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Competency
framework
Professional standards
for safety and health
at work
IOSH competency framework [Link]/competencyframework
a
Contents
The IOSH competency framework 2
How to use the competency framework 3
Employees 3
Employers and recruiters 3
Technical competencies 4
1 ealth and safety law
H 4
2 Risk management 5
3 Incident management 7
4 Culture 8
5 Sustainability 9
Core competencies 10
6 Strategy 10
7 Planning 11
8 Leadership and management 12
Behavioural competencies 13
9 Stakeholder management 13
10 Personal performance 13
11 Communication 14
12 Working with others 15
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The IOSH competency
framework
IOSH’s competency framework is built on The framework includes 69 competencies
extensive research and consultation with across three categories: technical,
OSH professionals, employers and other core and behavioural. It is not a
stakeholders and reflects the significant ‘one size fits all’ tool; the range and
changes that have occurred in the level of competencies required for
workplace over the last decade. Today’s each individual role will vary and
OSH professionals need a broader range depend on factors such as the sector,
of skills, knowledge and behaviours to the individual’s seniority or career
influence and drive change. stage and the size of organisation.
Incident
management
Risk
management Culture
hnical
Tec
Health and
safety law Sustainability
The
competency
framework’s
r al
three categories Stakeholder
Strategy management
and 12 areas
ou
Co
e
vi
a
r
Beh
Personal
performance
Planning
Communication
Leadership and Working
management with
others
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How to use the competency
framework
IOSH’s competency framework reflects best
practice in occupational safety and health today.
It is designed to be an actionable set of standards
to help employees and employers maximise
performance and minimise risk.
Employees
The competency framework provides a set of skills,
knowledge and behaviours that can be used by
managers and staff to lead and take responsibility
for their own learning and development.
Each individual’s development needs will vary,
depending on the role, level, aspirations and
sector. The emphasis on specific core or behavioural
competencies may differ from one company to the
next, due to size, structure or culture.
Employers and recruiters
IOSH’s competency framework can improve
performance by guiding professional development
and recruitment processes. Technical and core
competencies focus on what the employee
needs to be able to do, while the behavioural
competencies give clear guidance on how
an employee should fulfil their role.
As a whole, the competency framework can
inform job descriptions, selection processes and
learning and development plans. It can also support
performance management and help to embed
positive behavioural values that add value to
employees’ technical expertise.
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Technical
competencies
This section of the framework includes the collection of OSH technical competencies
that underpin advisory ability. They include understanding legislation, policy, risk
management, incident management and the effect of health, safety and welfare on
people. This section also includes new technical competencies such as sustainability,
ethical practice, human capital and community impact.
1 Health and safety law
Health and safety policy development OSH management systems
The OSH professional should be able to develop OSH professionals work collaboratively with
an OSH policy that is consistent with the business stakeholders to build an organisational structure,
strategy, drivers and culture and that supports plan activities, assign responsibilities, develop safe
productivity and success. The policy must describe working practices and implement management
the intent of the organisation and its approach procedures. The application of a plan-do-check-act
to OSH. Accountabilities, responsibilities and framework may be applied.
arrangements for delivering a safe operation must
be described in the policy or associated documents. Performance management
Performance management requires individuals to
Principles of health and safety deploy appropriate strategies and tools to gather
and other legislative frameworks information against performance criteria as part
OSH professionals must be able to interpret and of assessing risks and effectiveness of controls.
comply with laws and regulations that govern their Individuals must be able to interpret data to
organisations’ operations. Laws can sometimes be evaluate OSH performance, monitor the integrity
insufficient to meet the demands of the risk profile, and effectiveness of controls and evaluate the
so in such cases OSH professionals must consider factors affecting performance and identify areas
the spirit and intent of the law and apply good for improvement. This is to include the identification
practice and OSH principles to reduce risk. of both leading and lagging indicators and both
output and outcome performance measures to
Health and safety governance support the articulation of intervention value. The
Corporate governance essentially involves use of technology and the application of systems
balancing the interests of an organisation’s many to support this is critical.
stakeholders, such as shareholders, management,
customers, suppliers, financiers, government and Health and safety auditing
the community. It includes assurance mechanisms This competency requires the professional to
that routinely check that the organisation’s risk decide what kind of audit is required, its effective
profile is accurate, sufficient control is in place and implementation and its use as part of a monitoring
management is effective. Governance includes strategy. It includes knowing how effectively to
structures and processes that are designed to design and implement safety tours, gap audits,
ensure accountability, transparency, responsiveness, compliance audits, documentation audits and
rule of law, stability, equity and inclusiveness, other inspections of various types.
empowerment and broad-based participation.
