- PSPMNGT703A - Lead and influence change
Unit of Competency Mapping – Information for Teachers/Assessors – Information for Learners
PSPMNGT703A Mapping and Delivery Guide
Lead and influence change
Version 1.0
Issue Date: May 2024
| Qualification | - |
Unit of Competency | PSPMNGT703A - Lead and influence change |
|---|---|---|---|
| Description | This unit covers organisational leadership in change management through influencing and shaping an organisational culture that is receptive to and embraces the opportunities from change. This requires flexible organisational structures and processes in place to support clients and staff to maximise the strategic advantages of a change for the organisation. The unit includes influencing organisational culture, anticipating change and providing strategic leadership in change management.In practice, leading change occurs in the context of other strategic activities such as providing strategic direction, influencing diversity, providing leadership in human resources management.The unit is one of 6 units of competency in the Working in Government and Management Competency fields that deal with change. Related units of competency are:PSPGOV205B Participate in workplace changePSPGOV306B Implement changePSPGOV405B Provide input to change processesPSPGOV514A Facilitate changePSPMNGT604B Manage changeNo licensing, legislative, regulatory or certification requirements apply to this unit at the time of publication | ||
| Employability Skills | This unit contains employability skills. | ||
| Learning Outcomes and Application | Not applicable. | ||
| Duration and Setting | X weeks, nominally xx hours, delivered in a classroom/online/blended learning setting. |
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| Prerequisites/co-requisites | Not applicable. | ||
| Competency Field | Management. | ||
| 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 | |
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| Elements of Competency | Performance Criteria | |||||||
| Element: Influence organisational culture |
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| Element: Anticipate change |
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| Element: Provide strategic leadership in change management |
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| Element: Influence organisational culture |
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| Element: Anticipate change |
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| Element: Provide strategic leadership in change management |
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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.
The Evidence Guide specifies the evidence required to demonstrate achievement in the unit of competency as a whole. It must be read in conjunction with the Unit descriptor, Performance Criteria, the Range Statement and the Assessment Guidelines for the Public Sector Training Package. | |
Units to be assessed together | Pre-requisite units that must be achieved prior to this unit:Nil Co-requisite units that must be assessed with this unit:Nil Co-assessed units that may be assessed with this unit to increase the efficiency and realism of the assessment process include, but are not limited to: PSPETHC701A Lead and influence ethical practice in the public sector PSPHR703A Provide leadership in strategic human resource management PSPMNGT701B Provide strategic direction PSPMNGT702A Influence and shape diversity management PSPMNGT704A Undertake enterprise risk management |
Overview of evidence requirements | In addition to integrated demonstration of the elements and their related performance criteria, look for evidence that confirms: the knowledge requirements of this unit the skill requirements of this unit application of the Employability Skills as they relate to this unit (see Employability Summaries in Qualifications Framework) leadership in and influence on change management in a range of (2 or more) contexts (or occasions, over time) |
Resources required to carry out assessment | These resources include: legislation, procedures and protocols workplace scenarios and case studies to capture the range of situations likely to be encountered when leading and influencing change strategies to influence organisational culture change management strategies applicable to the public sector leadership strategies for dealing with ambiguity reporting tools |
Where and how to assess evidence | Valid assessment of this unit requires: a workplace environment, or one that closely resembles normal work practice and replicates the range of conditions likely to be encountered when leading and influencing change, including coping with difficulties, irregularities and breakdowns in routine leadership in and influence on change management in a range of (2 or more) contexts (or occasions, over time) leadership in a variety of contexts that reflect the continuum of change management requirements from dealing with concrete change requirements to managing ambiguity and uncertainty Assessment methods should reflect workplace demands, such as literacy, and the needs of particular groups, such as: people with disabilities people from culturally and linguistically diverse backgrounds Aboriginal and Torres Strait Islander people women young people older people people in rural and remote locations Assessment methods suitable for valid and reliable assessment of this competency may include, but are not limited to, a combination of 2 or more of: case studies demonstration observation portfolios projects questioning scenarios simulation or role plays authenticated evidence from the workplace and/or training courses |
For consistency of assessment | Evidence must be gathered over time in a range of contexts to ensure the person can achieve the unit outcome and apply the competency in different situations or environments |
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.
