- BSBFLM405B - Implement operational plan
BSBFLM405B
Implement operational plan
Application
Not applicable.
Prerequisites
Not applicable.
Elements and Performance Criteria
Elements and Performance Criteria | |||
Element | Performance Criteria | ||
1 | Implement operational plan | 1.1 | Details of resource requirements are collated, analysed and organised in consultation with relevant personnel, colleagues and specialist resource managers |
1.2 | Operational plans are implemented to contribute to the achievement of the organisation's performance/business plan | ||
1.3 | Key performance indicators are identified and used to monitor operational performance | ||
1.4 | Contingency planning is undertaken as required | ||
1.5 | Consultation processes are undertaken as required | ||
1.6 | Assistance in the development and presentation of proposals for resource requirements is provided in line with operational planning processes | ||
2 | Implement resource acquisition | 2.1 | Employees are recruited and inducted within the organisation's policies, practices and procedures |
2.2 | Plans for acquisition of physical resources and services are implemented within the organisation's policies, practices and procedures in consultation with relevant personnel | ||
3 | Monitor operational performance | 3.1 | Performance systems and processes are monitored to assess progress in achieving profit/productivity plans and targets |
3.2 | Budget and actual financial information is analysed and used to monitor profit/productivity performance | ||
3.3 | Unsatisfactory performance is identified and prompt action is taken to rectify the situation according to organisational policies | ||
3.4 | Mentoring, coaching and supervision is provided to support individuals/teams to use resources effectively, economically and safely | ||
3.5 | Recommendations for variation to operational plans are presented and approved by the designated persons/groups | ||
3.6 | Systems, procedures and records associated with performance are implemented in accordance with the organisation's requirements |
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 implement an operational plan. This will include monitoring and adjusting operational performance, producing short-term plans for the department or section, planning and acquiring resources, and providing reports on performance as required.
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
the principles and techniques associated with:
- monitoring and implementing operations and procedures
- resource planning and acquisition
resource management systems at the tactical implementation level
- relevant budgeting and financial analysis, interpretation and reporting requirements
- methods for monitoring and reporting on performance
- problem identification and methods of resolution
- tactical risk analysis including identification and reporting requirements
- contingency planning
alternative approaches to improving resource usage and eliminating resource inefficiencies and waste
alternative approaches to mentoring and coaching individuals and teams who have difficulty in performing to the required standard
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 and to prepare reports
skills to:
- monitor and maintain a safe workplace and environment
- access and use feedback to improve operational performance
- prepare recommendations to improve operations
- access and use established systems and processes
coaching and mentoring skills to provide support to colleagues
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)
sharing information with team on strategies and processes for implementation' providing feedback to team members on work performance
Collecting, analysing and organising information (2)
acquiring information for monitoring and reporting purposes, and to aid in the implementation of the operational plan
Planning and organising activities (2)
planning the acquisition of physical and human resources allocating work within the team
Working in a team (2)
working cooperatively with team to achieve planned outcomes
Using mathematical ideas and techniques (1)
carrying out calculations associated with resource usage and analysing and monitoring budget and financial plans
Solving problems (2)
monitoring and implementing contingency plans to address unsatisfactory performance in all areas of the operation
Using technology (2)
using technology to track, monitor and report on implementation of operating plan
Innovation skills (2)
creating innovative methods to achieve planned outcomes
Products that could be used as evidence include:
- documentation produced while implementing the operational plan, such as:
- variations to operational plan rosters and staff allocation resource acquisition planning
- actions taken to address resource shortfalls
- monitoring of financial plans and budgets
- contingency planning
- risk management
- learning and development plans for team members
- materials developed for coaching, mentoring and training
- induction programs developed and/or delivered
- actions taken to address poor, unsafe or excellent performance
- actions taken to address issues and problems within work team
- reviews of people management
- advice and input into management decisions related to the operational plan
- records of people management lessons learned
Processes that could be used as evidence include:
how the operational plan was implemented
how contingency plan was implemented
how work has been allocated within work the team, and the rationale for allocations
how team members were recruited, guided and supported in performing their role including the induction process for new team members
how performance systems and process were monitored
how the budget and financial information were analysed and used
how the performance management system was implemented and/or monitored within work team
examples of how consultation processes were conducted
how problems and issues within the work team have been addressed
how input and advice was provided to management in relation to human resource management
how own people management processes have been reviewed and evaluated, and improvements identified, reported and acted upon
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 implement the operational plan are provided
Integrated competency assessment means:
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 implement an operational plan. This will include monitoring and adjusting operational performance, producing short-term plans for the department or section, planning and acquiring resources, and providing reports on performance as required.
