The Evidence Guide provides advice on assessment and must be read in conjunction with the performance criteria, required skills and knowledge, range statement and the Assessment Guidelines for the Training Package.

Overview of assessment

Critical aspects for assessment and evidence required to demonstrate competency in this unit

Evidence of the following is essential:

range of methods and techniques for communicating information and ideas to a range of stakeholders

range of methods and techniques for developing positive work relationships that build trust and confidence in the team

accessing and analysing information to achieve planned outcomes

techniques for resolving problems and conflicts and dealing with poor performance

knowledge of the theory associated with managing work relationships to achieve planned outcomes.

Context of and specific resources for assessment

Assessment must ensure:

access to appropriate documentation and resources normally used in the workplace.

Method of assessment

A range of assessment methods should be used to assess practical skills and knowledge. The following examples are appropriate for this unit:

demonstration of techniques in managing poor performance and communicating effectively

direct questioning combined with review of portfolios of evidence and third party workplace reports of on-the-job performance by the candidate

observation of performance in role plays

observation of presentations

oral or written questioning to assess knowledge of relevant legislation

review of consultation processesimplemented to encourage employees to contribute to issues related to their work

review of documentation outlining reviewing ofworkplace outcomes.

Guidance information for assessment

Holistic assessment with other units relevant to the industry sector, workplace and job role is recommended, for example:

other units from the Certificate IV in Frontline Management.

Required skills

coaching and mentoring skills to provide support to colleagues

literacy skills to research, analyse, interpret and report information

relationship management and communication skills to:

deal with people openly and fairly

forge effective relationships with internal and/or external people, and to develop and maintain these networks

gain the trust and confidence of colleagues

respond to unexpected demands from a range of people

use supportive and consultative processes effectively.

Required knowledge

relevant legislation from all levels of government that affects business operation, especially in regard to occupational health and safety (OHS), and environmental issues, equal opportunity, industrial relations and anti-discrimination

theory associated with managing work relationships to achieve planned outcomes:

developing trust and confidence

maintaining consistent behaviour in work relationships

understanding 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.

The range statement relates to the unit of competency as a whole. It allows for different work environments and situations that may affect performance. Bold italicised wording, if used in the performance criteria, is detailed below. Essential operating conditions that may be present with training and assessment (depending on the work situation, needs of the candidate, accessibility of the item, and local industry and regional contexts) may also be included.

Information may include:

data appropriate to work roles and organisational policies that is shared and retrieved in writing or verbally, electronically or manually such as:

archived, filed and historical background data

individual and team performance data

marketing and customer related data

planning and organisational documents including the outcomes of continuous improvement and quality assurance

policies and procedures

Consultation processes may include:

feedback to the work team and relevant personnel in relation to outcomes of the consultation process

opportunities for all employees to contribute to ideas and information about organisational issues

Processes to ensure that issues raised are resolved promptly or referred may include:

conducting informal meetings

coordinating surveys or questionnaires

distributing newsletters or reports

exchanging informal dialogue with relevant personnel

participating in planned organisational activities

Relevant personnel may include:

managers

OHS committee and other people with specialist responsibilities

other employees

supervisors

union representatives/groups

Organisation's social, ethical and business standards may refer to:

implied standards such as honesty and respect relative to the organisational culture and generally accepted within the wider community

rewards and recognition for high performing staff

standards expressed in legislation and regulations such as anti-discrimination legislation

written standards such as those expressed in:

code of workplace conduct/behaviour

dress code

policies

statement of workplace values

vision and mission statements

Colleagues, customers and suppliers may include:

both internal and external contacts

employees at the same level and more senior managers

people from a wide variety of social, cultural and ethnic backgrounds

team members

Organisation's policies and procedures may refer to:

Materials Safety Data Sheets

organisational tasks and activities undertaken to meet performance outcomes

sets of accepted actions approved by the organisation

Standard Operating Procedures

Networks may be:

established structures or unstructured arrangements and may include business or professional associations

informal or formal and with individuals or groups

internal and/or external

Workplace outcomes may include:

OHS processes and procedures

performance of the work team

Poor work performance may refer to:

individual team members

organisation as a whole

self

whole work team