This unit may apply to individuals working in any community or industry context, in small or large organisations. While managers are often responsible for the development of new systems, depending on the organisation size and the nature of the system being developed, senior operational personnel or internal/external specialists may also undertake this role.

Systems are varied in nature and might apply to human resources management, team management, organisational structures, product development, information technology, marketing or training and assessment. The critical focus is on systems conceived and developed with innovation as the key driver.

ELEMENT

PERFORMANCE CRITERIA

1. Research context for new system development

1.1. Explore and analyse the impact of systems in the overall context of innovation

1.2. Explore and gain clarity around system objectives, particularly in relation to innovation

1.3. Analyse current organisational systems to identify gaps or barriers to innovation

1.4. Research and analyse current and emerging information about systems in other organisations and contexts

1.5. Evaluate the resources and other commitment required to foster innovation

1.6. Identify key stakeholders who can play a role in conceptualising or supporting new system ideas

2. Generate system concepts and options

2.1. Create system concepts that will foster innovation using individual and group techniques

2.2. Evaluate and discuss a range of ideas with relevant stakeholders

2.3. Clearly articulate the ways in which innovation is better supported by system ideas and options

2.4. Clearly articulate how the system itself is innovative

2.5. Expose ideas and options to ongoing testing, exploration and challenge

2.6. Select and refine system ideas that meet the workplace requirements and which are both feasible and innovative

3. Develop a plan for the system

3.1. Determine the need for specialised assistance and integrate into system planning

3.2. Analyse the potential impact of the new system on people, resources and other organisational practices

3.3. Consult with all stakeholders who will be involved with, or affected by, the new system

3.4. Develop an operational plan for the system, with budget, time lines and responsibilities

3.5. Develop a communication strategy to support the introduction of the new system

3.6. Evaluate the coaching and training needs of those who will use the system and plan a learning and development strategy

4. Trial the system

4.1. Present and consult on system proposals with relevant stakeholders

4.2. Analyse and integrate feedback into the system development process

4.3. Determine appropriate context and parameters for the trialling process

4.4. Initiate the trial, taking account of all required consultative, coaching and technical issues

4.5. Monitor and review the trial in relation to its goals for fostering innovation

4.6. Open the improvement process to ongoing collaborative input and challenge

4.7. Adjust system to reflect evaluation feedback

Required skills

communication skills to conduct potentially complex and challenging negotiations and consultations on new systems development and implementation

creative thinking skills to explore and generate innovative concepts

learning skills to stretch boundaries of own knowledge and skills, and to foster similar approaches in others

literacy skills to analyse and develop potentially complex organisational requirements and documentation for work systems

numeracy skills to develop and interpret financial estimates

planning and organisational skills to plan the implementation of new systems and to organise and implement training and learning activities

research skills to investigate the broader context for system development

self-management skills to take responsibility for driving system development with a focus on innovation

Required knowledge

concepts and theories of change management, including ways of introducing change in different organisational contexts and change management communication strategies

concepts and theories of innovation and how these link to innovation in practice

in-depth understanding of the ways in which workplace systems can contribute to innovation in the workplace

project planning and management techniques

technical context in which the system is being developed

typical ways in which systems may present barriers to innovation

The Evidence Guide provides advice on assessment and must be read in conjunction with the performance criteria, required skills and knowledge, range statement and the Assessment Guidelines for the Training Package.

Overview of assessment

Critical aspects for assessment and evidence required to demonstrate competency in this unit

Evidence of the following is essential:

designing, trialling and reviewing more than one work system that is planned and structured to maximise opportunities for innovation by workers and managers in the workplace

clearly articulating and understanding how and why the work system fosters workplace innovation among workers and managers

knowledge of concepts and theories of innovation.

Context of and specific resources for assessment

Assessment must ensure:

interaction with others to reflect the collaborative nature of systems development and of innovation more broadly

use of current industry technology in the development of systems.

Method of assessment

A range of assessment methods should be used to assess practical skills and knowledge. The following examples are appropriate for this unit:

direct questioning combined with review of portfolios of evidence and third party workplace reports of on-the-job performance by the candidate

evaluation of systems developed by the candidate for a particular workplace context, with a focus on innovation (both in terms of process and outcome)

oral or written questioning to assess knowledge of links between systems and innovation, wider innovation concepts and change management processes

review of analysis of current organisational systems to identify gaps or barriers to innovation

review of operational plan developed for the system

review of communication strategy developed to support the introduction of the new system

evaluation of learning and development strategy for users of the system.

Guidance information for assessment

Holistic assessment with other units relevant to the industry sector, workplace and job role is strongly recommended, for example:

BSBHRM506A Manage recruitment, selection and induction processes

BSBINM601A Manage knowledge and information

BSBINN601B Manage organisational change

BSBLED705A Plan and implement a mentoring program.

The range statement relates to the unit of competency as a whole. It allows for different work environments and situations that may affect performance. Bold italicised wording, if used in the performance criteria, is detailed below. Essential operating conditions that may be present with training and assessment (depending on the work situation, needs of the candidate, accessibility of the item, and local industry and regional contexts) may also be included.

Impact of systems may be positive or negative and relate to:

administrative processes

degree of freedom or restriction for individuals, workers and teams

extent of collaboration and cooperation within the organisation

operational procedures

quality of communication channels and processes

quality of the physical environment

responsiveness of the organisation to customer needs.

Systems might relate to:

human resources

innovation reward systems

learning and development systems

product or service review processes

project management

quality management

team management.

System objectives may include:

addressing operational or service problems

changing the culture of the organisation

developing workforce skills

diversifying the business

enhancing customer service quality

generating more income

improving competitiveness

reducing operating costs

winning more projects.

Gaps or barriers might relate to:

differences between management rhetoric and reality

hierarchical system of management

inadequate reporting or recording

managers who do not accept new ideas

overly bureaucratic processes

people not communicating with each other or sharing information

staff not being involved in decisions

teams who work in rigid and inflexible ways.

Other organisations and contexts may be:

competitor organisations

local, national or international

organisations of similar size or structure

totally different organisations who have developed interesting or successful systems

wider community or business contexts in which innovation occurs.

Resources and other commitment may include:

financial

human

management commitment

physical

preparedness to change at all levels of the organisation.

Key stakeholders may include:

boards or committees

customers

government departments or other statutory authorities

management

specialist advisors

work colleagues.

Individual and group techniques may include:

brainstorming

cost-benefit analysis

flow charts

jotting down words

mind maps

process analysis

review of approaches/procedures used by competitors

strengths, weaknesses, opportunities and threats (SWOT) analysis

value analysis

visual imagining

other creative thinking strategies.

Ongoing testing, exploration and challenge may include:

comparing

contrasting

gaining input from those who do not support the concept

playing 'devil's advocate'

seeking objective internal or external review.

Specialised assistance may include:

external consultants or advisers

internal colleagues with specialist or technical knowledge relevant to the system.

Unit sector

Creativity and Innovation - Innovation

This unit contains employability skills.