Which skill should be demonstrated more by safety managers? Technical Skills vs Behavioural Skill

It is difficult to provide a specific percentage of technical and behavioural skills that a safety manager should have because the ideal mix of skills may vary depending on the industry, company, and specific role requirements.

In general, safety managers should have a strong technical foundation in occupational health and safety principles, regulations, and best practices. This includes knowledge of hazard identification and risk assessment, safety management systems, incident investigation, and emergency preparedness and response.

At the same time, safety managers should also possess a range of behavioural skills that enable them to effectively manage safety in the organisation. This includes skills such as communication, collaboration, problem-solving, and leadership.

The exact balance of technical and behavioural skills required will depend on the specific needs of the organisation and the demands of the safety manager's role. However, it is important for safety managers to possess both technical and behavioral skills in order to be effective in their role.

Ultimately, the goal of a safety manager should be to continuously develop and refine their skills and competencies to meet the evolving needs of the organisation and the field of occupational health and safety. In this article lets us understand the importance of skills required by safety manager.

While technical skills are certainly important for safety managers, they also need to possess a range of other skills and qualities to be effective in their role.

For example, safety managers need to be able to communicate effectively with workers at all levels of the organisation, from front-line employees to senior management. They need to be able to explain safety procedures and regulations in a clear and concise manner, and to motivate workers to take safety seriously.

Safety managers also need to be able to identify hazards and assess risks, but they also need to be able to develop and implement safety policies and procedures that are tailored to the specific needs of the organization. This requires strong analytical skills and the ability to think creatively to develop effective safety solutions.

In addition, safety managers need to be able to work collaboratively with other departments and stakeholders, such as human resources, legal, and operations, to ensure that safety is integrated into all aspects of the organisation.

Therefore, while technical skills are certainly important for safety managers, they are not the only skills that are necessary for success in this role. Effective safety managers need to possess a range of skills and qualities, including communication, problem-solving, collaboration, and leadership.

Will safety manager skills demonstrated at workplace can affect the safety performance of the organisation?

Yes, the range of skills and qualities that safety managers possess can have a significant impact on the safety performance of the organisation. If safety managers only focus on technical skills and neglect other important skills, such as communication, collaboration, and leadership, it can hinder their ability to effectively manage safety in the organisation.

For example, if safety managers are unable to communicate effectively with workers or other stakeholders, it may lead to misunderstandings, non-compliance with safety procedures, or lack of buy-in from employees. Similarly, if safety managers do not possess strong problem-solving skills or the ability to think creatively, they may not be able to develop effective safety solutions to address emerging risks or hazards.

On the other hand, if safety managers possess a range of skills and qualities, such as effective communication, collaboration, problem-solving, and leadership, they are better equipped to ensure that safety is integrated into all aspects of the organisation. This can lead to a more positive safety culture, increased employee engagement, and ultimately, improved safety performance.

Therefore, it is important for safety managers to possess a range of skills and qualities beyond technical expertise, to ensure that they are able to effectively manage safety in the organisation and drive continuous improvement in safety performance.

Some of the Reasons, Why safety manager lack these qualities?

There are several reasons why safety managers may lack certain skills or qualities that are important for their role, such as communication, collaboration, problem-solving, and leadership:

• Lack of training: Safety managers may not have received adequate training or development opportunities to develop their skills and competencies beyond their technical expertise. Many safety managers come from technical backgrounds and may not have had much exposure to soft skills, such as communication or leadership.
• Limited resources: Safety managers may not have access to the resources they need to develop their skills, such as training programs or coaching. Organizations may not prioritize investing in the development of safety managers, which can limit their ability to develop a broader range of skills and competencies.
• Organisational culture: The organizational culture may not support the development of soft skills for safety managers. If the focus is solely on technical expertise or there is a lack of emphasis on collaboration and communication, safety managers may not feel empowered to develop these skills.
• Personal limitations: Safety managers may have personal limitations or biases that hinder their ability to develop certain skills. For example, a safety manager may be naturally introverted, which can make it challenging for them to communicate effectively with others.

It's important for organisations to recognise the importance of soft skills in the role of safety managers and provide resources and development opportunities to help them develop a broader range of skills and competencies. This can include training programs, coaching, mentoring, and opportunities to collaborate with other departments or stakeholders within the organisation.

What does the research data talks about the safety manager qualities?

