Elements and Performance Criteria
- Implement strategies for personal development and appropriate self-management
- Own management strengths and weaknesses are regularly audited and addressed through training and family and professional support.
- Priorities in management and operations are determined, and time is allocated to achieve effective outcomes.
- Strategies for managing conflicting demands and pressure are investigated and implemented.
- Identify skill requirements and prepare task descriptions and person specifications
- Tasks are identified and described along with the range of conditions under which performance may need to occur.
- Most appropriate employment arrangements are determined based on employer and employee needs, responsibilities and rights.
- Person specifications are prepared with due regard to Equal Opportunity Employment Legislation, OHS and work based harassment regulations.
- Opportunities to use government-supported employment and training programs are explored and applied as appropriate.
- Arrange employment of workforce members
- Options for filling job vacancies are assessed.
- Resources and materials for recruitment are prepared and placed with media and employment agencies as appropriate.
- Criteria for assessing job applicants are determined, and applicant evaluation processes and procedures are prepared.
- Applicants are assessed against the criteria and selection decision is finalised.
- All applicants are advised appropriately.
- Manage workforce performance
- Induction programs are designed for each employee consistent with legislative requirements and effective management.
- Terms of engagement for consultants and contractors are clarified and established.
- Induction programs are conducted for new appointees and appropriate records established.
- Work plans are developed with all members of the workforce (family and non-family).
- Strategies for communicating with workers are designed and implemented.
- Performance management strategies are designed and implemented.
- Processes for the termination of non-performing staff are identified and followed as necessary.
- Support personal development, training and career development of workers
- Strategies to identify skill and knowledge gaps are designed and implemented with workers, and strategies to address these are implemented.
- On-job training is provided to optimise worker performance and to ensure safety and fairness in the workplace.
- Off-job training requirements are identified and training is sourced and supported as appropriate.
- Opportunities for career development are identified and provided and strategies for succession are designed and implemented.
- Prior learning, experience and training is recognised and rewarded where appropriate.
- Manage administrative support
- Processes and procedures for the administration of staff records are designed and implemented.
- Administrative procedures and processes to meet legislated requirements are designed and implemented.
- Industrial relations are established and monitored, awards adhered to, enterprise agreements and/or contracts of employment negotiated, and disputes and conflicts resolved.
- Implement OHS priorities and procedures
- Review labour productivity
- Strategies for monitoring labour costs are established.
- Benchmarks for labour productivity are sourced and analysed to review the performance of the enterprise.
- Opportunities to develop more efficient work practices are established by consulting peers, staff and consultants as appropriate.
- Appropriate industrial relations are established and monitored, awards adhered to, enterprise agreements and/or contracts of employment negotiated, and disputes and conflicts resolved.
- Strategies for improving labour productivity are implemented.