Required skills

Required skills include

using interpersonal and communication strategies

applying conflict resolution processes

working effectively with team members who may have diverse work styles cultures and perspectives

promoting team cohesion and effectiveness

improving team and individual performance

monitoring team and individual performance

Required knowledge

Required knowledge includes

the organisational structure and layout of the laboratory and enterprise

enterprisestatutory policies and procedures relating to access and equity

staffworkgroup practices relevant sections of industrial awards and enterprise bargaining agreements

key principles of team dynamics team leadership and management

interpersonalcommunication strategies for a diverse workforce

conflict resolution strategies and processes

key principles of performance management systems

performance outcomes expected and key indicators

business goals

operating budgets and plans for work area

relevant health safety and environment requirements

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

Assessors should ensure that candidates can

work effectively with team members who may have diverse work styles cultures and perspectives

promote team cohesion and effectiveness

measure and improve team and individual performance

monitor team and individual performance

Context of and specific resources for assessment

This unit of competency is to be assessed in the workplace or simulated workplace environment

Competency in this unit should be assessed over a sufficient period of time to enable the candidate to initiate and implement improvements

This unit of competency may be assessed with

MSLA Supervise laboratory operations in workfunctional area

MSL916003A Supervise laboratory operations in work/functional area.

Resources may include

relevant OHS equal opportunity licensing registration policies and procedures

workplace procedures and standard operating procedures SOPs

industrial awards and enterprise agreements

Method of assessment

The following assessment methods are suggested

review of record systems and documentation of team outputs and performance

feedback from team members about team processes

feedback from managers about team performance

feedback from customers serviced by the team

observation of the candidate during team meetings and contact with individual team members

interview questions with the candidate to assess underpinning knowledge of team dynamics leadership and management

In all cases practical assessment should be supported by questions to assess underpinning knowledge and those aspects of competency which are difficult to assess directly

Where applicable reasonable adjustment must be made to work environments and training situations to accommodate ethnicity age gender demographics and disability

Access must be provided to appropriate learning andor assessment support when required

The language literacy and numeracy demands of assessment should not be greater than those required to undertake the unit of competency in a work like environment

This competency in practice

Industry representatives have provided the case studies below to illustrate the practical application of this unit of competency and to show its relevance in a workplace setting

Construction materials testing

A materials testing laboratory introduced a mentoring system as part of its laboratory work teams program Laboratory assistants and technicians were placed in work teams that included technical specialists This strategy was designed to enable less experienced team members to develop advanced technical skills on the job The team leader acted as the mentor monitored the competency of the less experienced team members and organised work tasks to further develop their skills For example as part of a quality improvement project the team was asked to propose a way of minimising waste disposal After discussing a number of alternatives the team narrowed down the choice to one feasible suggestion and then investigated the cost and environmental implications with the guidance of the team leader

Biomedical

Two technical officers working in the haematology section of a large hospital laboratory explained to their supervisor that they would like to gain experience of making blood films having learned the basic skills during their initial training The supervisor agreed but first assessed their competency against enterprise standards and recognised that they could benefit from some onthejob training The supervisor arranged for them to be coached by a more experienced team member Some time later they were assessed as competent and able to regularly perform the task

Food processing

The new laboratory supervisor of a food processing company was keen to develop the professionalism of the laboratory team The supervisor wanted to enhance the teams level of cooperation participation in the ongoing development of the quality management system and willingness to suggest refinements to the food analyses that they performed Neither the supervisor nor the team of technicians believed they had the time to devote to inhouse professional development exercises In any event the technicians were dubious about the effectiveness of these activities Instead the supervisor offered to meet the costs of the technicians joining a professional society of their choice provided that it was closely related to the work performed in the laboratory Most of the staff accepted this offer Over the next few months a significant improvement in the enthusiasm of the staff and the quality of their work occurred The supervisor attributed this to an increased sense of esteem for their profession the forging of links with the laboratory staff of other companies and the opportunity to discuss their work within a wider circle of peers Some technicians made the time to visit other laboratories where they were able to assess new work practices and the merits of instrumentation not used in their own workplace Overall the supervisor found that the benefits to the operation of the laboratory team greatly outweighed the modest financial cost involved

Codes of practice

Teams

Team operation

Methods for promoting team cohesion

Methods for improving team and individual performance

Monitoring team performance

Identifying individual potential

Communication issues within and between teams

Documentation

Occupational health and safety (OHS) and environmental management requirements