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Elements and Performance Criteria

  1. Contribute to implementation of operational plan
  2. Assist in recruiting employees and acquiring resources
  3. Support operations

Evidence Required

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 standard must be able to provide evidence that they are able to support an operational plan This will include monitoring and adjusting operational performance producing shortterm plans for the department or section planning and acquiring resources and providing reports on performance as required

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 antidiscrimination

general understanding of the principles and techniques of

shortterm operational scheduling

physical resources and services acquisition procedures andor systems

budget and performance figures interpretation

performance monitoring within defined job role

performance reporting

problem identification and resolution

alternative approaches to improving resource usage and eliminating resource inefficiencies and waste within defined job role

support for individuals and teams who have difficulty in performing to the required standard

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

maintain a safe workplace and environment

access and use feedback to improve operational performance

prepare recommendations to improve operations

access and use established systems and processes

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 represents the competence to undertake tasks effectively

Level represents the competence to manage tasks

Level 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

sharing information with members of the work team about implementing and monitoring the operational plan

Collecting analysing and organising information

acquiring information for monitoring and reporting purposes

Planning and organising activities

assisting in planning resource acquisition and usage including human resources risk management and contingency planning

Working in a team

achieving planning outcomes especially in regard to team effectiveness

Using mathematical ideas and techniques

carrying out calculations associated with resource usage analysing and monitoring budget and financial plans

Solving problems

monitoring and implementing risk management procedures and contingency plans addressing unsatisfactory performance in all areas of the operation

Using technology

assisting in the management of information to achieve planned outcomes

Innovation skills

creating innovative methods to achieve planned outcomes

Products that could be used as evidence include

documentation produced while working with the operational plan such as

suggestions for variations to the operational plan

rosters and staff allocation

shortterm resource acquisition planning

actions taken to address daytoday resource shortfalls

monitoring of financial plans and budgets

contingency planning

risk management plans

learning and development plans for team members

materials developed for coaching

induction programs conducted

actions taken to acknowledge poor unsafe or excellent performance

actions taken to address issues and problems within work team

suggestions and input into management decisions related to the operational plan

records of people management lessons learned

Processes that could be used as evidence include

how resource allocation has been managed

how work was allocated within the work team and the rationale used for such allocations

how financial plans and budgets were formulated at operational level

how the operational plan was managed

how team members were guided and supported in performing their role including induction process for new team members

how individual learning and development pathways were developed

how performance management system was implemented within work team

how problems and issues within the work team were addressed

how input and advice was provided to management in relation to human resource management of the work team

how own people management processes were reviewed and evaluated and improvements identified reported and acted upon

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 the candidate to support the operational plan 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 candidates 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 standard must be able to provide evidence that they are able to support an operational plan This will include monitoring and adjusting operational performance producing shortterm plans for the department or section planning and acquiring resources and providing reports on performance as required

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 antidiscrimination

general understanding of the principles and techniques of

shortterm operational scheduling

physical resources and services acquisition procedures andor systems

budget and performance figures interpretation

performance monitoring within defined job role

performance reporting

problem identification and resolution

alternative approaches to improving resource usage and eliminating resource inefficiencies and waste within defined job role

support for individuals and teams who have difficulty in performing to the required standard

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

maintain a safe workplace and environment

access and use feedback to improve operational performance

prepare recommendations to improve operations

access and use established systems and processes

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 represents the competence to undertake tasks effectively

Level represents the competence to manage tasks

Level 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

sharing information with members of the work team about implementing and monitoring the operational plan

Collecting analysing and organising information

acquiring information for monitoring and reporting purposes

Planning and organising activities

assisting in planning resource acquisition and usage including human resources risk management and contingency planning

Working in a team

achieving planning outcomes especially in regard to team effectiveness

Using mathematical ideas and techniques

carrying out calculations associated with resource usage analysing and monitoring budget and financial plans

Solving problems

monitoring and implementing risk management procedures and contingency plans addressing unsatisfactory performance in all areas of the operation

Using technology

assisting in the management of information to achieve planned outcomes

Innovation skills

creating innovative methods to achieve planned outcomes

Products that could be used as evidence include

documentation produced while working with the operational plan such as

suggestions for variations to the operational plan

rosters and staff allocation

shortterm resource acquisition planning

actions taken to address daytoday resource shortfalls

monitoring of financial plans and budgets

contingency planning

risk management plans

learning and development plans for team members

materials developed for coaching

induction programs conducted

actions taken to acknowledge poor unsafe or excellent performance

actions taken to address issues and problems within work team

suggestions and input into management decisions related to the operational plan

records of people management lessons learned

Processes that could be used as evidence include

how resource allocation has been managed

how work was allocated within the work team and the rationale used for such allocations

how financial plans and budgets were formulated at operational level

how the operational plan was managed

how team members were guided and supported in performing their role including induction process for new team members

how individual learning and development pathways were developed

how performance management system was implemented within work team

how problems and issues within the work team were addressed

how input and advice was provided to management in relation to human resource management of the work team

how own people management processes were reviewed and evaluated and improvements identified reported and acted upon

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 the candidate to support the operational plan 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 candidates leadership role in a work team and as part of an integrated assessment activity

Range Statement

The Range Statement adds definition to the unit by elaborating critical or significant aspects of the performance requirements of the unit. The Range Statement establishes the range of indicative meanings or applications of these requirements in different operating contexts and conditions. The specific aspects which require elaboration are identified by the use of italics in the Performance Criteria.

