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Elements and Performance Criteria

1. Analyse factors in the operating environment
   • Analyse the organisation’s purpose and direction within the overall government strategy, and its integration with other government service providers, with a view to determining key factors and issues.
   • Analyse the organisation’s culture, values and strategic priorities with a view to determining key factors and issues.
   • Monitor and analyse internal and external factors likely to impact upon the organisation.
   • Explore best practice models related to the nature of the organisation’s core business.
   • Identify and analyse client needs and preferences.
   • Identify and analyse legislation and organisational policies and practices that may impact upon organisation’s operations.
2. Develop and coordinate a strategy for determining strategic priorities
   • Consult with key stakeholders.
   • Find constructive solutions where stakeholders are in conflict.
   • Use analysis and evaluation of information gained from a variety of sources, to identify strategic options for prioritisation.
   • Undertake benchmarking with other organisations or best practice standards to inform development of strategic priorities.
   • Consider priorities of other government service providers to ensure duplication will be avoided and services integrated for the benefit of clients.
3. Formulate and communicate strategic priorities
   • Develop strategic priorities that support overall government strategy.
   • Develop strategic priorities that embody the organisation’s values, beliefs and philosophy.
   • Use strategic priorities to draw together and reflect the suggestions and interests of stakeholders.
   • Develop strategic priorities that embody a shared vision for the future and set out objectives that encourage staff to be creative and innovative in their approach to attaining objectives.
   • Communicate strategic priorities to stakeholders.
   • Monitor implementation to ensure strategic priorities are addressed through related business unit and individual objectives.
4. Analyse factors in the operating environment
   • Analyse the organisation’s purpose and direction within the overall government strategy, and its integration with other government service providers, with a view to determining key factors and issues.
   • Analyse the organisation’s culture, values and strategic priorities with a view to determining key factors and issues.
   • Monitor and analyse internal and external factors likely to impact upon the organisation.
   • Explore best practice models related to the nature of the organisation’s core business.
   • Identify and analyse client needs and preferences.
   • Identify and analyse legislation and organisational policies and practices that may impact upon organisation’s operations.
5. Develop and coordinate a strategy for determining strategic priorities
   • Consult with key stakeholders.
   • Find constructive solutions where stakeholders are in conflict.
   • Use analysis and evaluation of information gained from a variety of sources, to identify strategic options for prioritisation.
   • Undertake benchmarking with other organisations or best practice standards to inform development of strategic priorities.
   • Consider priorities of other government service providers to ensure duplication will be avoided and services integrated for the benefit of clients.
6. Formulate and communicate strategic priorities
   • Develop strategic priorities that support overall government strategy.
   • Develop strategic priorities that embody the organisation’s values, beliefs and philosophy.
   • Use strategic priorities to draw together and reflect the suggestions and interests of stakeholders.
   • Develop strategic priorities that embody a shared vision for the future and set out objectives that encourage staff to be creative and innovative in their approach to attaining objectives.
   • Communicate strategic priorities to stakeholders.
   • Monitor implementation to ensure strategic priorities are addressed through related business unit and individual objectives.

Performance Evidence

Evidence required to demonstrate competence must satisfy all of the requirements of the elements and performance criteria. If not otherwise specified the candidate must demonstrate evidence of performance of the following on at least one occasion.

delegating work to others

counselling and resolving conflict in teams

using team building strategies

using facilitation, negotiation and consultation requiring exchanges of complex oral information

using consensual decision making skills

keeping check of emotions when challenges arise, maintaining composure, perceiving the emotional motivators that drive individuals and groups in the workplace and engaging those motivators, where appropriate, to optimise organisational performance

explaining complex ideas to different audiences

interpreting and explaining complex, formal documents and assisting others to apply them in the workplace

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Knowledge Evidence

Evidence required to demonstrate competence must satisfy all of the requirements of the elements and performance criteria. If not otherwise specified the depth of knowledge demonstrated must be appropriate to the job context of the candidate.

organisational goals, policies and procedures

the relationship between effective human resource functions and the attainment of business unit objectives

human resource policies and practices

environmental and sustainability practices

emotional intelligence principles and strategies

group processes and facilitation techniques

team building strategies

the organisation’s career and human resource development strategies, programs and plans

conflict resolution strategies

jurisdictional legislation applicable to management and human resource management functions

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