Unit of Competency Mapping – Information for Teachers/Assessors – Information for Learners

MSS405011 Mapping and Delivery Guide
Manage people relationships

Version 1.0
Issue Date: April 2024


Qualification -
Unit of Competency MSS405011 - Manage people relationships
Description
Employability Skills
Learning Outcomes and Application This unit of competency covers the ability to manage the human relationship aspects of implementing and operating competitive systems and practices.This unit requires strong communication, teamwork and problem solving skills to achieve effective relationships that support a competitive systems and practices environment. Initiative, enterprise, planning and organising are also required to ensure relationships are monitored and issues are resolved proactively. The unit also includes aspects of self-management and learning to ensure improvement of own performance and communication skills.It is suitable for people who work in a managerial, technical specialist or similar role and are expected to encourage others to accept change and increase the quality, quantity and reliability of output consistent with customer requirements.No licensing, legislative or certification requirements apply to this unit at the time of publication.
Duration and Setting X weeks, nominally xx hours, delivered in a classroom/online/blended learning setting.

The unit should be assessed holistically and the judgement of competence shall be based on a holistic assessment of the evidence.

The collection of performance evidence is best done from a report and/or folio of evidence drawn from:

a single project which provides sufficient evidence of the requirements of all the elements and performance criteria

multiple smaller projects which together provide sufficient evidence of the requirements of all the elements and performance criteria.

A third-party report, or similar, may be needed to testify to the work done by the individual, particularly when the project has been done as part of a project team.

Assessment should use a real project where management of people relationships occurs in an operational workplace.

Knowledge evidence may be collected concurrently with performance evidence or through an independent process such as workbooks, written assessments or interviews (provided a record is kept).

Assessment processes and techniques must be appropriate to the language, literacy and numeracy requirements of the work being performed and the needs of the candidate.

Conditions for assessment must include access to all tools, equipment, materials and documentation required, including relevant workplace procedures, product and manufacturing specifications associated with this unit.

Foundation skills are integral to competent performance of the unit and should not be assessed separately.

Assessors must satisfy the assessor competency requirements that are in place at the time of the assessment as set by the VET regulator.

The assessor must demonstrate both technical competency and currency.

Technical competence can be demonstrated through:

relevant VET or other qualification/Statement of Attainment AND/OR

relevant workplace experience

Currency can be demonstrated through:

performing the competency being assessed as part of current employment OR

having consulted with an organisation providing relevant environmental monitoring, management or technology services about performing the competency being assessed within the last twelve months.
Prerequisites/co-requisites
Competency Field Competitive systems and practices
Development and validation strategy and guide for assessors and learners Student Learning Resources Handouts
Activities 		Slides
PPT 		Assessment 1 Assessment 2 Assessment 3 Assessment 4
Elements of Competency Performance Criteria              
Element: Confirm organisation competitive systems and practices status
  • Establish number and status of competitive systems and practices techniques being used within the organisation.
  • Identify key performance indicators (KPIs) for each technique.
  • Identify key sections and value stream members responsible for each KPI.
  • Identify key personnel for communications.
       
Element: Develop an open environment
  • Establish and maintain regular dialogue between all levels and all relevant sections of the organisation.
  • Encourage a flow of communications in both directions.
  • Develop and maintain a formal mechanism for the flow of issues, concerns and suggestions in both directions.
  • Develop and maintain regular and frequent communication with all key stakeholders.
       
Element: Identify significant issues
  • Identify current and potential issues in liaison with relevant team members/stakeholders.
  • Assist team members/stakeholders to formulate issues.
  • Identify and define boundary and non-negotiable issues for all team members/stakeholders.
  • Negotiate with relevant team members/stakeholders over actual and potential issues.
       
Element: Proactively resolve issues
  • Liaise with team members/stakeholders to develop agreed, and where possible, win-win solutions.
  • Negotiate acceptable solutions, as required, in accordance with company practices/procedures.
  • Obtain any required official authorisations.
  • Consult with relevant stakeholders to develop implementation plan.
  • Implement solution.
       
Element: Monitor ongoing situation
  • Determine relevant KPIs for plan.
  • Check that implementation is proceeding to plan.
  • Check for unforeseen consequences.
  • Take action to resolve any arising issues.
       


