you into the role. I need to understand that it’s not about filling a position because the business must. I’ll join an organisation because they want to be better and are willing to invest in the resources for someone to genuinely add value. It’s about being given the tools and support to potentially make a difference, though the remuneration is important, I think it’s more important to be fulfilled by adding value and doing your best work”.

Why have you chosen a career in the HSE Space and what would be your advice to others looking to get into the sector?

“I fell into HSE while working as registered nurse. I was working in intensive care and was burnt out – didn’t like it. I found myself on the HSE committee after myself and another RN were involved in an incident with a patient who began stalking us. I was sitting outside the Nurse Managers office when I overheard a conversation about needing a manual handling coordinator and that really resonated with me. So I put my hand up and that was the start of my journey into safety! Subsequently, I did my master’s degree to secure my vocation, however at the end of the day, it boils down to a desire to help others”

“It should be a caring profession first and foremost and that should be at the core of your decision to enter the HSE space. Pace yourself, do your apprenticeship and work your way up the ladder properly without taking short cuts. Never ask anyone to do something you wouldn’t do yourself, and that includes having difficult conversations in order to get the best outcomes. Be comfortable with the idea that you will make mistakes, and I think it’s critical for HSE professionals to be honest and strong in order to have integrity”

Thank you Jennifer for your great insights and advice for our greater HSE community.

What does the Future for HSE professionals look like?

Mon, 05 Aug 2019 13:33:35 GMT

A question that I’m often asked from my HSE networks is, what does the future for HSE professionals look like?

This usually sparks a conversation, in which we share opinions around where we think the profession currently sits in terms of being prepared to adapt and evolve in the constantly changing world of work i.e. what are the gaps and opportunities for building capability, and how do we measure the effectiveness of development pathways and programs?

The reality is, we often find that HSE professionals don’t currently have all of the necessary capability they require for today and even less are confident that they will be able to adequately meet the needs of the business tomorrow. This might sound overwhelming, even disheartening, however by placing this challenge into the spotlight, we can focus on bridging the gaps to help future proof the profession.

So, what part do organisations play?

Capability gaps are a significant challenge for business and require a clear, forward thinking plan if we are to address them before they widen further. When we ask clients ‘what they need’ for the future any number of the following skills and attributes are mentioned:

Commerciality and the ability to understand business drivers
Outcome focus, and the ability to execute
Analytical insights, and the ability to utilise complex data to shape strategy
Influencing decisions – the ability to navigate complexity and align around the right course of action
Strategic mindset, innovation, the ability to bring different ideas/thinking to the table
Agility, the ability to adapt and evolve
Relationship management, at all levels, cross functionally, providing levers for change
Team leadership and the ability to enable others to have impact
Resilience, in environments that challenge us daily

We’re now at a point where technical knowledge is not mentioned, as it is assumed that knowledge and competence are a given.

The clear focus is on the skills that are critical in functional support roles that enable the individual to translate their technical/functional knowledge, leading to improved performance, productivity and efficiency. The goal for organisations is that their HSE talent create a positive impact through risk-based outcomes and organisational culture.

There are no real surprises regarding the importance of these competencies, however how effectively are we developing our people and enabling them to not only perform today but to adapt and evolve to ensure their relevance into the future?

There are of course, some terrific examples of organisations and individuals doing positive things in building capability and identifying future competencies, however, through my observations there is still a long way to go.

HSE professionals and their organisations recognise the importance of development, however the trend is towards individuals being encouraged and supported to ‘own’ their own learning and development pathway. This can be daunting for some, if not many, as they consider how they turn this from an idea into reality. I do support this notion to an extent, though I need to ask, “do we and the organisations in which we work, support talent sufficiently to ensure they understand how best to access the right development pathways and opportunities?”

Once utilised, how do we then measure the effectiveness and impact post development program or learning pathway to ensure it has been successful?

The capability of the HSE profession, for as long as I have been involved, has been challenged and questioned. Without doubt, there has been positive change, though the question remains, are we doing enough to keep up with the pace of change?

’m always looking out for organisations and individuals who are doing this well and questioning, how do we build a greater collective momentum across the profession to enable the development that is needed for future success?

These are just my observations from my own lens, I don’t have the answers though I know more can and should be done to transform our profession.

I would love to hear your views, stories of success and strategies for the future.

HSE Community Insights - Luke Bonnor

Mon, 29 Jul 2019 13:31:14 GMT

We spoke with Luke Bonnor, General Manager HSEQ Central Services at Boral Australia to gain insights into Luke’s HSE career journey to date and to hear his advice for others looking to join the sector.

How do you identify, and address development needs to accelerate your career?

“The path that worked for me was to deliberately choose who I worked for, I have chosen specific different industries and then chose to work for 2-5 years within each business to broaden my experience and that has helped to accelerate my career”

“I was also open to taking opportunities both internally and externally, however, you need to drive this yourself and actively seek opportunities out as they don’t come too easily. I had a coach which really helped me to move onto the next level and keep me motivated”.

In building your career, how do you build your brand in the market?

“Literally, actions speak louder than words, its not about talking its about doing! I think you need to earn your place and the respect of others, whether you’re a leader or part of a team. Be inclusive. Build trust.

“Externally, it’s about building your network, when it comes to online, LinkedIn is the most powerful tool, however, also seek opportunities to network. Participate in events, such as the one The Safe Step ran recently, where I volunteered to be on the panel as a speaker, talking to our next generation of future HSE leaders about how to progress their career. Here are some of the highlights from the event ”.