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Technical competencies
Continuous improvement 2 Risk management
Continuous improvement requires OSH Horizon scanning
professionals to develop and embed strategies, OSH professionals should proactively and
methods and/or ways of working to support the continuously scan the external market for the
continual evolution of OSH working practices, industry and sector of their organisation, for
business integration, operational processes, project unexpected, emerging and unanticipated risks
programmes, efficiency and/or performance. (eg changing legislation or industry standards) and
Continuous improvement includes the simplification assess the potential impact of them on the wider
of control strategies and safety management organisational environment. Horizon scanning should
systems, perhaps in response to changing extend to monitoring organisational proposals
organisational structure, risk profile and appetite. for changes in operation and structure that affect
reporting and the allocation of responsibility.
Quality management
OSH professionals must establish and deliver an Risk identification and profiling
effective quality management process and practice Risk identification and profiling require OSH
that is deliberately designed to provide consistent professionals to understand the level and nature of
results, greater efficiency and effectiveness, with a risk and how it fits into the overall risk management
clear understanding of the inter-related processes and governance structure of the organisation. They
needed to deliver organisational and operational systematically work to identify and define OSH
excellence. risks and how they should be scaled through the
organisation, to ensure that appropriate OSH team
resources are made available. The process must
include regular review to identify any significant
changes and any new risk.
Risk assessment and analysis
Risk assessment and analysis require OSH
professionals to identify appropriate risk
assessment methodologies. They must be able
to demonstrate the effective use of risk-related
data, facts, patterns and trends and evaluate the
uncertainties, critical failure/hazard points, the
scale of the risk, its probability and impact. They
must be able to use a range of qualitative and
quantitative approaches to assessing the risk. These
must include the identification and application
of different assessment methodologies, ways to
keep assessments up-to-date and using assessment
findings to drive behavioural change.
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Technical competencies
Risk prioritisation Integrating health and safety
The OSH professional prioritises risk and risk into business risk processes
opportunities in OSH, based on the wider impact The OSH professional evaluates interdependencies of
on the organisation in terms of probability, scale, OSH risks and those in the rest of the organisation,
significance, impact and distribution. They are able including operational risks, internal and external
to explain a range of factors that can influence uncertainties and opportunities, along with possible
the perceptions of risk. By using risk prioritisation corporate failure points and associated business and
methods they can inform action plans, control resource implications. They are able to appreciate
decisions and management strategies. They are fully the impact of OSH risk realisation on the
able to create a business case to support proposed business and can articulate that in commercial terms
interventions. Competence entails the ability to use as well as the usual moral, ethical and financial
risk prioritisation to develop complex risk control arguments.
programmes and mitigation plans.
Occupational health and wellbeing
Risk control, mitigation and resilience It is important to be able to understand and
OSH professionals develop mitigation strategies, facilitate the integration of occupational health risk
including the proportionate allocation of resources management into the wider OSH management
to control risk adequately. By doing so, they build systems. OSH professionals can support the delivery
the resilience of the organisation to manage current, of the organisation’s wellbeing agenda through
emerging and future risks. collaboration with other specialists. This includes
risk identification and assessment, recommendation
The OSH professional uses a range of resources of controls and management systems, assuring
to justify mitigation recommendations and overall competency, monitoring and investigation of incidents.
business improvements to eradicate or reduce risk.
They ensure risk controls are proportionate to the Business continuity
individual risk in terms of likelihood and severity. OSH professionals contribute to and ensure the
They can measure the value of outcomes as well as coordination of business continuity and crisis
outputs and thereby demonstrate that the aims of the management strategies relating to OSH and wider
business case for intervention have been achieved. plans with risk management. In doing so, they
collect and analyse information and use it to inform
Risk monitoring and reporting crisis management situations, using scenario-based
By establishing an OSH risk reporting system that management to contribute to problem resolution,
aligns with the organisational structure, the OSH including exercises to test what should happen in
professional provides clear, detailed and regular case of incidents affecting business continuity. This
reports on the impact of OSH risks on the business. includes the impact of fatal incidents on operations.