Evidence Required

List the assessment methods to be used and the context and resources required for assessment. Copy and paste the relevant sections from the evidence guide below and then re-write these in plain English.

Elements describe the essential outcomes.

Performance criteria describe the performance needed to demonstrate achievement of the element.

1

Confirm organisation competitive systems and practices status

1.1

Establish number and status of competitive systems and practices techniques being used within the organisation.

1.2

Identify key performance indicators (KPIs) for each technique.

1.3

Identify key sections and value stream members responsible for each KPI.

1.4

Identify key personnel for communications.

2

Develop an open environment

2.1

Establish and maintain regular dialogue between all levels and all relevant sections of the organisation.

2.2

Encourage a flow of communications in both directions.

2.3

Develop and maintain a formal mechanism for the flow of issues, concerns and suggestions in both directions.

2.4

Develop and maintain regular and frequent communication with all key stakeholders.

3

Identify significant issues

3.1

Identify current and potential issues in liaison with relevant team members/stakeholders.

3.2

Assist team members/stakeholders to formulate issues.

3.3

Identify and define boundary and non-negotiable issues for all team members/stakeholders.

3.4

Negotiate with relevant team members/stakeholders over actual and potential issues.

4

Proactively resolve issues

4.1

Liaise with team members/stakeholders to develop agreed, and where possible, win-win solutions.

4.2

Negotiate acceptable solutions, as required, in accordance with company practices/procedures.

4.3

Obtain any required official authorisations.

4.4

Consult with relevant stakeholders to develop implementation plan.

4.5

Implement solution.

5

Monitor ongoing situation

5.1

Determine relevant KPIs for plan.

5.2

Check that implementation is proceeding to plan.

5.3

Check for unforeseen consequences.

5.4

Take action to resolve any arising issues.

Evidence required to demonstrate competence in this unit must be relevant to and satisfy the requirements of the elements and performance criteria and include the ability, for one (1) or more work areas, to:

identify the processes used and scope of products/services supplied by the organisation and the deliverables expected by customers

relate processes and products/services to the competitive systems and practices implementation process and the stage of implementation

communicate and gain support for changes made as a result of the implementation of the competitive systems and practices

develop formal and informal channels of communication, including feedback mechanisms

proactively resolve issues and problems raised by people with the competitive systems and practices implementation process.

Must provide evidence that demonstrates sufficient knowledge to interact with relevant personnel and be able to manage relationships, including knowledge of:

competitive systems and practices tools used in own workplace

work health and safety (WHS) and regulatory requirements, codes of practice, standards, risk management and registration requirements relevant to the task

change implementation contacts and procedures for the organisation

employee assistance mechanisms in the organisation

current processes and principles of operation sufficient to enable communication with others on the impact of competitive operational changes

sources of data on the process/plant and possible applications to information distribution

methods of determining own skill needs and developing skills.

Submission Requirements

List each assessment task's title, type (eg project, observation/demonstration, essay, assignment, checklist) and due date here

Assessment task 1: [title]      Due date:

(add new lines for each of the assessment tasks)

Assessment Tasks

Copy and paste from the following data to produce each assessment task. Write these in plain English and spell out how, when and where the task is to be carried out, under what conditions, and what resources are needed. Include guidelines about how well the candidate has to perform a task for it to be judged satisfactory.

Elements describe the essential outcomes.

Performance criteria describe the performance needed to demonstrate achievement of the element.

1

Confirm organisation competitive systems and practices status

1.1

Establish number and status of competitive systems and practices techniques being used within the organisation.

1.2

Identify key performance indicators (KPIs) for each technique.

1.3

Identify key sections and value stream members responsible for each KPI.

1.4

Identify key personnel for communications.

2

Develop an open environment

2.1

Establish and maintain regular dialogue between all levels and all relevant sections of the organisation.

2.2

Encourage a flow of communications in both directions.

2.3

Develop and maintain a formal mechanism for the flow of issues, concerns and suggestions in both directions.

2.4

Develop and maintain regular and frequent communication with all key stakeholders.

3

Identify significant issues

3.1

Identify current and potential issues in liaison with relevant team members/stakeholders.

