Application
Not applicable.
Prerequisites
Not applicable.
Elements and Performance Criteria
Elements and Performance Criteria | |||
Element | Performance Criteria | ||
1 | Identify and source information needs | 1.1 | Information required by teams is determined and found |
1.2 | Information held by the organisation is acquired and reviewed to determine suitability, accessibility, currency and reliability according to organisational policies | ||
1.3 | Plans are prepared and implemented to obtain information which is not immediately available or accessible | ||
2 | Collect, analyse and report information | 2.1 | Collection of information is timely, and is adequate and relevant to the needs of teams |
2.2 | Information is in a format suitable for analysis, interpretation and dissemination | ||
2.3 | Information is analysed to identify and report relevant trends and developments in terms of the needs for which it was acquired | ||
3 | Implement information systems | 3.1 | Management information systems are implemented effectively to store, retrieve and regularly review data for decision making purposes |
3.2 | Technology available in the work area is used to manage information effectively | ||
3.3 | Recommendations for improving the information system are submitted to designated persons and/or groups | ||
4 | Prepare business plan/budgets | 4.1 | Teams are involved in business plans and/or budget preparation in a way which uses their contribution effectively and contributes to gaining support for the outcomes |
4.2 | Business plans and/or budgets are presented and prepared in accordance with the organisation's guidelines and requirements | ||
4.3 | Contingency plans are implemented in the event that alternative action is required | ||
5 | Prepare resource proposals | 5.1 | Resource planning data is collected in consultation with colleagues, including those who have a specialist role in resource management |
5.2 | Estimates of resource needs and use reflect the organisation's business plans, and customer and supplier requirements | ||
5.3 | Proposals to secure resources are supported by clearly presented submissions describing realistic options, benefits, costs and outcomes |
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 effectively implement the workplace information system by demonstrating that they are able to access and use workplace information to facilitate business operations; and prepare information for financial and resource plans/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
the principles and techniques associated with:
- workplace information systems
- tactical plans and budgets
- resource proposals
the basic financial concepts in tactical plans and budgets
the methods to gain efficiencies in 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 skills
research skills including:
- information collection, analysis, interpretation and reporting
- identifying corporate information resources
- identifying tactical and operational information requirements of the team
information management skills
information presentation skills
skills to improve information usage in decision making
coaching and mentoring skills to provide support to colleagues
technology skills to extract/input/present 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)
identifying information needs with the work team
seeking the contribution of others in preparing a business plan or budget
providing feedback on information and contributions provided
Collecting, analysing and organising information (2)
collecting data
using the management information system to store and retrieve information
submitting information in an appropriate format
Planning and organising activities (2)
planning the timing and methods of information collection
organising meetings to discuss results and outcomes
Working in a team (2)
utilising team strategies to maximise effective of work to be done
Using mathematical ideas and techniques (1)
using appropriate techniques to aid data collection and to make budget calculations
Solving problems (2)
contributing to contingency planning
Using technology (1)
using technology to assist the management of information
Innovation skills (2)
developing an innovative approach to the implementation of the information system to enhance business operations
Products that could be used as evidence include:
documentation produced in implementing workplace information systems, 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 and retrieval in the workplace
- actions taken to address methods of analysing information and implementing an information system
- actions taken to address internal and external information management issues
- learning and development plans
- materials developed for coaching, mentoring and training
- induction programs developed and/or delivered
- actions taken to address issues and problems within work team
- reviews of people management
- advice and input into management decisions related to the management information system
- records of people management lessons learned
Processes that could be used as evidence include:
how information needs were determined and information was collected within the work team
how information held by the organisation was acquired, analysed and reviewed
examples of procedures implemented to obtain information which is not readily available
how procedures have been implemented to ensure that information is collected in a suitable format, a time efficient manner and how accuracy and adequacy has been controlled
how the information system was implemented
examples of how information was used, especially with the utilisation of technology
examples of how recommendations for improvement were encouraged and acknowledged
how the work team was involved in the preparation of business plans and budgets
how estimates of resource needs were planned and resource requirements are processed
examples of contingency plan
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 workplace information system 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 effectively implement the workplace information system by demonstrating that they are able to access and use workplace information to facilitate business operations; and prepare information for financial and resource plans/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
the principles and techniques associated with:
- workplace information systems
- tactical plans and budgets
- resource proposals
the basic financial concepts in tactical plans and budgets
the methods to gain efficiencies in 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 skills
research skills including:
- information collection, analysis, interpretation and reporting