They use analytical tools to monitor emerging risks
and changes to existing risks and update risk reports
regularly.
It is necessary to be able to escalate unexpected,
unanticipated or emerging risks urgently.
There must also be an ability to make clear
recommendations on improvements based
on systematic analysis of data from a blend
of information sources at agreed intervals.
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Technical competencies
3 Incident management
Incident management
There should be an ability to apply different
procedures to deal with incidents of differing
severity. Procedures will include dealing with
casualties, dealing with worker shock, preserving
the scene for investigation, implementing incident
reporting processes, appointment of legal advice
and management of public relations. The OSH
professional should be able to identify stakeholders
and engage them appropriately in the investigation.
Incident investigation
This competency entails the ability to recognise
the difference between direct and indirect causes
of incidents and unsafe conditions. Individuals can
identify ineffective and missing information and
assess possible improvements to OSH risk control
and management systems to reduce the likelihood
of the incident recurring.
Incident reporting
This requires OSH professionals to prepare reports to
meet organisational standards on incidents, applying
professional and legal standards. They must be able
to identify an appropriate categorisation of incidents,
reflecting their organisation’s risk profile. They
should be able to contribute to or make appropriate
recommendations for proportionate improvement to
work processes.
Supporting a legal defence
The OSH professional must be able to identify the full
range of documentary evidence that would support a
legal defence, including documentation that may not
be directly OSH-related (e.g. maintenance records).
This will include the taking of statements to provide
supportive evidence. The OSH professional should
be able to work collaboratively with the legal teams
tasked to build a defence and understand and
implement the country’s rules for legal privilege.
Proficiency with incident cost analysis
As part of incident investigation OSH professionals
must undertake a cost analysis to understand the
impact of the incident on the business. The cost
analysis could include activities associated with the
circumstances of the incident but also the impact
on the business from a reputational point of view.
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Technical competencies
4 Culture
Organisational culture External visitors, suppliers and contractors
OSH professionals should be able to work It is essential to be knowledgeable about the tenets
cross-functionally in the organisation as a critical of effective contractor management, including
business partner, fostering a culture that drives a authorisation and management procedures and
positive safety culture and climate, while supporting ensuring the competence of contractors to carry
operational productivity and success. out the work safely. They must be able to build
open and honest relationships with contractors,
Vulnerable workers ensuring that quality information is exchanged
Understanding what vulnerable workers are present and joint decision-making is encouraged wherever
in the workforce and what additional controls may be appropriate. Contracts need to be fair from an OSH
necessary to ensure that they are kept safe from harm. perspective and responsibilities and liabilities very
This includes adjustments that can be made in the clearly stated. Management systems must ensure
workplace to accommodate workers with disabilities. the safety of visitors and consideration of supplier
safety and their provision of safe products.
Employee welfare
A competent OSH professional ensures that Responsiveness to changes in the
adequate facilities are in place for workers, including modern workplace
water, an area for rest and recuperation, changing Workplaces are in constant incremental change
facilities, toilets and ablutions as necessary. as organisations try to meet the challenges of
a changing world. Technological, operational
Understanding of worker wellbeing and even societal change will affect the way
An OSH professional is expected to deliver people work and the tasks that they do. The
management systems that promote and protect OSH professional must demonstrate that they are
worker wellbeing. This includes persuading them able to reflect on these changes and respond by
to make good lifestyle choices to keep themselves recommending modifications to OSH management
fit and healthy and systems for the effective systems and risk control strategies to meet these
management of mental health. challenges.
Health and safety competence
This requires OSH professionals to act as the ‘trusted
advisor’ on OSH issues and, in doing so, support
the development and delivery of appropriate
OSH competency throughout their organisation.
Individuals must be able to provide varied and
up-to-date information on OSH. They should be
able to analyse, evaluate, interpret and determine
the concepts and knowledge employees at all levels
of the organisation need to know to manage the
risk profile of the organisation effectively.
