This unit applies to individuals with a well established, sound theoretical knowledge base in human resources management and industrial relations who are proficient in using a range of specialised technical and managerial techniques to plan, carry out and evaluate their own work and/or the work of a team.

They may or may not have responsibility for supervising the work of others but are authorised to oversee industrial relations in the organisation. However they will have knowledge of current industrial relations trends and legislation.

The unit addresses staff who have responsibility for working across the organisation to ensure that there is a policy infrastructure which ensures legislative compliance and clarifies issues. It also addresses the requirement for responding to industrial conflict and grievances.

ELEMENT

PERFORMANCE CRITERIA

1. Develop industrial relations strategies/policies

1.1. Analyse strategic plans and operational plans to determine long-term industrial relations objectives

1.2. Analyse existing industrial relations performance in relation to strategic industrial relations objectives

1.3. Evaluate options in terms of cost benefit, risk analysis and current legislative requirements

1.4. Establish industrial relations strategies/policies within the management team

1.5. Identify the knowledge and skills needed by management and the workforce to effectively implement these strategies/policies

2. Implement industrial relations strategies/policies and plans

2.1. Develop an implementation plan and contingency plan for the industrial relations strategies/policies

2.2. Make arrangements for training and development in accordance with identified needs, to support the industrial relations plan

2.3. Undertake associated industrial relations activities to agree to changes required by policies or implementation plan

2.4. Ensure procedures for addressing grievances and conflict are properly documented

2.5. Communicate key issues about procedures for addressing grievances and conflict

3. Manage negotiations, conflict and disputes

3.1. Train individuals in conflict management techniques/procedures

3.2. Identify and where possible alleviate or eliminate, sources of conflict or grievance in accordance with legal requirements

3.3. Check documentation and other information sources to clarify issues in dispute

3.4. Obtain expert or specialist advice and/or refer to precedents, if required

3.5. Determine desired negotiation outcomes, negotiation strategy and negotiation timeframes

3.6. Advocate the organisation's position in negotiation to obtain agreement

3.7. Document and if necessary, certify the agreed outcomes with the relevant jurisdiction

3.8. Implement agreements

3.9. Take remedial action where groups or individuals fail to abide by agreements

Required skills

communication skills to advocate, consult, negotiate and mediate conflict

innovation and problem-solving skills to manage sensitive and important issues

planning and time management skills to meet critical deadlines, to sequence tasks, to prepare submissions and to present cases.

Required knowledge

enterprise and workplace bargaining processes

key entities in the Australian industrial relations system, including courts and tribunals, trade unions, employer bodies

relevant industrial, occupational health and safety, equal opportunity and anti-discrimination legislation in both the Commonwealth and state jurisdictions.

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:

demonstrated understanding of contemporary industrial issues and legislation

documented strategies and procedures for dealing with grievances and disputes

performance of negotiation/conflict resolution techniques

knowledge of relevant legislation.

Context of and specific resources for assessment

Assessment must ensure:

access to appropriate documentation and resources normally used in the workplace.

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:

analysis of responses to case studies and scenarios

assessment of written reports on industrial issues

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

observation of demonstrated techniques in negotiation and case presentation

observation of presentations

oral or written questioning to assess knowledge of industrial relations legislation

review of documentation outlining long-term industrial relations objectives

review of implementation plan and contingency plan

evaluation of documentation communicating key issues about procedures for addressing grievances and conflict.

Guidance information for assessment

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

other units from the Diploma of Human Resource Management.

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.

Long-term industrial relations objectives may relate to:

effective management of grievances, conflict situations and dispute resolution procedures

employee commitment

employee satisfaction

job design

negotiation outcomes

organisational culture

relations with unions or other peak bodies

restructuring

salary, remuneration, benefits or bonuses

workforce planning

workplace reform

Cost benefit means:

calculation to determine whether the results/outcomes of a particular course of action are sufficient to justify the costs and risks in taking that action

Risk analysis means:

determination of the likelihood of a negative event preventing the organisation meeting its objectives and the likely consequences of such an event on organisational performance

Implementation plan may include:

documented objectives, methodology and timeframe

project plan

Associated industrial relations activities may include:

clarification of terms and conditions of employment of those persons affected

consultation with employee representatives including unions and elected staff representatives

ensuring the legality of proposed strategies, policies and initiatives

referring to employer representatives for advice and support

Conflict management techniques/procedures may include:

controlling difficult situations using legal remedies

dispute resolution procedures

negotiating/bargaining

Certify refers to:

Australian Workplace Agreements

workplace collective agreements

Unit sector

Workforce Development - Workplace Relations

This unit contains employability skills.