Rank: Forum user 
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Hi Guys
What would you DO or DID in your first 3 weeks in a new Safety Advisor/Manager/Officer role?
Cheers
kofi
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Rank: Forum user
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Simply put? Communicate.
I spent a lot of time with frontline teams, with their managers and with the TU Safety Rep's, building rapport and confidence. It also helps if you can relate to the work being undertaken and, perhaps the most important thing, get your hands dirty (i.e. pick up a shovel and show people you're willing to have a go).
The trick is walking the tightrope between everyone's needs, you'll often be seen as the voice of the workforce and I've been called the conscience of the management team at times. That said you also need to show you're not scared to stand your ground and know when to use diplomacy and when to be forthright.
The other thing is to be generous with your phone number and time. My industry is literally 24/7 and there's been times where I've been woken in the night because someone needs some advice. Again this occiasionally takes a firm hand to manage, sometimes you will need to be blunt and direct them to the appropriate on-call manager but overall people will respect the fact you're willing to give up personal time to advise and assist.
And finally, in the first 3 weeks don't make any changes that affect others. Introduce systems to make your job easier but wait and find out what the potential impact of a 'new system of doing things' may have on others. It might be better for you but not a sustainable choice across departments/company.
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Rank: Forum user
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Yes, I agree with Nivesey, spend a lot of time talking to people, certainly those on the shop floor, find out what they like and what they maybe unhappy with and how they think it could be changed for the better, one of the key issues is how people perceive you and your role, you need to demonstrate that essentially your being there will benefit the workforce and you want to help them.
Speak to Managers to try and assess whether they think there may be ways H & S can be improved, check Accident/Incident books to see if anything jumps out as a potential or ongoing problem.
Familiarise yourself with the company's policies and procedures and get to know the working environment and work procedures. be visible and be contactable, don't shut yourself in the office, this can give a wrong impression.
I suppose most important don't make promises that you can't keep, rather say that you'll look into the problem and get back to them and make sure that you do !!
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Rank: Super forum user 
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Observe, ask questions and listen.
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Rank: Super forum user 
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You have 100 days to make the majority of the changes you want to make - after this time you will not do it.
Can't recall where I read that first but its true - circa 3 months.
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Rank: Super forum user
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damelcfc wrote:You have 100 days to make the majority of the changes you want to make - after this time you will not do it.
Can't recall where I read that first but its true - circa 3 months. I don't agree with that. If you spend the time to gain support, understand the motivation of your collagues and establish mutual respect you can continue to make changes and improve things for years. This has been my experience. I suspect that if you try to make all the changes in the first three months, you will generate so much resistance that the saying will indeed be true!
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Rank: Super forum user 
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Maybe not always possible within 3 weeks but I found it always gave good results as a structure.
--Meet with your line manager and agree what you plan to do in those first few weeks.
--Make sure you know about any existing routine tasks that you have inherited. (reports etc)
--Meet the key line managers. Make an initial assessment of their current approach and what they are expecting from you.
--Meet the safety reps, if they exist, and find out what they expect from you.
--Simple gap analysis of compliance to key duties. You can do a more detailed analysis later.
--Outline a basic report with priorities based on risk e.g immediate, urgent, soon as practicable, longer term and then give initial feedback to line manager to agree next steps.
I agree with the look, listen and question approach. This is the time when you can easily ask those ‘Jimmy Green’ questions so don’t miss the opportunity but avoid getting drawn into any detailed responses. “I’ve made a note and will include it in my review” is a good way to respond. At this early stage only intervene directly in cases of obvious and imminent danger. It is in the management team where you need to establish working relationships first so do not spend too much time on the ‘shopfloor’ in these early days. It is too detailed and you risk becoming embroiled in detail. There is time enough to focus on ‘shopfloor’ issues after you have established an overview of what you have taken on.
p48
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Rank: Forum user 
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In addition to Pete's suggestions I have always tried to meet with the relevant enforcement officers - especially where there has been some previous input/visits by them, be that the HSE, EHO, EA, Fire Service, etc. get to know them and get a feel for some of their concerns and helps get them to talk to you first if/when things start to go a bit pear-shaped!
It's an approach that has generally served me well over the past 20 years or so - but maybe slightly more difficult with the resource issues (not to mention "FeeFI"!).
Make sure your management know the plan - some are not quite so keen to extend an open welcome
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Rank: Forum user
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Jane Blunt wrote:damelcfc wrote:You have 100 days to make the majority of the changes you want to make - after this time you will not do it.
Can't recall where I read that first but its true - circa 3 months. I don't agree with that. If you spend the time to gain support, understand the motivation of your collagues and establish mutual respect you can continue to make changes and improve things for years. This has been my experience. I suspect that if you try to make all the changes in the first three months, you will generate so much resistance that the saying will indeed be true! I'll second Jane on this one. If the statement was to be believed then it makes a mockery of the aspiration for continual improvement... and means you'll probably have a contract that lasts a few weeks more.
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