“ IOSH’s competency framework
will have a game-changing
impact on the profession. The
need for us to have wider skills
and behaviours beyond technical
ability, and to understand what
that means for business, is vital. ”
Karl Simons,
Chief Health, Safety and Security Officer,
Thames Water
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Technical competencies
5 Sustainability
Sustainability Financial sustainability
OSH professionals must be able to influence, OSH professionals must play a leading role in the
support and implement strategies and plans that financial sustainability of the organisation, through
will be beneficial to the organisation, employees the development and implementation of health and
and the environment. They have a role to play in safety management systems and processes.
harnessing business to improve society.
They must play their part in ensuring that
Human capital resources obtained are from socially and
It’s important to be engaged in recommending, environmentally responsible sources and must
supporting and encouraging policy and the be affordable. Additionally, they will help
implementation of a range of social and welfare explore financial risks associated with OSH and
activities for internal and external stakeholders. commercially-related decisions. This includes
recommendations and giving ideas for maintaining
Internally, focus will be on such things as ensuring a strong financial position, effectively managing
diversity and inclusion in a wide range of OSH business overhead costs and being financially innovative
activities, development of wellness programmes, in the resourcing of key OSH projects.
support and training to develop employees, and
providing progression opportunities, to name but Ethical business practices
a few. Externally, the focus will be to ensure that Ethical business practices require OSH professionals
OSH professionals engage actively in promoting to identify clearly any ethical issues, responsibilities
projects with a clear social purpose, making a and challenges that could compromise good
positive contribution to society, with a specific focus occupational safety and health practice within the
on customers and communities. This demands organisation. In addition, ethical decision-making,
response to changing demographics in the workplace, including consideration of benefits versus harm
embracing diversity and inclusion, disability and even to health, will be a critical component of ethical
return-to-work and rehabilitation processes. practices, along with consideration of justice,
virtue and human rights. OSH professionals have
Community impact an essential part to play in the organisational
OSH professionals have a major role in the positioning of ethical management, which is
organisation in developing and delivering social a component of sustainability. This will help
sustainability programmes that directly affect local to contribute to building employee and public
communities. In approaching this, they must identify confidence in the organisation.
social causes directly linked to the sector and
community. They should be clear about objectives,
able to leverage the organisation’s brand, products
and services, and engage stakeholders effectively to
support best endeavours.
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Core competencies
This is the set of skills necessary to support and enable good decision-making in the
workplace. They include competencies covering strategy, planning, leadership and
management. The development of these skills will greatly enhance the employability
and general effectiveness of the OSH professional.
6 Strategy
Strategy development Stakeholder management
Strategy development requires OSH professionals This requires individuals to build an awareness of
to both lead and contribute to the organisation’s interactions and linkages across stakeholder groups
strategic direction, considering the bigger picture in order to influence and have an impact on OSH
while setting priorities and the way forward. practice throughout the business, internally and
externally. OSH professionals should play a leading role
Individuals should identify and consider emerging in stakeholder engagement, including collaborative
issues and development opportunities, along with working to build business benefit at whatever level
associated risks, while articulating a series of new they operate. Developing networks inside and outside
innovative and sustainable business options and of the business will be a critical part of building and
recommendations. Maintaining a broad strategic maintaining positive relationships to add maximum
perspective while identifying and focusing on crucial overall strategic benefit to the business.
drivers will be critical to OSH and to the wider
business. Influencing
Influencing both internal and external stakeholders
Business context (internal and external) and building relationships with them present
This competency requires the ability to be cognisant long-term opportunities.
of the organisation’s approach to business, and the
wider context in which it operates, both internally OSH professionals will be expected to create a
and externally. This will mean that there should vision, set out and communicate clear goals and
be broad consideration of markets, customers plans for the future and be catalysts for change in
and suppliers and, importantly, wider sector a convincing way. They will be expected to use their
considerations. The application of OSH in the influence in a broad range of situations. They will
context of that wider environment will demonstrate also have the ability to see alternative perspectives
a 360-degree review and consideration that makes they would not have seen on their own, to achieve
a substantial difference in the way in which the OSH the desired outcomes. They should have the ability
strategy is developed, in line with the wider business to represent mission, vision and arguments for
strategy and its approach to overall delivery. action suitably for a variety of audiences from
the shop floor to the Boardroom.
Diversity and inclusion
It’s essential to develop and contribute to inclusive
workplace relationships, while collaborating in
diverse teams to foster positive and productive
outcomes Individuals are expected to advocate for
diverse perspectives and model inclusive behaviour,
support learning and influence others to promote
and embrace progress in diversity and inclusion,
while responding to inappropriate and non-inclusive
behaviour. Avoiding stereotypes, bias and prejudice
will be essential.