This section describes the essential skills and knowledge and their level, required for this unit. |
Skill requirements Look for evidence that confirms skills in: influencing and leading in the context of change management consulting with stakeholders using a variety of words and language structures to explain complex ideas to different audiences interpreting and explaining complex, formal documents and assisting others to apply them in the workplace responding to diversity, including gender and disability applying public sector legislation such as occupational health and safety and environment and sustainability in the context of change management |
Knowledge requirements Look for evidence that confirms knowledge and understanding of: change management models change management leadership strategies effects of change and ways to ensure strategic advantage the importance of organisational culture and influencing down key factors in the internal and external operating environment equal employment opportunity, equity and diversity principles organisational goals, policies, procedures and guidelines jurisdictional legislation applicable to management and human resource management functions |
The Range Statement provides information about the context in which the unit of competency is carried out. The variables cater for differences between States and Territories and the Commonwealth, and between organisations and workplaces. They allow for different work requirements, work practices and knowledge. The Range Statement also provides a focus for assessment. It relates to the unit as a whole. Text in bold italics in the Performance Criteria is explained here. | |
Strategic advantages of change may include: | more responsive and valued client service flexible, innovative, creative staff greater capacity for flexibility and responsiveness economic benefits social benefits improved relationship with the community increased organisational capability organisational sustainability improved sustainability improved performance motivation reduced cost of outputs |
Strategies to foster commitment to change may include: | team building process consultation action learning/research staff learning and development leadership and direction |
Diverse workforce refers to employees with differences in: | age cultural background educational level ethnicity expertise family responsibilities gender interests interpersonal approach language life experience marital status not fitting the dominant paradigm of the organisation personality physical ability political orientation religious belief sexual orientation socio-economic background thinking/learning styles work experience working styles |
Change may be: | in response to government policy in response to Machinery of Government changes in response to economic, social or environmental pressures related to technological developments through organisational development or design strategies as a result of changes to client needs or the client base initiated at the business unit level in response to financial constraints related to disaster recovery |
Stakeholders may include: | all those individuals and groups both inside and outside the organisation that have some direct interest in the organisation's behaviour, actions, products and services such as: employees at all levels of the organisation community clients other public sector organisations union and association representatives boards of management government Ministers local government |
Resourcing may include: | people funding facilities specialist expertise to support/facilitate change |
Policies and legislation may include: | Commonwealth and State/Territory legislation national and international codes of practice and standards the organisation's policies, practices and guidelines government policy codes of conduct Machinery of Government policy changes |
Leadership strategies may include: | positive role modelling mentoring offering guidance and direction coaching providing opportunities for learning and development support arrangements counselling succession planning |
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 |
|---|---|---|---|
| A strategic review of organisational culture is undertaken to establish existing attitudes to change and identify key issues for action | |||
| The strategic advantages of ongoing change for individuals, groups and the organisation are identified, supported and actively promoted to foster commitment to workplace change | |||
| The acceptance of new ideas and management methods, and challenges to existing practices and structures are embedded in managerial practice and decision making to develop an organisational culture that seeks and thrives on change for continuous improvement and business flexibility | |||
| Change management activities and related performance indicators for managers are embedded in organisational strategies, policies and plans as an ongoing requirement rather than added/transitory elements | |||
| Staff with a range of attributes that are reflective of a diverseworkforce are recruited, developed and deployed to maximise the organisation's strategic advantage in dealing with change | |||
| Learning and development opportunities for managing change are embedded in induction and professional development for staff to support the development of a culture that embraces change | |||
| The likelihood of significant change for the organisation is identified through strategic networking and ongoing consideration of factors impacting upon the community, the public sector, the organisation or within the political environment | |||
| Key stakeholders are consulted in identifying external drivers for change, and likely change is analysed in relation to its potential effect on organisational purpose, functions, structure, strategic objectives and the people in the organisation | |||
| Early planning is undertaken with managers, human resource personnel and staff to ensure maximum lead time, support for those likely to be affected by change and to allow thoughtful, proactive responses to be generated to optimise outcomes for the organisation | |||
| Resourcing challenges of both implementing and sustaining change are anticipated and planned for in accordance with organisational policies, procedures guidelines and legislative requirements | |||
| Strategic priorities are formulated in consultation with key stakeholders in the organisation and the community, and set out a vision for the future that provides challenging but realistic objectives to address change and maximise outcomes | |||
| Current best practice information on change management is accessed and used to ensure change is managed effectively for sustained positive outcomes for the organisation and its people | |||
| Leadership strategies are used to assist others to deal with ambiguity and to be creative and innovative in their approaches to dealing with change | |||
| Strategies are designed to address the transition from present to future arrangements and provide guidance for dealing with ambiguity in roles, functions, organisational priorities or structures | |||
| Organisational culture, business outcomes and client feedback are monitored and positive achievements identified and celebrated in accordance with organisational policy | |||
| A strategic review of organisational culture is undertaken to establish existing attitudes to change and identify key issues for action. | |||
| The strategic advantages of ongoing change for individuals, groups and the organisation are identified, supported and actively promoted to foster commitment to workplace change. | |||
| The acceptance of new ideas and management methods, and challenges to existing practices and structures are embedded in managerial practice and decision making to develop an organisational culture that seeks and thrives on change for continuous improvement and business flexibility. | |||
| Change management activities and related performance indicators for managers are embedded in organisational strategies, policies and plans as an ongoing requirement rather than added/transitory elements. | |||
| Staff with a range of attributes that are reflective of a diverse workforce are recruited, developed and deployed to maximise the organisation's strategic advantage in dealing with change. | |||
| Learning and development opportunities for managing change are embedded in induction and professional development for staff to support the development of a culture that embraces change. | |||
| The likelihood of significant change for the organisation is identified through strategic networking and ongoing consideration of factors impacting upon the community, the public sector, the organisation or within the political environment. | |||
| Key stakeholders are consulted in identifying external drivers for change, and likely change is analysed in relation to its potential effect on organisational purpose, functions, structure, strategic objectives and the people in the organisation. | |||
| Early planning is undertaken with managers, human resource personnel and staff to ensure maximum lead time, support for those likely to be affected by change and to allow thoughtful, proactive responses to be generated to optimise outcomes for the organisation. | |||
| Resourcing challenges of both implementing and sustaining change are anticipated and planned for in accordance with organisational policies, procedures guidelines and legislative requirements. | |||
| Strategic priorities are formulated in consultation with key stakeholders in the organisation and the community, and set out a vision for the future that provides challenging but realistic objectives to address change and maximise outcomes. | |||
| Current best practice information on change management is accessed and used to ensure change is managed effectively for sustained positive outcomes for the organisation and its people. | |||
| Leadership strategies are used to assist others to deal with ambiguity and to be creative and innovative in their approaches to dealing with change. | |||
| Strategies are designed to address the transition from present to future arrangements and provide guidance for dealing with ambiguity in roles, functions, organisational priorities or structures. | |||
| Organisational culture, business outcomes and client feedback are monitored and positive achievements identified and celebrated in accordance with organisational policy. |
Forms
Assessment Cover Sheet
PSPMNGT703A - Lead and influence change
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Assessment Record Sheet
PSPMNGT703A - Lead and influence change
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