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Elements and Performance Criteria

1. Participate in planning the introduction and facilitation of change
   • The manager contributes effectively to the organisation's planning processes to introduce and facilitate change
   • Plans to introduce change are made in consultation with appropriate stakeholders
   • The organisation's objectives and plans to introduce change are communicated effectively to individuals and teams
2. Develop creative and flexible approaches and solutions
   • A variety of approaches to managing workplace issues and problems are identified and analysed
   • Risks are identified and assessed, and action initiated to manage these to achieve a recognised benefit or advantage to the organisation
   • The workplace is managed in a way which promotes the development of innovative approaches and outcomes
   • Creative and responsive approaches to resource management improve productivity and services, and/or reduce costs
3. Manage emerging challenges and opportunities
   • Individuals and teams are supported to respond effectively and efficiently to changes in the organisation's goals, plans and priorities
   • Coaching and mentoring assist individuals and teams to develop competencies to handle change efficiently and effectively
   • Opportunities are identified and taken as appropriate, to make adjustments and to respond to the changing needs of customers and the organisation
   • Information needs of individuals and teams are anticipated and facilitated as part of change implementation and management
   • Recommendations for improving the methods and techniques to manage change are identified, evaluated and negotiated with appropriate individuals and groups

Required Skills

Not applicable

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 identify opportunities to improve performance in consultation with appropriate individuals and groups They must be able to show evidence of the ability to develop flexible and creative approaches and strategies to introduce and manage change and innovation and to provide coaching and mentoring support to facilitate change They must be able to assess risks associated with the introduction of change and manage emerging challenges and opportunities

Specific Evidence Requirements

Required knowledge and understanding includes

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

the principles and techniques involved in

change and innovation management

development of strategies and procedures to implement and facilitate change and innovation

use of risk management strategies identifying hazards assessing risks and implementing risk control measures

problem identification and resolution

leadership and mentoring techniques

management of quality customer service delivery

consultation and communication techniques

record keeping and management methods

the sources of change and how they impact

the factors which leadcause resistance to change

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

communication skills to

gain the trust and confidence of colleagues

deal with people openly and fairly

use consultation skills effectively

research analysis and reporting skills

skills to

influence the organisations culture so that it is receptive to change and innovation

monitor trends in the internal andor external environment

respond positively to new situationschallenges

evaluate alternative proposals for change

manage resistance to change

draw on the diversity of the workplace to assist the organisation benefit from change

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

consulting with team and stakeholders on plans to introduce change

communicating changes to team and individuals

providing recommendations to management

Collecting analysing and organising information

obtaining information about the change process and identifying opportunities and risks

Planning and organising activities

organising occasions to discuss change with the team and stakeholders

Working in a team

supporting the team to respond positively to change

encouraging creative responses from team members

Using mathematical ideas and techniques

making calculations associated with implementing change

Solving problems

addressing difficulties arising from the changes

Using technology

using technology to assist in the management of information to facilitate change

Innovation skills

taking an innovative approach to the development of the change process to enhance business operations

Products that could be used as evidence include

documentation produced in leading change and innovation such as

contribution to organisational policies and procedures

procedures and policies for dealing with change and innovation and related codes of conduct

evidence of actions taken to address information collection and retrieval

evidence of actions taken to address methods of analysing information and developing change and innovation processes

evidence of actions taken to address internal and external change and innovation management issues

evidence of actions taken to address issues and problems within work team and change process

evidence of advice and input into management decisions related to the work team and change process

learning and development plans for team members

materials developed for coaching mentoring and training

induction programs developed andor delivered

records of OHS consultation

risk assessment records

reviews of people management

records of people management lessons learned

Processes that could be used as evidence include

how planning processes have introduced and facilitated change

how plans for change were introduced and consulted on

how communication processes were conducted

how the operational plan was managed

examples of approaches to managing workplace issues

examples of risk assessments and measures to minimise risk

how performance management system was implemented within work team

how problems and issues within the work team were addressed

how creative and innovative responsesapproaches have affected productivity

examples of team members responses to change and how coaching and mentoring was of assistance

examples of adjustments to respond to changing needs of customers andor the organisation

examples of response to information needs

examples of recommendations for improving methods for managing change

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 facilitate and capitalise on change and innovation 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 identify opportunities to improve performance in consultation with appropriate individuals and groups They must be able to show evidence of the ability to develop flexible and creative approaches and strategies to introduce and manage change and innovation and to provide coaching and mentoring support to facilitate change They must be able to assess risks associated with the introduction of change and manage emerging challenges and opportunities