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Core competencies
Knowledge management 7 Planning
Knowledge management is central to any Planning and implementation
organisation’s success. Knowledge management This requires OSH professionals to ensure realistic
is the continuous collection of information and objectives are set, and that the right deadlines,
facts relating to OSH and its impact on business budgets and resources are put in place for effective
effectiveness. It includes activities such as delivery. Using planning tools and milestones
horizon scanning, gathering internal and external appropriate for the size and scale of the project
information on regulation, standards, good will be important. The ability to advise on delivery
practice and databases that provides evidence. and design of implementation solutions, as well
Information will come from a number of sources as establish the right performance measures to
e.g. risk assessments, inspection and audit reports, ensure the plan delivers on requirements, is a critical
observations and conversations, reports and success factor to the OSH function and overall
complaints, incident reports and investigations, business.
and information originating from outside of the
organisation too. Evaluating and disseminating Financial management
information is vitally important in supporting and It is a critical skill for OSH professionals to manage
developing business cases for OSH performance the financial resources of the OSH function and
improvement strategies. more widely across the business effectively and
efficiently, leveraging value while reducing wasteful
Learning organisation spending. Being able to undertake relevant financial
OSH professionals should continuously engage management reporting, or contributing to such
in seeking out the latest thought leadership and reporting, is essential, while seeking to monitor the
practice. They should be able to use this information financial performance of the function continuously
to educate and engage their co-workers and use is a must. Being familiar with and practiced in
the enhanced knowledge to improve and transform budgetary process, profit, loss and ROI are critical
the business and its OSH culture continuously. They competencies.
should take a proactive and planned approach
and shape a learning agenda that will drive value Data analysis
and performance positively and build future OSH professionals are required to define data needs
organisational resilience. and manage the collection and organisation of
data effectively. It will be important to find clear
correlations between that analysed data and the
rest of the company’s and industry’s data. It also
entails the ability to spot problems and initiate
preventative measures or problem-solve creatively.
Communicating outcomes from the data analysis in
“ It is critical that safety a timely, effective and understandable way will be a
professionals have their key requirement.
voice heard in the boardroom, Decision-making
now more than ever. To do that, Decision-making is a important aspect of daily OSH
we need people to join our operations. OSH professionals need to demonstrate
the ability to make decisions on strategic and
profession who can share the tactical issues, but as they progress within the
message that ‘good safety organisation those decisions become more complex,
is good business’ and clearly risky and prone to higher levels of scrutiny. They will
be expected to evidence their decision-making and
articulate how we contribute recommendations, demonstrating that appropriate
to corporate governance and judgement has been applied and with the best
profitability. ” interest of the business in mind.
Neil Lennox,
Head of Group Safety and Insurance,
Sainbury’s
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Core competencies
8 Leadership and management Project management
Functional management Being able to create plans for managing a range
This skill requires OSH professionals to utilise a of OSH and/or integrated business projects and
range of leadership styles and approaches to lead programmes, from simple to complex. This includes
on the development, function and implementation an ability to identify objectives, tasks, resources,
of operational plans to deliver on the health, safety risks and associated mitigation challenges, along
and welfare requirements across the business. with budgets and timelines and project or
This includes determining the right structure to programme governance. The audience is often
drive high-impact initiatives, productivity and broad and complicated, so skills in collaboration,
effectiveness. communication and cooperation are key as OSH
project managers often navigate the organisation’s
As part of the process, individuals will allocate stakeholders.
resources, set and manage budgets and put in
place the right resources, or make appropriate Managing change
recommendations if they do not control the This means being able to scope, plan and
resources necessary. Individuals will also organise communicate the rationale for change and assessing
and/or contribute to resource allocation, establishing the impact of that change on the OSH function and
efficient workflows to deliver business imperatives. across the business. Having the ability to find ways
They should inspire and motivate the OSH team to gain cooperation and buy-in to change is central
and other stakeholders to meet objectives, thereby to the successful implementation of any initiative
encouraging the sharing of knowledge and and the way in which the business operates.
professional development.
