Application
Not applicable.
Prerequisites
Not applicable.
Elements and Performance Criteria
Elements and Performance Criteria | |||
Element | Performance Criteria | ||
1 | Locate relevant information | 1.1 | Information required by teams is located |
1.2 | Information held by the organisation is acquired and reviewed according to organisational procedures | ||
1.3 | Plans and procedures are carried out to obtain information which is not immediately available/accessible | ||
2 | Collect and report information | 2.1 | Collection of information is timely, and is adequate and relevant to the needs of teams |
2.2 | Information acquired is in a format suitable for analysis, interpretation and dissemination | ||
2.3 | Information is accessed to identify and report relevant trends and developments to relevant personnel, within the limits of own role | ||
3 | Use information systems | 3.1 | Management information systems are used effectively to store and retrieve data |
3.2 | Technology available in the work area is used to manage information effectively | ||
3.3 | Recommendations for improving the information system are reported to designated persons and/or groups | ||
4 | Support the preparation of business plan and/or budgets | 4.1 | The work team is involved in the initial preparation of business plans and/or budgets in a way which uses their contribution effectively and contributes to gaining support for the outcomes |
4.2 | Information to support the preparation of business plans and/or budgets is presented and recorded in accordance with the organisation's guidelines and requirements | ||
4.3 | Contingency plans are followed in the event that alternative action is required | ||
5 | Support the preparation of resource proposals | 5.1 | Resource planning data is collected in consultation with colleagues as required |
5.2 | Estimates of resource needs and use are reported as required according to organisational requirements | ||
5.3 | Resource requirements are processed within limits of own role |
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 support the workplace information system by accessing and using workplace information to facilitate business operations, and providing support for the preparation of information for financial and resource plans and proposals.
Specific Evidence Requirements
Required knowledge and understanding include:
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 anti-discrimination
a general understanding of:
- workplace information systems
- operational plans and budgets
- resource proposals
the basic financial concepts in operational plans and budgets
the methods to gain efficiencies in operational resource management
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 and research skills covering information collection, analysis and reporting
skills to improve information usage in decision making
information preparation skills
coaching and mentoring skills to provide support to colleagues
technical skills to extract and input information
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 (1) represents the competence to undertake tasks effectively
Level (2) represents the competence to manage tasks
Level (3) 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 (2)
communicating with members of work team and others to support the workplace information system
Collecting, analysing and organising information (2)
collecting resource planning data using management information system to store and retrieve data
Planning and organising activities (2)
preparing business plans and budgets to facilitate workplace operations
Working in a team (2)
involving the work team in planning and budget preparation
Using mathematical ideas and techniques (1)
using these to aid data collection and to make budget calculations
Solving problems (2)
using problem solving to effectively support the information management system
Using technology (1)
using technology to assist in the management of information
Innovation skills (2)
developing an innovative approach to using the management information system to enhance business operations
Products that could be used as evidence include:
documentation produced from supporting the management information system, such as:
- contribution to organisational policies and procedures
- contribution to procedures and policies for dealing with information management systems, and related codes of conduct - actions taken to address information collection, retrieval and use
- actions taken to address methods of reporting information
- actions taken to address internal and external information management issues
- learning and development plans for team members
- actions taken to address issues and problems within work team
- materials developed for coaching
- induction programs developed and/or delivered
- advice and input into management decisions related to workplace information
- records of information management lessons learned
Processes that could be used as evidence include:
how information within the work team was located and collected
how information held by the organisation was acquired and reviewed
examples of procedures used to obtain information which is not readily available
how information was collected in a suitable format, a time efficient manner and how accuracy and adequacy has been ensured
examples of how information was used especially the utilisation of technology
how recommendations for improvement have been encouraged
how the work team was involved in the initial preparation of business plans and budgets
how estimates of resource needs were planned and resource requirements processed
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 candidate to provide workplace information and resourcing plans 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 candidate's 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 support the workplace information system by accessing and using workplace information to facilitate business operations, and providing support for the preparation of information for financial and resource plans and proposals.