Legislation, codes and national standards relevant to the workplace may include:

award and enterprise agreements and relevant industrial instruments

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

relevant industry codes of practice

OHS considerations may include:

provision of information about OHS legislative requirements, guidelines and the organisation's OHS policies, procedures and programs

consideration of OHS requirements in the planning process

inclusion of OHS key performance indicators (KPIs)

participation in the regular update of OHS systems and procedures

dissemination of organisation's procedures for dealing with hazardous events

Resource requirements may include:

supply of resources

stock requirements and requisitions

purchasing or ordering of goods

Relevant personnel may include:

managers

supervisors

other employees

colleagues and specialist resource managers

OHS committees and other people with specialist responsibilities

unions/employee groups

Operational plan may include:

tactical plans developed by the department or section to detail product and service performance

organisational plans

Key performance indicators may refer to:

measures for monitoring or evaluating the efficiency or effectiveness of a system, and which may be used to demonstrate accountability and identify areas for improvements

Contingency planning may refer to:

rental, hire purchase or alternative means of procurement of required materials, equipment and stock

contracting out or outsourcing human resource and other functions or tasks

restructuring of organisation to reduce labour costs

strategies for reducing costs, wastage, stock or consumables

diversification of outcomes

recycling and re-use

finding cheaper or lower quality raw materials and consumables

seeking further funding

increasing sales or production

risk identification, assessment and management processes

succession planning

The organisation's policies and practices may include:

those organisational guidelines which govern and prescribe operational functions, such as the acquisition and management of human and physical resources

Standard Operating Procedures

undocumented practices in line with organisational operations

organisational culture

Performance systems and processes may be:

formal or informal processes within the organisation, such as:

- Key Performance Indicators (KPIs)

- specified work outcomes

- individual and team work plans

- feedback arrangements

informal systems used in the place of existing organisation-wide systems

Consultation processes may refer to:

meetings, interviews, brainstorming sessions, email/intranet communications, newsletters or other processes and devices which ensure that all employees have the opportunity to contribute to team and individual operational plans

mechanisms used to provide feedback to the work team in relation to outcomes of consultation

Systems, procedures and records may include:

individual and team performance plans

organisational policies and procedures relative to performance

databases and other recording mechanisms

The Range Statement adds definition to the unit by elaborating critical or significant aspects of the performance requirements of the unit. The Range Statement establishes the range of indicative meanings or applications of these requirements in different operating contexts and conditions. The specific aspects which require elaboration are identified by the use of italics in the Performance Criteria.

Legislation, codes and national standards relevant to the workplace may include:

award and enterprise agreements and relevant industrial instruments

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

relevant industry codes of practice

OHS considerations may include:

provision of information about OHS legislative requirements, guidelines and the organisation's OHS policies, procedures and programs

consideration of OHS requirements in the planning process

inclusion of OHS key performance indicators (KPIs)

participation in the regular update of OHS systems and procedures

dissemination of organisation's procedures for dealing with hazardous events

Resource requirements may include:

supply of resources

stock requirements and requisitions

purchasing or ordering of goods

Relevant personnel may include:

managers

supervisors

other employees

colleagues and specialist resource managers

OHS committees and other people with specialist responsibilities

unions/employee groups

Operational plan may include:

tactical plans developed by the department or section to detail product and service performance

organisational plans

Key performance indicators may refer to:

measures for monitoring or evaluating the efficiency or effectiveness of a system, and which may be used to demonstrate accountability and identify areas for improvements

Contingency planning may refer to:

rental, hire purchase or alternative means of procurement of required materials, equipment and stock

contracting out or outsourcing human resource and other functions or tasks

restructuring of organisation to reduce labour costs

strategies for reducing costs, wastage, stock or consumables

diversification of outcomes

recycling and re-use

finding cheaper or lower quality raw materials and consumables

seeking further funding

increasing sales or production

risk identification, assessment and management processes

succession planning

The organisation's policies and practices may include:

those organisational guidelines which govern and prescribe operational functions, such as the acquisition and management of human and physical resources

Standard Operating Procedures

undocumented practices in line with organisational operations

organisational culture

Performance systems and processes may be:

formal or informal processes within the organisation, such as:

- Key Performance Indicators (KPIs)

- specified work outcomes

- individual and team work plans

- feedback arrangements

informal systems used in the place of existing organisation-wide systems

Consultation processes may refer to:

meetings, interviews, brainstorming sessions, email/intranet communications, newsletters or other processes and devices which ensure that all employees have the opportunity to contribute to team and individual operational plans

mechanisms used to provide feedback to the work team in relation to outcomes of consultation

Systems, procedures and records may include:

individual and team performance plans

organisational policies and procedures relative to performance

databases and other recording mechanisms