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
the principles and techniques associated with:
- monitoring and implementing operations and procedures
- resource planning and acquisition
resource management systems at the tactical implementation level
- relevant budgeting and financial analysis, interpretation and reporting requirements
- methods for monitoring and reporting on performance
- problem identification and methods of resolution
- tactical risk analysis including identification and reporting requirements
- contingency planning
alternative approaches to improving resource usage and eliminating resource inefficiencies and waste
alternative approaches to mentoring and coaching individuals and teams who have difficulty in performing to the required standard
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 and to prepare reports
skills to:
- monitor and maintain a safe workplace and environment
- access and use feedback to improve operational performance
- prepare recommendations to improve operations
- access and use established systems and processes
coaching and mentoring skills to provide support to colleagues
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)
sharing information with team on strategies and processes for implementation' providing feedback to team members on work performance
Collecting, analysing and organising information (2)
acquiring information for monitoring and reporting purposes, and to aid in the implementation of the operational plan
Planning and organising activities (2)
planning the acquisition of physical and human resources allocating work within the team
Working in a team (2)
working cooperatively with team to achieve planned outcomes
Using mathematical ideas and techniques (1)
carrying out calculations associated with resource usage and analysing and monitoring budget and financial plans
Solving problems (2)
monitoring and implementing contingency plans to address unsatisfactory performance in all areas of the operation
Using technology (2)
using technology to track, monitor and report on implementation of operating plan
Innovation skills (2)
creating innovative methods to achieve planned outcomes
Products that could be used as evidence include:
- documentation produced while implementing the operational plan, such as:
- variations to operational plan rosters and staff allocation resource acquisition planning
- actions taken to address resource shortfalls
- monitoring of financial plans and budgets
- contingency planning
- risk management
- learning and development plans for team members
- materials developed for coaching, mentoring and training
- induction programs developed and/or delivered
- actions taken to address poor, unsafe or excellent performance
- actions taken to address issues and problems within work team
- reviews of people management
- advice and input into management decisions related to the operational plan
- records of people management lessons learned
Processes that could be used as evidence include:
how the operational plan was implemented
how contingency plan was implemented
how work has been allocated within work the team, and the rationale for allocations
how team members were recruited, guided and supported in performing their role including the induction process for new team members
how performance systems and process were monitored
how the budget and financial information were analysed and used
how the performance management system was implemented and/or monitored within work team
examples of how consultation processes were conducted
how problems and issues within the work team have been addressed
how input and advice was provided to management in relation to human resource management
how own people management processes have been reviewed and evaluated, and improvements identified, reported and acted upon
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 implement the operational plan are provided
Integrated competency assessment means:
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 recordkeeping standards and legislation
relevant industry codes of practice
OHS considerations may include:
provision of information about OHS legislative requirements, guidelines and the organisation's OHS policies, procedures and programs
OHS practice as an ethical standard and legislative requirement
ensuring all employees are effectively trained in health and safety procedures and are regularly updated on OHS systems
OHS requirements are taken into consideration in the planning process
ensuring the organisation's OHS systems, procedures and records are regularly updated and reviewed
organisation's procedures for dealing with hazardous events are regularly updated and reviewed
key performance indicators include appropriate OHS procedures
Resource requirements may refer to:
human, physical and financial resources - both current and projected
stock requirements and requisitions
good and services to be purchased and ordered
Relevant personnel, colleagues and specialist resource managers may include:
managers
supervisors
other employees
colleagues and specialist resource managers
OHS committees and other people with specialist responsibilities
people from a wide range of social, cultural and ethnic backgrounds and physical and mental abilities
Operational plans may refer to:
tactical plans developed by the department or section to detail product and service performance
