The Evidence Guide provides advice to inform and support appropriate assessment of this unit. It contains an overview of the assessment requirements followed by identification of specific aspects of evidence that will need to be addressed in determining competence. The Evidence Guide is an integral part of the unit and should be read and interpreted in conjunction with the other components of competency. Assessment must reflect the endorsed Assessment Guidelines of the parent Training Package.
Overview of Assessment Requirements
A person who demonstrates competence in this unit must be able to provide evidence that they are able to access, analyse and communicate information and ideas to develop and maintain positive internal and external work relationships; develop trust and confidence within the work team; develop and maintain networks; and resolve problems and conflicts effectively and efficiently.
Specific Evidence Requirements
Required knowledge and understanding include:
relevant legislation from all levels of government that affects business operation, especially in regard to occupational health and safety and environmental issues, equal opportunity, industrial relations and anti-discrimination
the principles and techniques associated with managing work relationships to achieve planning responsibilities:
- developing trust and confidence
- maintaining consistent behaviour in work relationships
- identifying the cultural and social environment
- identifying and assessing interpersonal styles
- establishing, building and maintaining networks
- identifying and resolving problems
- resolving conflict
- managing poor work performance
- monitoring, analysing and introducing ways to improve work relationships
- contributing to the elimination of discrimination/bias
Required skills and attributes include:
ability to relate to people from a range of social, cultural and ethnic backgrounds and physical and mental abilities
functional literacy skills to access and use workplace information
skills to research, analyse, interpret and report information
relationship management and communication skills: responding to unexpected demands from a range of people
using supportive and consultative processes effectively
forging effective relationships with internal and/or external people and developing and maintaining these networks
gaining the trust and confidence of colleagues
dealing with people openly and fairly
coaching and mentoring skills to provide support to colleagues
Key competencies or generic skills relevant to this unit
The seven key competencies represent generic skills considered essential for effective work participation. Innovation skills represent a further area of generic competence. The bracketed numbering indicates the performance level required in this unit:
Level (1) represents the competence to undertake tasks effectively
Level (2) represents the competence to manage tasks
Level (3) represents the competence to use concepts for evaluating and reshaping tasks. The bulleted points provide examples of how the key competencies can be applied for this unit.
Communicating ideas and information (2)
selecting and applying different communication methods to suit different groups and individuals
Collecting, analysing and organising information (2)
collecting and analysing contributions from internal and external sources
Planning and organising activities (2)
organising information and feedback collected from various sources
Working in a team (2)
implementing a range of strategies to facilitate effective workplace relationships
Using mathematical ideas and techniques (1)
using appropriate calculations to aid effective planning
Solving problems (2)
using skills and information to assist in the area of conflict resolution and as an aid to decision making
Using technology (2)
assisting in the management, distribution and communication of information
Innovation skills (2)
adopting new ideas and approaches to develop and maintain networks, effective workplace relationships and effective communication within the work team
Products that could be used as evidence include:
documentation produced in managing people within the work team, such as:
- contribution to organisational policies and procedures
- contribution to procedures and policies for dealing with workplace relationships and communications, and related codes of conduct
- actions taken to address social and ethical standards in the workplace
- actions taken to address issues and problems within work team
- actions taken to address methods of maintaining networks and developing contacts within and outside the organisation
- learning and development plans for team members
- materials developed or available for coaching, mentoring and training
- induction programs developed and/or delivered
- actions taken to address internal and external communication processes
- reviews/reports of people management
- advice and input into decisions related to the work team
- records of people management lessons learned
- records of OHS consultation
Processes that could be used as evidence include:
how strategies were implemented to ensure that information was collected and accessed
how ideas and information were communicated
how communication process was implemented and feedback received and dealt with
how policies were implemented, and contributions sought and used to develop new ideas and approaches
how processes were implemented to facilitate new ideas and approaches
examples of how issues have been resolved
how the organisation's social and ethical standards have been used within workplace relationships
how trust and confidence has been developed and maintained
how interpersonal styles and methods were adjusted to suit the organisation's social and cultural environment
examples of how networks were developed and maintained
how strategic networks were used to build relationships
how ongoing planning and implementation has been conducted
how strategies were implemented to ensure that difficulties were addressed and solutions were planned
how colleagues were guided and supported to resolve work difficulties
examples of how poor work performance and conflict was managed
Resource implications for assessment include:
access by the learner and trainer to appropriate documentation and resources normally used in the workplace
Validity and sufficiency of evidence requires:
that this unit can be assessed in the workplace or in a closely simulated work environment
that where assessment is part of a learning experience, evidence will need to be collected over a period of time, involving both formative and summative assessment
that examples of actions taken by candidate to implement effective workplace relationships are provided
Integrated competency assessment means:
that this unit should be assessed with other frontline management units taken as part of this qualification, as applicable to the candidate's leadership role in a work team and as part of an integrated assessment activity
The Evidence Guide provides advice to inform and support appropriate assessment of this unit. It contains an overview of the assessment requirements followed by identification of specific aspects of evidence that will need to be addressed in determining competence. The Evidence Guide is an integral part of the unit and should be read and interpreted in conjunction with the other components of competency. Assessment must reflect the endorsed Assessment Guidelines of the parent Training Package.