What 3 things are the most important for you when choosing an organisation to work for?

“Initially for me, it was about broadening my experience in my current role. I wanted some heavy-duty operational experience and Boral was a great fit for that. I also chose Boral as I knew there was room for me to develop and grow. Another important factor for me when choosing to work with an organisation is that the company needs to have a good brand and is positioned well in the marketplace. And, finally it’s around the cultural fit, the people and the values.

Why have you chosen a career in the HSE Space and what would be your advice to others looking to get into the sector?

“I did a science degree, down in Wollongong University, I was in the 4th year and the lecturer asked me “what do you want to do when you finish?” to be honest, I didn’t know. My dad had spent many years with Bluescope Steel and so I grew up watching him throughout his career. Unfortunately, he had a bad accident that involved others (thankfully there were all ok). I watched the journey that Dad went through after that. Back then, safety wasn’t as advanced as it is now, people found themselves falling into safety as opposed to following a career in it.

“I knew then, after Dad’s accident that that was what I wanted to do, and I haven’t look back. There will always be opportunities in safety – organisations need to look after their people. There’s also a great sense of purpose for safety professionals. My advice is don’t stand still, keep looking to learn and grow. What’s important today, will not be in 3 years. Safety is going through huge change, so you need to be adaptable, and never forget that people are the solution not the problem!”

thesafestep

A decade of safety data. The market is resilient, regulated, and still under-supplied.

Reflecting on 10 years on safety recruitment in Australia, and what that means for the future

A market shaped by obligation

The regulatory engine

The supply gap

The next ten years

Human-Led, AI-Enabled: Key Takeaways for Safety Leaders

AI's Genuine Advantage in Safety: Pattern Recognition at Scale

Computer Vision and the Limits of AI in the Field

Where AI Should Not Be Used in Safety

Governance: What Good Looks Like

Key Takeaways for Safety Leaders

10 Year Edition | Work Health, Safety, Environment & Wellbeing Job Market Report

A Decade of HSE History

10 years of the HSE Opportunity Index

Inside this report, you'll discover:

Essential insights for employers and professionals

Download the 10-year Anniversary Edition

Australia's HSE job market: 10th Anniversary Edition

Fatigue is a system issue, and should be managed that way.

The Next Group CEO Aaron Neilson shares key insights on Qantas' fatigue management research and innovations, presented by pilot Paul Kirby at the recent HSE Executive Leaders Forum in Sydney.

What the Data Is Actually Showing

The Trust Problem Nobody Talks About

What Better Practice Looks Like

Safety leadership at Board level

Safety leadership at Board level:

What our conversation in Brisbane revealed ﻿

The regulatory moment

Rethinking what we measure

AI: risk or opportunity?

What Boards actually want

The bigger picture

Why Contracting Could Be Your Best Career Move in HSE

Thinking about going contract? Wondering if it's the right move for your HSE career?

Let's be honest: the idea of leaving a permanent role can feel daunting. But what if I told you that some of the most successful, satisfied, and well-paid HSE professionals in Australia are deliberately choosing contract work and thriving? ﻿

Contracting might just be the smartest career decision you haven't made yet.

The WHS Market Is Hot

Let's Talk Money

Flexibility That Actually Works

You'll Learn Faster

Rethinking Job Security

The Psychosocial Risk Opportunity

Contracting Isn't a One-Way Door

What You Need to Succeed

Getting Started

The Bottom Line

Considering contracting or want to explore current opportunities?

QLD Event - HR & Safety: Speaking to the Board

HR & Safety Speaking to the Board

Wednesday 25th March | 04:30pm to 06:30pm

Event Details:

Why Attend:

This is a unique opportunity to connect with peers, reflect on your own boardroom influence and walk away with practical insights you can apply immediately.

This event has no w concluded.

Our Panel of Speakers:

The HSE Hiring Manager's Interview Toolkit

The HSE Manager's Interview Toolkit

HIRE RIGHT THE FIRST TIME

Inside this toolkit, you'll discover:

Built for the complexity of today's HSE hiring landscape

Get your Interview toolkit:

Strategic Alignment: The Missing Ingredient in Australian Safety Leadership

From Data-Rich to Insight-Driven

Strategic Alignment: The Non-Negotiable

The Critical Gap: Where Decisions Really Happen

Psychosocial Risk: The New Frontier

What Actually Shifts the Dial

How to move forward:

The Business Case for Strategic Safety

The Path Forward

Less is More: Key Insights from the AIHS Annual OHS Breakfast in Melbourne

Reflections from Paul Bridgewater (Director, The Next Group Victoria) and Becka Brown (Recruitment Consultant, The Safe Step)

﻿

Last week, we attended an OHS breakfast hosted by AIHS and Herbert Smith Freehills Kramer in Melbourne. In an environment of heightened regulatory scrutiny and rising sanctions, the conversation focused on what actually moves the dial in safety leadership.

From Data-Rich to Insight-Driven

Embedding Safety into Strategy

The Critical Question: Are We Clear on the Risk?

Where Decisions Really Happen

Psychosocial Risk: Moving Beyond Fear

What our conversation in Brisbane revealed

Let's be honest: the idea of leaving a permanent role can feel daunting. But what if I told you that some of the most successful, satisfied, and well-paid HSE professionals in Australia are deliberately choosing contract work and thriving?

Edition of our HSE report