Course Outline
Advanced Leadership & Impact Training for Ontario Workplaces
Already certified? Good. Now let’s make it matter. This JHSC Effectiveness program takes certified members, supervisors, and EHS leads beyond the legal minimums and into real team performance.
Designed for those who’ve checked the compliance box but want to lead real change, this course focuses on hazard leadership, strategic inspection planning, effective meeting facilitation, and measurable outcomes. We go deep on how to shift your committee from passive to proactive—building trust with workers, credibility with management, and a stronger safety culture throughout your operation.
If your JHSC is stuck in neutral, this course kicks it into gear.
Key Learning Outcomes:
Top Ten Reasons Committees Can’t Deliver
- Break the “meeting trap” and drive results between inspections and recommendations
- Use OHSA Sections 9–12 to your advantage—know your leverage, not just your duties
- Plan strategic inspections that target top-tier risks, not just low-hanging fruit
- Facilitate productive, focused meetings with zero dead air and clear follow-up
- Transform recommendations into management-approved action plans
- Build psychological safety and worker trust with smarter communication
- Track trends using inspection/investigation data to uncover root causes
- Use CSA B337 and CSA Z1000 frameworks to align with high-performance safety programs
- Craft and execute a continuous improvement plan that gets buy-in from all levels
Executive indifference signals to committees that safety isn’t a true priority. Without management “walking the talk,” engagement wanes. Leadership presence during inspections or meetings matters more than memos
Committees fail when fear dominates—members hesitate to surface issues due to blame or punishment. Psychological safety is essential for meaningful dialogue.
When committee roles are imposed without genuine buy-in, it creates tokenism—not commitment. Behavioral-B safety research warns: “Forced change is almost always temporary.”
Without immediate, consistent recognition of positive behaviors, habits don’t stick. Operant-conditioning principles show that reinforcement is a non-negotiable success factor.
If safety is seen as “someone else’s job,” there’s no collective accountability. Committees fail when hazard control stops at frontline observation rather than being owned organization-wide.
Committees drown in data—statistics, reports, charts—but lack systems thinking. Fixation on observation numbers leads to box-checking instead of root cause analysis.
Dragging committee sessions with no agenda or clear action tracking leads to apathy. Unassigned or stale action items erode credibility fast.
A culture that avoids incident reporting, avoids lessons learned, or neglects training becomes stagnant. Learning must be embedded in the committee’s DNA.
Focusing on behavior alone without fixing systemic issues sets members up to blame individuals. Effective committees balance behavioral observation with engineering and process controls.
Common drift: overestimate ability to fix problems, underestimate complexity, escalate commitment into failing programs. Behavioral biases undermine realistic planning.
Ready to level up your committee? Book your session or request a quote now—let’s build something that actually works.