Specific Evidence Requirements

Required knowledge and understanding includes

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

the principles and techniques involved in

change and innovation management

development of strategies and procedures to implement and facilitate change and innovation

use of risk management strategies identifying hazards assessing risks and implementing risk control measures

problem identification and resolution

leadership and mentoring techniques

management of quality customer service delivery

consultation and communication techniques

record keeping and management methods

the sources of change and how they impact

the factors which leadcause resistance to change

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

communication skills to

gain the trust and confidence of colleagues

deal with people openly and fairly

use consultation skills effectively

research analysis and reporting skills

skills to

influence the organisations culture so that it is receptive to change and innovation

monitor trends in the internal andor external environment

respond positively to new situationschallenges

evaluate alternative proposals for change

manage resistance to change

draw on the diversity of the workplace to assist the organisation benefit from change

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

consulting with team and stakeholders on plans to introduce change

communicating changes to team and individuals

providing recommendations to management

Collecting analysing and organising information

obtaining information about the change process and identifying opportunities and risks

Planning and organising activities

organising occasions to discuss change with the team and stakeholders

Working in a team

supporting the team to respond positively to change

encouraging creative responses from team members

Using mathematical ideas and techniques

making calculations associated with implementing change

Solving problems

addressing difficulties arising from the changes

Using technology

using technology to assist in the management of information to facilitate change

Innovation skills

taking an innovative approach to the development of the change process to enhance business operations

Products that could be used as evidence include

documentation produced in leading change and innovation such as

contribution to organisational policies and procedures

procedures and policies for dealing with change and innovation and related codes of conduct

evidence of actions taken to address information collection and retrieval

evidence of actions taken to address methods of analysing information and developing change and innovation processes

evidence of actions taken to address internal and external change and innovation management issues

evidence of actions taken to address issues and problems within work team and change process

evidence of advice and input into management decisions related to the work team and change process

learning and development plans for team members

materials developed for coaching mentoring and training

induction programs developed andor delivered

records of OHS consultation

risk assessment records

reviews of people management

records of people management lessons learned

Processes that could be used as evidence include

how planning processes have introduced and facilitated change

how plans for change were introduced and consulted on

how communication processes were conducted

how the operational plan was managed

examples of approaches to managing workplace issues

examples of risk assessments and measures to minimise risk

how performance management system was implemented within work team

how problems and issues within the work team were addressed

how creative and innovative responsesapproaches have affected productivity

examples of team members responses to change and how coaching and mentoring was of assistance

examples of adjustments to respond to changing needs of customers andor the organisation

examples of response to information needs

examples of recommendations for improving methods for managing change

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 facilitate and capitalise on change and innovation 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

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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:

knowledge of OHS legislation, principles and practice within the context of the organisation's operations and plans

OHS practice as an ethical standard and legislative requirement

training of all employees in health and safety procedures, and regular updating of records

OHS hazard identification, risk assessment and control

implementation of procedures for dealing with hazardous events

adjustment of communications and OHS approach to cater for social and cultural diversity and special needs

Manager refers to:

a person with frontline management roles and responsibilities, regardless of the title of their position

Appropriate stakeholders may refer to:

those individuals and organisations who have a stake in the change and innovation being planned, including:

organisation directors and other relevant managers

teams and individual employees who are both directly and indirectly involved in the proposed change

union/employee representatives or groups

OHS committees

other people with specialist responsibilities

external stakeholders where appropriate - such as clients, suppliers, industry associations, regulatory and licensing agencies

Risks may refer to:

any event, process or action that may result in goals and objectives of the organisation not being met

any adverse impact on individuals or the organisation

various risks identified in a risk management process

Information needs may include:

new and emerging workplace issues

implications for current work roles and practices including training and development

changes relative to workplace legislation, such as OHS

workplace data such as productivity, inputs/outputs and future projections

planning documents

reports

market trend data

scenario plans

customer/competitor data

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:

knowledge of OHS legislation, principles and practice within the context of the organisation's operations and plans

OHS practice as an ethical standard and legislative requirement

training of all employees in health and safety procedures, and regular updating of records

OHS hazard identification, risk assessment and control

implementation of procedures for dealing with hazardous events

adjustment of communications and OHS approach to cater for social and cultural diversity and special needs

Manager refers to:

a person with frontline management roles and responsibilities, regardless of the title of their position

Appropriate stakeholders may refer to:

those individuals and organisations who have a stake in the change and innovation being planned, including:

organisation directors and other relevant managers

teams and individual employees who are both directly and indirectly involved in the proposed change

union/employee representatives or groups

OHS committees

other people with specialist responsibilities

external stakeholders where appropriate - such as clients, suppliers, industry associations, regulatory and licensing agencies

Risks may refer to:

any event, process or action that may result in goals and objectives of the organisation not being met

any adverse impact on individuals or the organisation

various risks identified in a risk management process

Information needs may include:

new and emerging workplace issues

implications for current work roles and practices including training and development

changes relative to workplace legislation, such as OHS

workplace data such as productivity, inputs/outputs and future projections

planning documents

reports

market trend data

scenario plans

customer/competitor data

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