Conflict management
Visible leadership This means being able to overcome differences in
This promotes an unambiguous OSH vision, clearly opinions relating to business issues and view them
articulates how it can be achieved and what as a healthy part of management decisions, at both
needs to be done to realise it. It will require OSH functional and organisational levels. It requires
professionals to demonstrate confidence, optimism, individuals to work with tact, to respect the views of
perseverance and personal resilience as they others, to apply a wide range of interpersonal skills
seek to use their influence across a wide range to facilitate discussions effectively and to deploy
of stakeholders and ensure their peers and direct a range of strategies and compromises that may
reports see and share in the value of everything they achieve greater benefit for all concerned, irrespective
do. As they seek to gain acceptance to adopt policy, of original positions. It’s the responsibility of OSH
plans and processes, they need to establish a clear professionals to work to gain clear agreement on
case for change, challenge positively where required the way forward and ensure they gain full support
and be able to gain the respect of others, gaining for the agreed outcome.
and maintaining their respect as they go. They must
inspire and motivate others to engage with the
vision and the change needed to achieve it.
Teamwork
This is an important factor in developing effective
and high levels of performance in OSH by
multidisciplinary teams. Creating a positive, sharing
and enabling working environment in which staff
can thrive helps to shape the behaviours of the
team. Individuals will promote team morale and
productivity by being clear about expectations and
by accrediting contributions and acknowledging
accomplishments, demonstrating how they value
the input by each team member.
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Behavioural
competencies
These competencies cover how the OSH professional conducts themselves in the
workplace. They include working with stakeholders, ensuring good personal
performance and professionalism, communication and working effectively with
others. These competencies underpin the building of successful working relationships.
9 Stakeholder management 10 Personal performance
Collaboration Personal responsibilities and accountabilities
This is a way of working that requires individuals This requires OSH professionals to understand, apply
to find out stakeholders’ needs, expectations and and work within legislative requirements, approved
motivations while building a rapport with strategic standards and company policy. In so doing they must
partners. It involves building strong networks ensure that they meet moral and social requirements
with stakeholders and promoting resource and of the OSH ethos, ensuring every employee has a
information sharing, while treating them with right to work in a healthy and safe environment
respect. Being able to negotiate effectively, find without risk of injury. Critical to this is the ability to
common ground or offer viable and constructive ensure that they are able to balance those ethical,
alternatives will allow OSH professionals to be moral, social and cost challenges of the role.
collaborative business partners and colleagues.
Self-motivation and discipline
Being the ‘trusted advisor’ OSH professionals are obliged to undertake their
This skill requires OSH professionals to use their own self-development, often being the only
experience, training, knowledge and subject specialist in an organisation. This work must include
matter expertise to advise internal and external self-awareness of strengths, weaknesses and
customers on the best way to undertake a series opportunities for development; accountability for
of activities and deliver on business intent. To be own behaviour, deliverables, health and wellbeing;
trusted advisors, professionals must display a range an awareness and understanding of current and
of behaviours that illustrate they are disciplined, evolving best practice; a willingness to develop
professional and trustworthy and act consistently skills or knowledge required; and a commitment
with integrity. to continuing professional development (CPD).
Negotiating Prioritising work
Negotiating constructively towards a win-win Prioritising work is part of an OSH professional’s
solution is an expectation of OSH professionals. daily responsibilities. Working on their own initiative,
Exploring creative solutions with others to in a self-directed and autonomous manner, is
gain successful outcomes is critical. Individuals essential. They should also be able to work without
should prepare and run effective negotiations guidance, prioritising issues, tasks and activities
in a constructive manner and make realistic effectively and efficiently to deliver personal and
compromises, while maintaining an objective and business objectives.
non-emotional distance from the arguments. Focus
should achieve value-added results and outcomes.
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Behavioural competencies
Driven by results 11 Communication
OSH professionals will be able to generate Communicating effectively
commitment and enthusiasm from others to set An essential attribute is the ability to create
and achieve challenging goals and objectives. They simplicity out of complexity. The ability to develop
should be able to navigate problems in a nimble effective two-way communications delivers
and agile way, even when they are complex. Constant efficiency in the process and ultimately better
monitoring of results and ensuring quality and delivery are
achieved as planned provide opportunity for continuous
outcomes and results. Being mindful when
improvement in service delivery across the business. Doing shaping and delivering messages, whatever the
this demands commercial acumen and a desire to strive communications medium, helps to build the
with colleagues in other disciplines to improve productivity. confidence and credibility in OSH.