There is a significant amount of research on the qualities and competencies of safety managers. Here are some key findings from various studies:

• Communication Skills: Several studies have identified effective communication as a key competency for safety managers. A study by Mullen and Kelloway (2009) found that safety managers who were effective communicators were better able to influence employee safety behaviors and promote a positive safety culture.
• Leadership Skills: Leadership skills are also important for safety managers. A study by Prussia et al. (2003) found that safety managers who possessed transformational leadership skills were more effective at promoting safety culture and reducing injuries.
• Problem-solving Skills: Safety managers need to be able to identify hazards and assess risks, but they also need to be able to develop and implement safety policies and procedures that are tailored to the specific needs of the organisation. This requires strong problem-solving skills, as well as the ability to think creatively to develop effective safety solutions.
• Collaboration Skills: Collaboration skills are also important for safety managers, as they need to work collaboratively with other departments and stakeholders, such as human resources, legal, and operations, to ensure that safety is integrated into all aspects of the organization.
• Technical Skills: While technical skills alone are not sufficient for safety managers, they are still an important aspect of the role. Safety managers need to have a strong technical foundation in occupational health and safety principles, regulations, and best practices.

Overall, these studies suggest that safety managers need to possess a range of skills and competencies, including communication, leadership, problem-solving, collaboration, and technical expertise, in order to be effective in their role.

Do companies fail to evaluate safety manager performance?

It is possible that some companies may fail to adequately evaluate the performance of their safety managers. However, the importance of evaluating safety manager performance cannot be overstated. Here are a few reasons why:

• Accountability: Regular performance evaluations help to hold safety managers accountable for their actions and responsibilities. It also provides an opportunity for the safety manager to receive feedback and improve their performance.
• Continuous Improvement: Performance evaluations can identify areas where safety managers may need additional training or support to improve their skills and competencies. This can lead to a more effective safety management program and a stronger safety culture within the organization.
• Legal Compliance: Many industries are subject to regulatory requirements that mandate the evaluation of safety management performance. Failing to conduct performance evaluations can result in non-compliance with regulatory requirements and potential legal consequences.
• Benchmarking: Evaluating the performance of safety managers can provide benchmarking data that can be used to compare performance across different departments or organizations. This can be useful in identifying best practices and areas for improvement.

Overall, evaluating the performance of safety managers is critical to ensuring the effectiveness of the organization's safety management program. Companies should establish clear performance evaluation criteria and conduct regular evaluations to promote accountability, continuous improvement, legal compliance, and benchmarking.

On what criteria should be safety manager evaluated to know his contribution in safety?

There are various criteria that can be used to evaluate the contribution of a safety manager to the organisations safety performance. Here are some examples:

• Safety Metrics: Safety metrics such as injury rates, near-miss incidents, and hazard identification rates can be used to evaluate the effectiveness of a safety manager's contributions. A safety manager who is successful in reducing injury rates or increasing hazard identification rates is likely making a positive contribution to the organization's safety performance.
• Compliance: Compliance with regulatory requirements is another important criterion for evaluating a safety manager's contribution to safety. Safety managers should ensure that the organization is compliant with relevant laws and regulations governing occupational health and safety.
• Safety Culture: Safety culture is an important factor in promoting safety performance, and safety managers can contribute to a positive safety culture by promoting open communication, supporting employee participation in safety programs, and promoting a proactive approach to safety management.
• Program Implementation: Safety managers can also be evaluated based on the implementation of safety programs and initiatives. For example, if a safety manager is responsible for implementing a new safety training program, the success of that program can be used to evaluate their contribution to the organization's safety performance.
• Continuous Improvement: Safety managers should also be evaluated based on their commitment to continuous improvement in the organization's safety performance. This includes implementing new best practices, addressing emerging risks, and adapting to changes in the organization's safety needs.

Overall, evaluating the contribution of a safety manager to the organization's safety performance should be based on a combination of factors, including safety metrics, compliance, safety culture, program implementation, and continuous improvement.

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Example - Here's an example of how the above criteria can be applied to evaluate the contribution of a safety manager:

Let's say a safety manager is responsible for implementing a new safety training program at an organisation. The following criteria could be used to evaluate their contribution to the organisation's safety performance:

• Safety Metrics: The safety manager's contribution can be evaluated by monitoring the impact of the new training program on the organization's safety metrics, such as a reduction in injury rates or near-miss incidents.
• Compliance: The safety manager's contribution can be evaluated by ensuring that the new training program meets all regulatory requirements and that the organization is fully compliant with relevant occupational health and safety laws and regulations.
• Safety Culture: The safety manager's contribution can be evaluated by promoting a positive safety culture within the organization, encouraging employee participation in the new training program, and promoting open communication about safety.
• Program Implementation: The safety manager's contribution can be evaluated based on the successful implementation of the new training program, including developing and delivering training materials, coordinating with internal stakeholders, and ensuring that all employees complete the training.
• Continuous Improvement: The safety manager's contribution can be evaluated based on their commitment to continuous improvement in the new training program, such as gathering feedback from employees and making changes to the program based on that feedback.

By evaluating the safety manager's contributions using these criteria, the organisation can gain a better understanding of the safety manager's performance and identify areas for improvement to enhance the organisation's overall safety performance.

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