Management/employee relations incident investigation

I conducted workshops on selected incident reports they had sent me. To help the attendees explore the reality of accident causation, they were given copies of the exhibit A Systemic Causation Model for Hazards-Related Incidents shown in Chapter 10. It works as a reference base. The point to be made was this The employees in that entity could do a good job of investigation if management so required. 

Consider the formerly described organization that had 8000 employees in 40 locations, none of which has more than 290 employees. At locations with perhaps 20 or 30 employees, neither a supervisor, nor a member of the human relations staff, nor the location manager may have to complete one incident investigation in a year, or 2, or perhaps 3 years. A properly drafted investigation report form and a causal factor and corrective action guide would be of great help to personnel who make incident investigations infrequently. 

Time away from competing duties. A serious incident will bring about a tremendous amount of attention and will also produce anxiety in the period immediately following the event. To be able to act on these circumstances, the commission should be freed from other duties immediately to focus on the investigation and come up with their report and recommendations promptly. This priority will also have a beneficial impact on the relations with the affected workplace. The commission will through their presence demonstrate that they take the problems of the local management and employees seriously. 

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