Employee selection, placement and competency, and health assurance

Purpose

Control of operations depends upon having competent people in position.

EI statement

"Management must ensure that existing, and new, personnel have the required competencies, are fit for work, and have the appropriate level of supervision."

Integrated reading

Selection, placement, competence and health assurance describe the whole employee lifecycle, not a safety subset of it. Terms and conditions, absence, allowances, performance management, discipline and leaving all decide whether a competent, fit person is in the right role. Competence frameworks for finance, legal and IT sit here alongside the technical ones, because a competence gap in any function is a risk to the business.

Brings in

HR policies and employment termsAbsence, allowances and time recordingPerformance improvement and disciplinary processesCompetence frameworks for non-technical functions

Placed here by this reading (15)

Finance & LegalFinance and Legal Competence Framework
HR / PeopleDisciplinary Policy · Flexible Working Policy · Travel Policy · Regional HR Policies and Procedures · Occasional Offshore Allowance · Offshore Employee Sickness Absence Procedure · Offshore Employee Weather Delay Procedure · Offshore Employee Vessel Transfer Compensation Procedure · Disciplinary Procedure · Offshore Employee Timewriting Procedure · Employee Leaving the Company Form · Further Education Sponsorship Application Form · Employee Performance Improvement Process
Business ServicesIT and Information Management Competence Framework

Expectations (14)

3.1The required HS&E and process safety competencies and fitness for work and health monitoring requirements are defined for all roles in the organisation. These competencies address EI PSM framework expectations.
3.2A process is in place for screening, selection and placement of employees which confirms their compliance with the specified requirements for the role.
3.3Individual and collective experience and knowledge are maintained and are carefully considered when personnel changes are made.
3.4Roles and responsibilities are realistically designed to take account of human capabilities and limitations, the impacts of foreseeable human error and other key human and organisational factors.
3.5Appropriate induction is carried out for personnel taking up a new or revised position.
3.6A staffing development and succession plan is in place for all positions with PSM responsibility.
3.7The organisational structure, and continuity of PSM critical positions, is reviewed annually to ensure that it is adequate to meet the EI PSM framework expectations.
3.8Employee competency and fitness for work are regularly assessed against requirements of their assigned role and responsibilities.
3.9Employee training and development needs are identified through a systematic process.
3.10Systematic and effective training and development programmes ensure that each person is competent to understand and accept and deliver against the defined HS&E and process safety responsibilities for their role.
3.11Training and development programmes are a combination of formal courses, coaching and practical work.
3.12Training and development programmes are formally reviewed to assess their effectiveness and identify issues which need to be addressed and improvement opportunities.
3.13Arrangements for employee selection, placement and competency, and health assurance are understood and followed; understanding of arrangements, and compliance with them, are regularly tested.
3.14Compliance and performance trends are reviewed by specified levels of management.