Specific Evidence Requirements
Required knowledge and understanding include:
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 anti-discrimination
a general understanding of:
- workplace information systems
- operational plans and budgets
- resource proposals
the basic financial concepts in operational plans and budgets
the methods to gain efficiencies in operational resource management
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 and research skills covering information collection, analysis and reporting
skills to improve information usage in decision making
information preparation skills
coaching and mentoring skills to provide support to colleagues
technical skills to extract and input information
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 (1) represents the competence to undertake tasks effectively
Level (2) represents the competence to manage tasks
Level (3) 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 (2)
communicating with members of work team and others to support the workplace information system
Collecting, analysing and organising information (2)
collecting resource planning data using management information system to store and retrieve data
Planning and organising activities (2)
preparing business plans and budgets to facilitate workplace operations
Working in a team (2)
involving the work team in planning and budget preparation
Using mathematical ideas and techniques (1)
using these to aid data collection and to make budget calculations
Solving problems (2)
using problem solving to effectively support the information management system
Using technology (1)
using technology to assist in the management of information
Innovation skills (2)
developing an innovative approach to using the management information system to enhance business operations
Products that could be used as evidence include:
documentation produced from supporting the management information system, such as:
- contribution to organisational policies and procedures
- contribution to procedures and policies for dealing with information management systems, and related codes of conduct - actions taken to address information collection, retrieval and use
- actions taken to address methods of reporting information
- actions taken to address internal and external information management issues
- learning and development plans for team members
- actions taken to address issues and problems within work team
- materials developed for coaching
- induction programs developed and/or delivered
- advice and input into management decisions related to workplace information
- records of information management lessons learned
Processes that could be used as evidence include:
how information within the work team was located and collected
how information held by the organisation was acquired and reviewed
examples of procedures used to obtain information which is not readily available
how information was collected in a suitable format, a time efficient manner and how accuracy and adequacy has been ensured
examples of how information was used especially the utilisation of technology
how recommendations for improvement have been encouraged
how the work team was involved in the initial preparation of business plans and budgets
how estimates of resource needs were planned and resource requirements processed
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 candidate to provide workplace information and resourcing plans 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 candidate's leadership role in a work team, and as part of an integrated assessment activity
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, anti-discrimination and record keeping standards and legislation
- relevant industry codes of practice
OHS considerations may include:
provision of information about OHS legislative requirements and the organisation's OHS policies, procedures and programs
employee access to OHS information
consultation with relevant key personnel on OHS issues according to organisational procedures
inclusion of OHS in business plans
inclusion of OHS in resource proposals
consideration of OHS requirements in the planning process
training of all employees in health and safety procedures
participation in the regular update of OHS systems and procedures
changes to work practices, procedures and the working environment which impact on OHS
Information may include:
data shared and retrieved in various forms such as in writing or verbally, electronically or manually
policies and procedures
planning and organisational documents
organisational performance data
financial and contractual data
marketing and customer-related data
continuous improvement and quality assurance data
archived, filed and historical background data
data available internally or externally
Plans and procedures may include:
an informal document outlining a series of planned actions or steps
the organisation's processes and procedures used to obtain information, with consideration given to meeting legislative requirements, such as privacy, anti-discrimination
organisational procedures such as Standard Operating Procedures, record keeping procedures
action plans, project plans or more formal planning tools in line with organisational procedures and levels of own responsibility
Relevant personnel may include:
managers
supervisors
other staff/employees
colleagues and specialist resource managers
OHS committees and OHS representatives
other people with specialist responsibilities
Management information systems may be:
the entire infrastructure of an organisation, including personnel, and the components for the collection, processing, storage, transmission, display, dissemination, and disposition of information
Technology may include:
computerised systems and software such as databases, project management and word-processing
telecommunications devices
other technology available in the workplace and used to carry out work roles and responsibilities
Designated persons or groups may include:
