Times are changing, and approaches to rejuvenating teams and involving young people in organizational management show a common trend across all industries.
This is well-founded: technology, equipment, and monitoring and control systems are evolving. Therefore, experienced employees become invaluable in mentoring, while young managers require specific support. As a rule, managers are appointed from among technologically savvy, energetic, and educated specialists. They know the technical side of the business, but how to work with personnel, eliminate incorrect actions, and ensure a culture of safe behavior is not taught in universities.
At our enterprise, as part of the preparation for the position of a unit head, an internship program in the role of the Head of the HSE Department is provided. In essence, it covers practical methods for:
The internship process is formalized: there is a standard internship plan, and it includes working with documents to study (or review) implemented procedures, as almost everyone has only a superficial knowledge of them on their own. During the internship, various walk-throughs of different facilities are conducted, during which observations and communications with personnel take place. At the finish line, the future manager must draw independent conclusions from the information gathered (based on observations), assess identified risks, formulate recommendations for improvements, and determine the effectiveness of the work of authorized persons and HSE management system procedures in the unit. The final and, as it turned out, most difficult part for the aspiring managers is to deliver a report at a meeting with management. Perhaps it is the presentation that causes the most anxiety for everyone.
During the 2023 – 2024 period, more than 40% of managers completed the internship.
A year or even more later, the internship participants shared their impressions.
Here are some general reviews from the participants, who are now unit heads:
Question 1: "When you were training for the position of a manager, did you have a full understanding of HSE procedures and skills in managing HSE processes?"
"Before the internship, I did not have a full understanding of HSE procedures and process management skills, only a partial one, but this became clear during the internship..."
Question 2: "Did your understanding of your role, goals, tasks, and the mechanisms for achieving them in organizing and ensuring safe conditions in your unit change after the internship?"
"...My understanding of my role, goals, and tasks changed after the internship. They became more complete and conscious..."
"...I would say that the emphasis in communication with personnel shifted toward the importance of HSE. It became clearer what to focus on..."
"...There is now more attention to risks and hazards. Assessing them even in everyday life has become easier and more natural..."
"...I began to devote more time to communication with personnel..."
"...I became more attentive when conducting briefings; I try to ensure that the briefing is not just a formal checkmark and a memorized text, but to convey to subordinates that safety is paramount..."
Question 3: "Was the internship useful?"
"...For me, the internship was very useful. I saw in practice how HSE issues are resolved in another unit. How employees prepare for walk-throughs, how the manager answers all questions, and sees all the pros and cons during the walk-through with us..."
"...I adopted some approaches in communicating with personnel on HSE issues. The focus on individual details shifted to the 'IMPORTANT!' area..."
Question 4: "What topics should be included in more detail in the on-the-job internship for the Head of the HSE Department?"
"...Few novice managers are proficient enough in the risk assessment tool for identified deficiencies. Training is needed..."
"...For me personally, the most difficult part is delivering a report on the completed internship at a meeting... Training is needed on how to speak, what to talk about, and what is most important."
Now, about the main point.
It is not enough to simply organize, implement someone's "good practice," and apply something new in HSE and safety culture. It is necessary to achieve an understanding of "why" it is needed, and thereby — conscious application through clear procedures, not on paper, but in real life.
After all, everything related to safety is directly related to people. Therefore, when building the hierarchy of a safety system, one must certainly start from the top: teach our promising managers how to ensure technological safety while treating personnel with care.
Read about proposals for training leader-managers in the field of safety culture in the next article.
As our great commander Alexander Vasilyevich Suvorov said: "Hard in training, easy in battle."