The government proposes to change the definition of ‘serious harm’ in the Health and Safety in Employment Act 1992. The new definition is to provide clarity and to ensure that employers do not spend an inappropriate amount of time dealing with trivial issues. The change should also assist enforcement agencies and the Department of Labour to focus on the investigation of injuries and the prevention of them in the workplace.

The new definition is to include physical injuries leading to an employee being unable to perform their normal duties for 10 or more calendar days, any permanent injuries, specified events such electrocution or loss of consciousness and diagnosed occupational illnesses.

Minister of Labour, Kate Wilkinson, has said that she will introduce leglislation to Parliament in the new year to amend the Health and Safety in Employment Act 1992. Other proposed changes will include providing a levy mechanism so that the Department of Labour can recover costs of enforcing the Hazardous Substances and New Organisms Act 1996 in the workplace; requiring businesses who share a workplace to collaborate to meet their duties under the Health and Safety in Employment Act; and aligning the rules of self incrimination in the Health and Safety in Employment Act 1992 with those in the Evidence Act 2006.

Article Reference: Lane Neave Lawyers

As we encounter improving economic conditions, employers need to take control and ensure the return on investment from their people is sufficient to meet business plan and budget goals.

While 2009 saw a period of consolidation, restructuring and redeployment, 2010 is the year of ‘Salary ROI’ (Return on Investment). We are using this term as many organisations are wanting to ensure their people are undertaking the right tasks at the right time and the outcomes of their work is managed effectively.

While this may seem obvious, in our experience, the majority of organisations we survey indicate significant improvements must be made in improving the robustness of their practices around managing and measuring the productivity of their people. Accurate job descriptions linked to a workable performance management framework with relevent measurable KPi’s is a must. The benefit of having these in place are significant. While tangible benefits ranging from improvements to financial results, reducing cost and minimising risk can be measured, the engagement from your people will be significant….assuming…..you do it right!

Improvements in this area are often at the forefront of the CEO / MD mindset, however frequently left as not seen as critical as stock management, cash flow, sales and marketing initiatives and other functions.

So, do you feel an obligation to improve how your people and managed and measured and are you looking for improved financial outcomes without increasing cost? An affirmative answer will mean taking decisive action now.