the frontline manager's supervisors or others with management roles and responsibilities concerning information systems
other work groups or teams whose work will be affected by the system
groups designated in workplace policies and procedures
other stakeholders accessing the information system such as customers and service providers
Business plans and/or budgets may refer to:
long or short term budgets/plans relative to own responsibilities
operational plans
spreadsheet-based financial projections
cash flow projections
targets or Key Performance Indicators (KPIs) for production, productivity, wastage, sales, income and expenditure
Contingency plans will usually be developed by others and may include:
rental, hire purchase or alternative means of procurement of required materials, equipment and stock
contracting out or outsourcing human resource and other functions or tasks
restructuring of organisation to reduce labour costs
strategies for reducing costs, wastage, stock or consumables
diversification of outcomes
recycling and re-use
finding cheaper or lower quality raw materials and consumables
seeking further funding
increasing sales or production
risk identification, assessment and management processes
Resource planning data may relate to:
people
power/energy
information
finance
buildings/facilities
equipment/technology
time
targets or Key Performance Indicators (KPIs) for production, productivity, wastage, sales, income and expenditure
Colleagues may include:
team members
employees at the same level or more senior managers
OHS representatives
people from a wide variety of social, cultural and ethnic backgrounds and physical and mental abilities
Resource requirements may include:
supply of resources
stock requirements/requisitions
purchasing or ordering of goods
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, anti-discrimination and record keeping standards and legislation
- relevant industry codes of practice
OHS considerations may include:
provision of information about OHS legislative requirements and the organisation's OHS policies, procedures and programs
employee access to OHS information
consultation with relevant key personnel on OHS issues according to organisational procedures
inclusion of OHS in business plans
inclusion of OHS in resource proposals
consideration of OHS requirements in the planning process
training of all employees in health and safety procedures
participation in the regular update of OHS systems and procedures
changes to work practices, procedures and the working environment which impact on OHS
Information may include:
data shared and retrieved in various forms such as in writing or verbally, electronically or manually
policies and procedures
planning and organisational documents
organisational performance data
financial and contractual data
marketing and customer-related data
continuous improvement and quality assurance data
archived, filed and historical background data
data available internally or externally
Plans and procedures may include:
an informal document outlining a series of planned actions or steps
the organisation's processes and procedures used to obtain information, with consideration given to meeting legislative requirements, such as privacy, anti-discrimination
organisational procedures such as Standard Operating Procedures, record keeping procedures
action plans, project plans or more formal planning tools in line with organisational procedures and levels of own responsibility
Relevant personnel may include:
managers
supervisors
other staff/employees
colleagues and specialist resource managers
OHS committees and OHS representatives
other people with specialist responsibilities
Management information systems may be:
the entire infrastructure of an organisation, including personnel, and the components for the collection, processing, storage, transmission, display, dissemination, and disposition of information
Technology may include:
computerised systems and software such as databases, project management and word-processing
telecommunications devices
other technology available in the workplace and used to carry out work roles and responsibilities
Designated persons or groups may include:
the frontline manager's supervisors or others with management roles and responsibilities concerning information systems
other work groups or teams whose work will be affected by the system
groups designated in workplace policies and procedures
other stakeholders accessing the information system such as customers and service providers
Business plans and/or budgets may refer to:
long or short term budgets/plans relative to own responsibilities
operational plans
spreadsheet-based financial projections
cash flow projections
targets or Key Performance Indicators (KPIs) for production, productivity, wastage, sales, income and expenditure
Contingency plans will usually be developed by others and may include:
rental, hire purchase or alternative means of procurement of required materials, equipment and stock
contracting out or outsourcing human resource and other functions or tasks
restructuring of organisation to reduce labour costs
strategies for reducing costs, wastage, stock or consumables
diversification of outcomes
recycling and re-use
finding cheaper or lower quality raw materials and consumables
seeking further funding
increasing sales or production
risk identification, assessment and management processes
Resource planning data may relate to:
people
power/energy
information
finance
buildings/facilities
equipment/technology
time
targets or Key Performance Indicators (KPIs) for production, productivity, wastage, sales, income and expenditure
Colleagues may include:
team members
employees at the same level or more senior managers
OHS representatives
people from a wide variety of social, cultural and ethnic backgrounds and physical and mental abilities
Resource requirements may include:
supply of resources
stock requirements/requisitions
purchasing or ordering of goods
Sectors
Not applicable.
Employability Skills
Not applicable.
Licensing Information
Not applicable.