Overview of Assessment Requirements
A person who demonstrates competence in this unit must be able to provide evidence that they are able to access, analyse and communicate information and ideas to develop and maintain positive internal and external work relationships; develop trust and confidence within the work team; develop and maintain networks; and resolve problems and conflicts effectively and efficiently.
Specific Evidence Requirements
Required knowledge and understanding include:
relevant legislation from all levels of government that affects business operation, especially in regard to occupational health and safety and environmental issues, equal opportunity, industrial relations and anti-discrimination
the principles and techniques associated with managing work relationships to achieve planning responsibilities:
- developing trust and confidence
- maintaining consistent behaviour in work relationships
- identifying the cultural and social environment
- identifying and assessing interpersonal styles
- establishing, building and maintaining networks
- identifying and resolving problems
- resolving conflict
- managing poor work performance
- monitoring, analysing and introducing ways to improve work relationships
- contributing to the elimination of discrimination/bias
Required skills and attributes include:
ability to relate to people from a range of social, cultural and ethnic backgrounds and physical and mental abilities
functional literacy skills to access and use workplace information
skills to research, analyse, interpret and report information
relationship management and communication skills: responding to unexpected demands from a range of people
using supportive and consultative processes effectively
forging effective relationships with internal and/or external people and developing and maintaining these networks
gaining the trust and confidence of colleagues
dealing with people openly and fairly
coaching and mentoring skills to provide support to colleagues
Key competencies or generic skills relevant to this unit
The seven key competencies represent generic skills considered essential for effective work participation. Innovation skills represent a further area of generic competence. The bracketed numbering indicates the performance level required in this unit:
Level (1) represents the competence to undertake tasks effectively
Level (2) represents the competence to manage tasks
Level (3) represents the competence to use concepts for evaluating and reshaping tasks. The bulleted points provide examples of how the key competencies can be applied for this unit.
Communicating ideas and information (2)
selecting and applying different communication methods to suit different groups and individuals
Collecting, analysing and organising information (2)
collecting and analysing contributions from internal and external sources
Planning and organising activities (2)
organising information and feedback collected from various sources
Working in a team (2)
implementing a range of strategies to facilitate effective workplace relationships
Using mathematical ideas and techniques (1)
using appropriate calculations to aid effective planning
Solving problems (2)
using skills and information to assist in the area of conflict resolution and as an aid to decision making
Using technology (2)
assisting in the management, distribution and communication of information
Innovation skills (2)
adopting new ideas and approaches to develop and maintain networks, effective workplace relationships and effective communication within the work team
Products that could be used as evidence include:
documentation produced in managing people within the work team, such as:
- contribution to organisational policies and procedures
- contribution to procedures and policies for dealing with workplace relationships and communications, and related codes of conduct
- actions taken to address social and ethical standards in the workplace
- actions taken to address issues and problems within work team
- actions taken to address methods of maintaining networks and developing contacts within and outside the organisation
- learning and development plans for team members
- materials developed or available for coaching, mentoring and training
- induction programs developed and/or delivered
- actions taken to address internal and external communication processes
- reviews/reports of people management
- advice and input into decisions related to the work team
- records of people management lessons learned
- records of OHS consultation
Processes that could be used as evidence include:
how strategies were implemented to ensure that information was collected and accessed
how ideas and information were communicated
how communication process was implemented and feedback received and dealt with
how policies were implemented, and contributions sought and used to develop new ideas and approaches
how processes were implemented to facilitate new ideas and approaches
examples of how issues have been resolved
how the organisation's social and ethical standards have been used within workplace relationships
how trust and confidence has been developed and maintained
how interpersonal styles and methods were adjusted to suit the organisation's social and cultural environment
examples of how networks were developed and maintained
how strategic networks were used to build relationships
how ongoing planning and implementation has been conducted
how strategies were implemented to ensure that difficulties were addressed and solutions were planned
how colleagues were guided and supported to resolve work difficulties
examples of how poor work performance and conflict was managed
Resource implications for assessment include:
access by the learner and trainer to appropriate documentation and resources normally used in the workplace
Validity and sufficiency of evidence requires:
that this unit can be assessed in the workplace or in a closely simulated work environment
that where assessment is part of a learning experience, evidence will need to be collected over a period of time, involving both formative and summative assessment
that examples of actions taken by candidate to implement effective workplace relationships are provided
Integrated competency assessment means:
that this unit should be assessed with other frontline management units taken as part of this qualification, as applicable to the candidate's leadership role in a work team and as part of an integrated assessment activity