This simple but powerful technique identifies hazards before they occur, focusing on the relationships among the worker, task, tools and equipment, and the work environment. Once you’ve identified job hazards, you can eliminate or reduce them to an acceptable risk level.
This is a relatively easy task, although it takes time to analyze Risk Management hazards for each job category and each step in the job. You also have to do some digging into past performance.
Priority should go to jobs with the highest injury or illness rates; the potential to cause severe or disabling injuries or illness through simple human error, complex enough to require written instructions; or that have undergone changes in processes and procedures.
Risk Management hazard analysis involves these steps:
- Involve employees. Their unique understanding of the job can be invaluable for finding hazards. Involving employees will help minimize oversights, ensure quality analysis, and get workers to buy in to the solutions because they’ll share ownership in their safety and health program.
- Review accident history. This includes the workplace record of accidents and occupational illnesses, accident damage that required repair or replacement, and any near misses. These are indicators that existing hazard controls might be inadequate and need more scrutiny.
- Conduct a preliminary job review. Discuss with employees the hazards they know exist in their work and surroundings. Brainstorm with them for ideas to eliminate or control these perils.
- List, rank, and set priorities. List jobs with hazards that present unacceptable risks, based on those most likely to occur and with the most severe consequences. Make these jobs your first priority for analysis.
- Outline steps or tasks. Nearly every job can be broken down into job tasks or steps. When beginning a job hazard analysis, watch the employee perform the job and list each step (it might help to photograph or video the worker performing the job – these visual records can provide handy references when doing a more detailed analysis of the work). Record enough information to describe each job action without getting bogged down in details. Avoid making the breakdown so detailed that it becomes unnecessarily long or so broad that it fails to include basic steps. Review the job steps with the employee to make sure you haven’t omitted anything. Stress that you’re evaluating the job itself, not the employee’s job performance.
- Identify hazards. List the hazards you identified in Step 3 (as well as any additional hazards you discovered when observing the employee) with each step or task involved in the job.