- identifying corporate information resources
- identifying tactical and operational information requirements of the team
information management skills
information presentation skills
skills to improve information usage in decision making
coaching and mentoring skills to provide support to colleagues
technology skills to extract/input/present 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)
identifying information needs with the work team
seeking the contribution of others in preparing a business plan or budget
providing feedback on information and contributions provided
Collecting, analysing and organising information (2)
collecting data
using the management information system to store and retrieve information
submitting information in an appropriate format
Planning and organising activities (2)
planning the timing and methods of information collection
organising meetings to discuss results and outcomes
Working in a team (2)
utilising team strategies to maximise effective of work to be done
Using mathematical ideas and techniques (1)
using appropriate techniques to aid data collection and to make budget calculations
Solving problems (2)
contributing to contingency planning
Using technology (1)
using technology to assist the management of information
Innovation skills (2)
developing an innovative approach to the implementation of the information system to enhance business operations
Products that could be used as evidence include:
documentation produced in implementing workplace information systems, 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 and retrieval in the workplace
- actions taken to address methods of analysing information and implementing an information system
- actions taken to address internal and external information management issues
- learning and development plans
- materials developed for coaching, mentoring and training
- induction programs developed and/or delivered
- actions taken to address issues and problems within work team
- reviews of people management
- advice and input into management decisions related to the management information system
- records of people management lessons learned
Processes that could be used as evidence include:
how information needs were determined and information was collected within the work team
how information held by the organisation was acquired, analysed and reviewed
examples of procedures implemented to obtain information which is not readily available
how procedures have been implemented to ensure that information is collected in a suitable format, a time efficient manner and how accuracy and adequacy has been controlled
how the information system was implemented
examples of how information was used, especially with the utilisation of technology
examples of how recommendations for improvement were encouraged and acknowledged
how the work team was involved in the preparation of business plans and budgets
how estimates of resource needs were planned and resource requirements are processed
examples of contingency plan
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 workplace information system 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 recordkeeping standards and legislation
relevant industry codes of practice
OHS considerations include:
provision of information about OHS legislative requirements, guidelines and the organisation's OHS policies, procedures and programs including arrangements for reporting hazards to management
health and safety procedures at the workplace relevant to employees, including the use and maintenance of risk control measures
information on how employees can access health and safety information
inclusion of OHS in business plans
inclusion of OHS in resource proposals
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
Organisational policies may include:
guidelines for decision making throughout the organisation that link the formulation of strategy with its implementation
sets of accepted actions approved by the organisation
Standard Operating Procedures
Plans may refer to:
an informal document outlining a series of planned actions or steps
action plans, project plans or more formal planning tools in line with organisational procedures
Technology may include:
computerised systems and software such as databases, project management and word-processing
telecommunications devices
any other technology used to carry out work roles and responsibilities
Designated persons and/or groups may include:
managers or supervisors whose have 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-term budgets/plans
short-term budgets/plans
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 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 may include:
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 committee members and other specialists
people from a range of social, cultural and ethnic backgrounds and physical and mental abilities
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 include:
provision of information about OHS legislative requirements, guidelines and the organisation's OHS policies, procedures and programs including arrangements for reporting hazards to management
health and safety procedures at the workplace relevant to employees, including the use and maintenance of risk control measures
information on how employees can access health and safety information
inclusion of OHS in business plans
inclusion of OHS in resource proposals
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
Organisational policies may include:
guidelines for decision making throughout the organisation that link the formulation of strategy with its implementation
sets of accepted actions approved by the organisation
Standard Operating Procedures
Plans may refer to:
an informal document outlining a series of planned actions or steps
action plans, project plans or more formal planning tools in line with organisational procedures
Technology may include:
computerised systems and software such as databases, project management and word-processing
telecommunications devices
any other technology used to carry out work roles and responsibilities
Designated persons and/or groups may include:
managers or supervisors whose have 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-term budgets/plans
short-term budgets/plans
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 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 may include:
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 committee members and other specialists
people from a range of social, cultural and ethnic backgrounds and physical and mental abilities
Sectors
Not applicable.
Employability Skills
Not applicable.
Licensing Information
Not applicable.