In our experience as Control of Work specialists, we can appreciate the considerable time taken to research, evaluate and select the right Control of Work (ISSoW) system. The cost of a Control of Work system is significant; therefore it demands careful planning, time and assertiveness from various key stakeholders within a company.
Read below for our tips to help you identify hidden costs of Control of Work projects and our advice on how to avoid unnecessary spending:
Hidden cost 1: Management of Change > £1,000,000
Resistance to change could cause poor and improper use of Control of Work systems.
Robust Management of Change programmes significantly improve the effectiveness of Control of Work practices. For best results, Management of Change should be an on-going and continual project. This can only be achieved if a joint vision is established between the client and the supplier. It is worth its weight in gold.
We have developed Management of Change programmes to create confidence in all things Control of Work, from software to training materials. When designing Management of Change programmes, consider awareness campaigns which can ensure recognition and acceptance of the relevant changes.
Hidden cost 2: Training > £1,000,000
Insufficient training leads to gaps in Control of Work understanding.
‘Blanket training’ does not work when it comes to Control of Work; when knowledge retention is poor, best practices are not embedded within the mind-set. Employees should understand the difference between how to complete a risk assessment, and what a good standard of risk assessment is. For best results, training should be delivered in a variety of methods; e-Learning, classroom, one-on-one, practical, on the job and coaching by SME experts.
Instead of investing in training on how to use your supplier’s system, invest in the Control of Work knowledge of your personnel - after all, systems may change but the principles remain the same. Cresent’s training and competency packages can include comprehensive training programmes which pivot around Control of Work roles and responsibilities, ensuring that the candidate receives appropriate training specific to their job.
Hidden cost 3: Buy-In From End Users > £1,000,000
A disengaged workforce results in poor Control of Work standards.
السيطرة على العمل كبيرة Can you read this? Not unless you can speak Arabic. It’s important that the nationality of the personnel and the language of the software and training materials are seamlessly compatible. Multi-language training materials can minimise critical information and instructions becoming lost in translation. Training can be delivered by native speakers which will enhance familiarity and understanding, ultimately increasing the safety of your workforce and the effectiveness of your Control of Work system.
We have worked with companies to help nominate local Control of Work Ambassadors to receive specific training and engage with the ‘hearts and minds’ of the employees. This in-depth knowledge, delivered by SMEs onsite or in a classroom, can truly add a personal feeling of ownership of the system, and the Ambassadors can encourage uptake across the rest of the workforce one back in the field. We have also incorporated multi-lingual options within our software (language ‘toggle’ function) and our training materials.
This list is not exhaustive, but it should help you focus on the underlying issues of Control of Work implementation. Best practice of Control of Work is our overarching aim at Cresent and we take great pride in building relationships with our clients to reduce risk and improve safety in the oil and gas industry.