Mr. Christian S.

Sol
Accredited DOLE-OSH Safety Consultant
Accredited DENR Pollution Control Officer
 PURPOSES of Planned Job
Observation
 TYPES of Observations
 STEPS in Planned Job
Observation
1. Pinpoint PRACTICES that could cause accidents,
injuries, damage, inefficiency & waste.
2. Determine specific NEEDS FOR COACHING &
TRAINING.
3. Learn more about WORK HABITS of your people.
4. Check adequacy of existing JOB/TASK METHODS
& PROCEDURES.
5. Follow-up on effectiveness of recent TRAINING.
6. Give on-the-spot CONSTRUCTIVE CORRECTION.
7. Spotlight specific BEHAVIORS FOR RECOGNITION
& REINFORCEMENT.
1. INFORMAL
OBSERVATIONS
2. PLANNED JOB
OBSERVATIONS
 1

a. CASUAL – routinely LOOKING

OR GLANCING at work being
performed by workers.
b. INTENTIONAL – OBSERVING
a particular worker for a
period of time doing a job or
part of the job.
 2

PLANNED JOB OBSERVATION is a tool

for observing conditions & practices in
an organized & systematic way.
PLANNED JOB OBSERVATION is a
technique that enables the supervisor
to know whether or not a worker is
performing all aspects of specific job
with maximum efficiency.
1 Worker & Job Selection
2 Preparation
3 Observation
4 Employee Review
5 Evaluation & Recording
6 Follow-up
 1

INVENTORY OF THE
OCCUPATIONS
(CRITICAL JOBS)
RIGHT WORKER FOR
THE JOB
 2

1 Deciding which Jobs/Tasks to

observe.
Use factors relating
to accidents, like:
 Frequency – how frequent
 Severity – how serious
  Job or Task – is a segment of
work, a specific work
assignment, a set of actions
required to complete a specific
work objective.
2 Deciding Who to observe
1 The New Man
2 The Poor Performer – it has been tested and
proven that planned observation done to a
worker who has a reputation as a poor
performer has helped him improved to a
point where his work is making a positive,
recognized contribution.
3 The Risk-Taker – these are the workers who
had experienced doing the job repeatedly and
with pride to acknowledge openly that they
can do the job on their own way; it may not
be the standard, but it gets things done for
them on time and, after all, “nothing has
happened yet.”
4 The Worker with a known Ability Problem –
are those worker who can do the job pretty
well but manifest some physical or mental
problems, known or suspected, that could
cause the supervisor to question a worker’s
ability to do a job.
5 The Good Performer – these are workers
whom we could considered assets. Their
execution of techniques & methods could
help others do their work more efficiently.
 3

 These simple guidepost have been found best

to follow in order to be consistent with your
instruction to the worker and to accomplish
your observation in most efficient manner:

• Stay Out Of The Way

• Give him the room he needs
• Avoid being a distraction
• Don’t interrupt unless absolutely
necessary
• Give the job your undivided attention
 4

 Immediate Feedback
 Preparing for the
Performance Discussion
 It is most appropriate to have an initial
contact with the worker as soon after
he has finished the job as possible.
 The initial contacts made with the
worker should consists of several
sincere comments relative to the
values received by yourself and his
cooperation with you on this important
activity.
 5

 Use the Planned Job Observation to update

Job Procedures or Work Standards

 Report to Management all contributions

made by workers in improving the technique
or method for doing the job better.

 Record the information gathered in updating

the Standard Job Procedure.
 6

 Ensure that recommended actions are

done properly in a timely manner.
 Verify effectiveness of the change.
Follow up observation is necessary
whenever any major change has been made
in the standard procedure that affects
PEOPLE, EQUIPMENT, MATERIALS or the
ENVIRONMENT to determine the effect of
that change.
 The Planned Job Observation is a proven
technique that enables a supervisor to know
whether or not a worker is performing all
aspects of a specific job with maximum
efficiency.
 Maximum job efficiency means greater and
safer production of better products at lower
costs. This can only mean increased business
and prosperity for any organization using
this tool.
 A written letter or directive stating
upper management’s position on:

• the value of Planned Job Observation and

• the need to complete the program

package, enabling management to know
that the job is being performed
efficiently.
 The magnitude of gain for an organization
using these two tools of loss control
(Standard Job Procedures & Planned Job
Observation) largely depends on the
thoroughness of their application.