Problem-solving Advocating for safety and inspiring people
This includes the requirement to investigate, assess This requires OSH professionals to take on the role
and evaluate issues and events that have an of trusted advisor within the organisation and to
impact on the business. Problems will range from promote, improve, maintain and enhance safety in
the simple to more complex and will require the daily working operations and inspire individuals and
deployment of a multitude of tools and techniques functions across the business to take responsibility
to support analysis and synthesis of information. for keeping themselves and others safe at all times.
OSH professionals are used to contributing to solving
business problems in an effective, risk-conscious Providing constructive feedback
but efficient way. Generating potential solutions A skilled requirement vital for achieving a safe and
by applying consultative, creative and innovative healthy working environment. Deploying skills that
practices against pre-set criteria in a positive way balance strengths and areas for development in
will help to facilitate successful outcomes. a way that drives a positive outcome is essential.
The ability to avoid negative phrases and react
Innovation and creativity purposefully to challenges is essential.
These include developing and embedding
approaches to innovative and creative working, Active listening
quick to spot and capitalise on emerging trends, OSH professionals should show at all times they
providing insightful solutions to improve business are listening to people in a range of settings and
effectiveness and productivity. The OSH professional situations, by giving their undivided attention and
identifies and uses a range of mechanisms, tools, by using appropriate body language. Importantly,
processes and behaviours that are thorough in they should provide constructive feedback, aim
seeking viable ideas for improvement. to defer judgement and find ways of responding
appropriately.
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Behavioural competencies
12 Working with others
Self-awareness Professional integrity
This requires OSH professionals to develop an This is something every OSH professional should
honest understanding of their own values, desires, pride themselves on. Total honesty, transparency,
thought patterns, motivations, goals and ambitions, clarity and ethical behaviour are essential. Being
emotional responses, strengths and weaknesses. able to demonstrate that integrity in all aspects of
They must be able to evaluate their effect on business is a commitment each should make and
internal and external stakeholders. Being mindful of is a critical success factor for individuals and the
potential responses to a range of situations is critical business.
to controlling their personal approach and thereby
gaining buy-in and cooperation. Coaching and mentoring
OSH professionals must take direct responsibility
Commercial mind-set for ensuring coaching and mentoring opportunities
A skill-critical competency, whereby people are provided to support the learning of others and
apply formalised and common sense commercial actively stretch those individuals’ abilities, outside
approaches to business decision-making, their comfort zone. Finding ways of growing the
demonstrating clear business acumen, an ability to capability and personal strengths of individuals will
interpret commercial information carefully and to enhance their value to the organisation. Providing
apply strong business judgement in problem-solving. a blend of proactive and responsive support,
along with advice and constructive feedback,
Empathy helps individuals to grow in confidence. Creating
Views and perspectives of internal and external opportunities for change is also a key part of
stakeholders go a long way in progressing OSH-related the process. Coaches and mentors must model
issues within business. The ability to listen, respond successful behaviours, including a high-performance
appropriately and see things from other perspectives work ethic and constant self-improvement.
is key to successful engagement and respect with a
wide range of stakeholders. As an advocate, the OSH
professional will inspire, recommend and champion
active safe working practices to ensure the health,
safety and welfare of all those working for and
associated with the organisation.
IOSH competency framework [Link]/competency-framework
15
IOSH is the Chartered body for health and safety professionals. With over 49,000
members in more than 130 countries, we’re the world’s largest professional health
and safety organisation.
We set standards and support, develop and connect our members with resources,
guidance, events and training. We’re the voice of the profession and campaign on
issues that affect millions of working people.
IOSH was founded in 1945 and is a registered charity with international NGO status.
IOSH [Link]/IOSH_tweets
The Grange
Highfield Drive [Link]/IOSHofficial
Wigston [Link]/IOSH-linkedin
Leicestershire
[Link]/IOSHchannel
LE18 1NN
UK [Link]/ioshofficial
+44 (0)116 257 3100
[Link]
Institution of Occupational Safety and Health
PS1880/290922/PDF
Founded 1945
Incorporated by Royal Charter 2003
Registered charity in England and Wales No. 1096790
Registered charity in Scotland No. SC043254