organisational plans
Key performance indicators may refer to:
measures for monitoring or evaluating the efficiency or effectiveness of a system, and which may be used to demonstrate accountability and to identify areas for improvements
Contingency planning may refer to:
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
succession planning
Consultation processes may refer to:
meetings, interviews, brainstorming sessions, email/intranet communications, newsletters or other processes and devices which ensure that all employees have the opportunity to contribute to team and individual operational plans
mechanisms used to provide feedback to the work team in relation to outcomes of consultation
The organisation's policies, practices and procedures may include:
those organisational guidelines which govern and prescribe operational functions, such as the acquisition and management of human and physical resources
Standard Operating Procedures
undocumented practices in line with organisational operations
organisational culture
Performance systems and processes may refer to:
formal processes within the organisation to measure performance, such as:
- Key Performance Indicators (KPIs)
- specified work outcomes
- individual and team work plans
- feedback arrangements
informal systems used by frontline managers for the work team in the place of existing organisation-wide systems
Designated persons/groups may include:
those who have the authority to make decisions and/or recommendations about operations such as workplace supervisors, other managers
other affected work groups or teams and groups designated in workplace policies and procedures
Systems, procedures and records may include:
individual and team performance plans
organisational policies and procedures relative to performance
databases and other recording mechanisms for ensuring records are kept in line with organizational requirements
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 recordkeeping standards and legislation
relevant industry codes of practice
OHS considerations may include:
provision of information about OHS legislative requirements, guidelines and the organisation's OHS policies, procedures and programs
OHS practice as an ethical standard and legislative requirement
ensuring all employees are effectively trained in health and safety procedures and are regularly updated on OHS systems
OHS requirements are taken into consideration in the planning process
ensuring the organisation's OHS systems, procedures and records are regularly updated and reviewed
organisation's procedures for dealing with hazardous events are regularly updated and reviewed
key performance indicators include appropriate OHS procedures
Resource requirements may refer to:
human, physical and financial resources - both current and projected
stock requirements and requisitions
good and services to be purchased and ordered
Relevant personnel, colleagues and specialist resource managers may include:
managers
supervisors
other employees
colleagues and specialist resource managers
OHS committees and other people with specialist responsibilities
people from a wide range of social, cultural and ethnic backgrounds and physical and mental abilities
Operational plans may refer to:
tactical plans developed by the department or section to detail product and service performance
organisational plans
Key performance indicators may refer to:
measures for monitoring or evaluating the efficiency or effectiveness of a system, and which may be used to demonstrate accountability and to identify areas for improvements
Contingency planning may refer to:
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
succession planning
Consultation processes may refer to:
meetings, interviews, brainstorming sessions, email/intranet communications, newsletters or other processes and devices which ensure that all employees have the opportunity to contribute to team and individual operational plans
mechanisms used to provide feedback to the work team in relation to outcomes of consultation
The organisation's policies, practices and procedures may include:
those organisational guidelines which govern and prescribe operational functions, such as the acquisition and management of human and physical resources
Standard Operating Procedures
undocumented practices in line with organisational operations
organisational culture
Performance systems and processes may refer to:
formal processes within the organisation to measure performance, such as:
- Key Performance Indicators (KPIs)
- specified work outcomes
- individual and team work plans
- feedback arrangements
informal systems used by frontline managers for the work team in the place of existing organisation-wide systems
Designated persons/groups may include:
those who have the authority to make decisions and/or recommendations about operations such as workplace supervisors, other managers
other affected work groups or teams and groups designated in workplace policies and procedures
Systems, procedures and records may include:
individual and team performance plans
organisational policies and procedures relative to performance
databases and other recording mechanisms for ensuring records are kept in line with organizational requirements
Sectors
Not applicable.
Employability Skills
Not applicable.
Licensing Information
Not applicable.