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Elements and Performance Criteria

  1. Locate relevant information
  2. Collect and report information
  3. Use information systems
  4. Support the preparation of business plan and/or budgets
  5. Support the preparation of resource proposals

Required Skills

Required skills

ability to relate to people from a range of social cultural and ethnic backgrounds and physical and mental abilities

coaching and mentoring skills to provide support to colleagues

communication and research skills covering information collection analysis and reporting

functional literacy skills to access and use workplace information

information preparation skills

skills to improve information usage in decision making

technical skills to extract and input information

Required knowledge

a general understanding of

workplace information systems

operational plans and budgets

resource proposals

basic financial concepts relating operational plans and budgets

methods to gain efficiencies in operational resource management

relevant legislation from all levels of government which may affect business operations especially in regard to occupational health and safety and environmental issues equal opportunity industrial relations and antidiscrimination

Evidence Required

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

using management information system to collect store and retrieve data supporting the preparation of business plans andor budgets

involving the work team in planning and budget preparation

estimating resource needs and usage according to organisational requirements and allocating or acquiring resources within limits of own role

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

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

records produced from working in a team such as

reports

minutes or records of meetings

work journals or diaries

learning and development plans developed with team members

records of actions taken to address issues raised by team members

Guidance information for assessment

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

BSBCUSA Deliver and monitor a service to customers

BSBCUS301A Deliver and monitor a service to customers

BSBFLMC Support operational plan

BSBFLM305C Support operational plan

BSBFLMC Contribute to team effectiveness

BSBFLM312C Contribute to team effectiveness

BSBCMNB Maintain workplace safety

BSBCMN311B Maintain workplace safety.


Range Statement

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:

archived, filed and historical background data

continuous improvement and quality assurance data

data available internally or externally

data shared and retrieved in various forms such as in writing or verbally, electronically or manually

financial and contractual data

marketing and customer-related data

organisational performance data

planning and organisational documents

policies and procedures.

Plans and procedures may include:

action plans, project plans or more formal planning tools in line with organisational procedures and levels of own responsibility

informal documents outlining a series of planned actions or steps

organisational procedures such as Standard Operating Procedures, record keeping procedures

organisational processes and procedures used to obtain information, with consideration given to meeting legislative requirements, such as privacy, anti-discrimination.

Relevant personnel may include:

colleagues and specialist resource managers

OHS committees and OHS representatives

supervisors, managers and other staff/employees

other people with specialist responsibilities.

Management information systems may be:

the entire infrastructure of an organisation, including personnel, and the components for the collection, processing, storage, transmission, display, dissemination, and disposition of information.

Technology may include:

computerised systems and software such as databases, project management and word-processing

telecommunications devices

other technology available in the workplace and used to carry out work roles and responsibilities.

Designated persons or groups may include:

groups designated in workplace policies and procedures

the frontline manager's supervisors or others with management roles and responsibilities concerning information systems

other stakeholders accessing the information system such as customers and service providers

other work groups or teams whose work will be affected by the system.

Business plans and/or budgets may refer to:

cash flow projections

long or short term budgets/plans relative to own responsibilities

operational plans

spreadsheet-based financial projections

targets or Key Performance Indicators (KPIs) for production, productivity, wastage, sales, income and expenditure.

Contingency plans will usually be developed by others and may include:

contracting out or outsourcing human resource and other functions or tasks

diversification of outcomes

finding cheaper or lower quality raw materials and consumables

increasing sales or production

recycling and re-use

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

restructuring of organisation to reduce labour costs

risk identification, assessment and management processes

seeking further funding

strategies for reducing costs, wastage, stock or consumables.

Colleagues may include:

employees at the same level or more senior managers

OHS representatives

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

team members.

Resource planning data may relate to:

buildings/facilities

equipment/technology

finance

information

people

power/energy

targets or Key Performance Indicators (KPIs) for production, productivity, wastage, sales, income and expenditure

time.

Resourcing may include:

purchasing or ordering of goods

stock requirements/requisitions

supply of resources.