 Front line supervisors must receive prompt

responses to inquiries (relating to
observations made to established
procedures) from upper management. Delays
in his follow ups will not only cause
embarrassment for him, but will jeopardize
the relationship he is attempting to build with
his workers.
 The value of having confidence that proper
procedures are known and are being
practiced justifies objective setting for the
completion of initial planned job
observations on critical jobs, and irregular
observations thereafter.

 A minimum PJO objective for each supervisor

would be TWO (2) OBSERVATIONS PER
YEAR, when necessary, follow ups on each
critical job should be covered by a standard
job procedure.
 Utilizing the same persistent follow up
involved with any “management by
objectives” program, the PJO program will
grow and grow by upper management
reinforcement in meetings and training
sessions as compliance with PJO standards is
measured and communicated.

 Likewise, the review of the supervisor’s

observation report forms provide an
opportunity for upper management to
recognize & reinforce outstanding
performance and assist individuals who
obviously needs help.
 LEADERSHIP & MANAGEMENT PLANNED JOB/TASK JOB/TASK
ADMINISTRATION TRAINING INSPECTION ANALYSIS OBSERVATION
& PROCEDURES

PERSONAL ORGANIZATIONAL HIRING & ACCIDENT & ACCIDENT &

COMMUNICATION RULES PLACEMENT INCIDENT INCIDENT
INVESTIGATION ANALYSIS

PURCHASING & EMPLOYEE HEALTH CONTROL PERSONAL MEASUREMENT

ENGINEERING TRAINING & SERVICES PROTECTIVE AUDIT SYSTEM
CONTROLS EQUIPMENT

GROUP GENERAL EMERGENCY RECORDS & OFF-THE-JOB

MEETINGS PROMOTIONS PREPAREDNESS REPORTS SAFETY
A Priority Setting – essence of planning
is in setting priorities, this view
reflects the resource limitations of the
company.
B Developing Objectives, Targets – use
SMART approach
C Designing Evaluation & Monitoring
Tools for the OSH Program.
 Prepare specific objectives (activities/
action steps) to implement the
requirements or key performance
areas of the program element
(PLANNED JOB/TASK OBSERVATIONS)
of a Comprehensive Health & Safety
Program.
 The Safety & Health Program should be
built around the basic elements &
continuous improvement model outlining
the details such as targets, monitoring
systems, awards, appraisal factors, etc.
The objectives (Specific Objectives –
Activities/Action Steps) should conform
to the following SMART criteria:

(S) – SPECIFIC or SIMPLE

(M) – MEASURABLE

(A) – ATTAINABLE

(R) – RELEVANT or REALISTIC

 Program Element Key Performance Areas Specific Objectives Person/s Support Time Status
Objective/s (Requirements or Standards) Activities/Action Steps Responsible Needed Frame
To have an A Management Directive
effective program
on Planned
Job/Task B Complete Task Observation
Observations Objectives
within the year
2014 that covers
the following key
performance
areas.
 Program Element Key Performance Areas Specific Objectives Person/s Support Time Status
Objective/s (Requirements or Standards) Activities/Action Steps Responsible Needed Frame
To have an A. Management Directive A. To have a H&S Com Top Jan 01
effective program management Dept Mgr & MGNT – Jun
on Planned directive on Supvrs 30.
Job/Task Planned Job HR Mgr
Observations Observations by 1st
within the year quarter. Safety
2014 that covers Officer
B. To have a complete
the following key Job/Task
performance B. Complete Job/Task
Observation
areas. Observation Objectives objectives by 2nd
quarter
Program Element Key Performance Areas Program Standards Set or STATUS
Objective/s (Requirements or Standards) Established by the Organization Achieved or Not Achieved
To have an A Management Directive
effective program
on Planned B Complete Job/Task
Job/Task Observation Objectives
Observations
within the year
2014 that covers
the following key
performance
areas.
Program Element Key Performance Areas Program Standards Set or STATUS
Objective/s (Requirements or Standards) Established by the Organization Achieved or Not Achieved
To have an A. Management Directive A. Management Directive
effective program 1. A written Management Directive shall
on Planned stress the importance of Planned Job
Job/Task B. Complete Job/Task Observations and it shall require all
Observations Observation Objectives managers, supervisors, foremen and
within the year team leaders to conduct, at least monthly,
2014 that covers planned job observations in their area of
the following key responsibility.
performance 2. Cascade sessions shall be planned
areas. annually by the department manager in
order that all concerned are aware of
established procedures
B. Complete Job/Task Observation
Objectives
1. All department managers or supervisors
shall have procedures of Critical Job/Task
in their area of responsibility within the
year.
2. Each department shall have Critical
Job/Task Inventory established and
reviewed by manager or supervisors
annually.