3.2

Assist team members/stakeholders to formulate issues.

3.3

Identify and define boundary and non-negotiable issues for all team members/stakeholders.

3.4

Negotiate with relevant team members/stakeholders over actual and potential issues.

4

Proactively resolve issues

4.1

Liaise with team members/stakeholders to develop agreed, and where possible, win-win solutions.

4.2

Negotiate acceptable solutions, as required, in accordance with company practices/procedures.

4.3

Obtain any required official authorisations.

4.4

Consult with relevant stakeholders to develop implementation plan.

4.5

Implement solution.

5

Monitor ongoing situation

5.1

Determine relevant KPIs for plan.

5.2

Check that implementation is proceeding to plan.

5.3

Check for unforeseen consequences.

5.4

Take action to resolve any arising issues.

This field allows for different work environments and conditions that may affect performance. Essential operating conditions that may be present (depending on the work situation, needs of the candidate, accessibility of the item, and local industry and regional contexts) are included.

Competitive systems and practices include one or more of:

lean operations

agile operations

preventative and predictive maintenance approaches

statistical process control systems, including six sigma and three sigma

Just in Time (JIT), kanban and other pull-related operations control systems

supply, value, and demand chain monitoring and analysis

5S

continuous improvement (kaizen)

breakthrough improvement (kaizen blitz)

cause/effect diagrams

overall equipment effectiveness (OEE)

takt time

process mapping

problem solving

run charts

standard procedures

current reality tree.

Key personnel for communication include one or more of:

managers

supervisors

workforce delegates

key opinion shapers, such as employees with specialist technical knowledge.

Formal mechanisms for communication include one or more of:

noticeboards

employee circulars

consultative committees

staff associations

union representatives

team leaders.

Stakeholders include one or more of:

team members

personnel officers

industrial officers

union delegates

production management

human relations management

financial management

engineering/technical personnel.

Copy and paste from the following performance criteria to create an observation checklist for each task. When you have finished writing your assessment tool every one of these must have been addressed, preferably several times in a variety of contexts. To ensure this occurs download the assessment matrix for the unit; enter each assessment task as a column header and place check marks against each performance criteria that task addresses.

Observation Checklist

Tasks to be observed according to workplace/college/TAFE policy and procedures, relevant legislation and Codes of Practice Yes No Comments/feedback
Establish number and status of competitive systems and practices techniques being used within the organisation. 
Identify key performance indicators (KPIs) for each technique. 
Identify key sections and value stream members responsible for each KPI. 
Identify key personnel for communications. 
Establish and maintain regular dialogue between all levels and all relevant sections of the organisation. 
Encourage a flow of communications in both directions. 
Develop and maintain a formal mechanism for the flow of issues, concerns and suggestions in both directions. 
Develop and maintain regular and frequent communication with all key stakeholders. 
Identify current and potential issues in liaison with relevant team members/stakeholders. 
Assist team members/stakeholders to formulate issues. 
Identify and define boundary and non-negotiable issues for all team members/stakeholders. 
Negotiate with relevant team members/stakeholders over actual and potential issues. 
Liaise with team members/stakeholders to develop agreed, and where possible, win-win solutions. 
Negotiate acceptable solutions, as required, in accordance with company practices/procedures. 
Obtain any required official authorisations. 
Consult with relevant stakeholders to develop implementation plan. 
Implement solution. 
Determine relevant KPIs for plan. 
Check that implementation is proceeding to plan. 
Check for unforeseen consequences. 
Take action to resolve any arising issues. 

Forms

Assessment Cover Sheet

MSS405011 - Manage people relationships
Assessment task 1: [title]

Student name:

Student ID:

I declare that the assessment tasks submitted for this unit are my own work.

Student signature:

Result: Competent Not yet competent

Feedback to student

 

 

 

 

 

 

 

 

Assessor name:

Signature:

Date:

Assessment Record Sheet

MSS405011 - Manage people relationships

Student name:

Student ID:

Assessment task 1: [title] Result: Competent Not yet competent

(add lines for each task)

Feedback to student:

 

 

 

 

 

 

 

 

Overall assessment result: Competent Not yet competent

Assessor name:

Signature:

Date:

Student signature:

Date: