Application
This unit applies to work in an employment services context |
Prerequisites
Not Applicable
Elements and Performance Criteria
ELEMENT | PERFORMANCE CRITERIA |
1. Research labour market information | 1.1 Research labour market information relevant to the business priorities and operations of the organisation or work group 1.2 Use appropriate research methods to identify and collect relevant information 1.3 Identify relevant, current and emerging labour market characteristics |
2. Analyse labour market information | 2.1 Organise labour market information into appropriate formats 2.2 Develop and apply criteria to identify target markets with business development potential 2.3 Analyse labour market information for opportunities and impacts upon current and future business operations and priorities |
3. Report on labour market information | 3.1 Record labour market information in accordance with organisation policies and processes 3.2 Prepare reports to disseminate labour market information and analysis |
4. Apply knowledge of the labour market to management activities | 4.1 Incorporate labour market information into individual and work group planning and activities 4.2 Use labour market information in the management of business and individual performance |
Required Skills
This describes the essential skills and knowledge and their level required for this unit. |
Essential knowledge: The candidate must be able to demonstrate essential knowledge required to effectively do the task outlined in elements and performance criteria of this unit, manage the task and manage contingencies in the context of the identified work role These include knowledge of: The composition and working of labour markets Understanding of characteristics and issues relating to labour markets on a national, state and local level Current and projected skills shortages Knowledge of workplace relations issues and legislation and awards |
Essential skills: It is critical that the candidate demonstrate the ability to: Research labour market data relevant to business operations and priorities Analyse labour market information to determine opportunities and threats to current and future delivery of services and to identify target markets that meet specified criteria Apply knowledge of labour market information to planning and performance management In addition, the candidate must be able to effectively do the task outlined in elements and performance criteria of this unit, manage the task and manage contingencies in the context of the identified work role These include the ability to: Demonstrate application of skills, including: literacy and numeracy skills to research a variety of texts and statistical information; prepare reports based on labour market information and to enter the information into organisation's information systems planning skills to organise information; set goals and targets; and plan and review activities and the allocation of resources problem solving skills including an ability to analyse information and deal with ambiguous information oral and written communication skills to provide and elicit advice and information effectively technology skills to use business equipment and software safely and effectively in line with occupational health and safety (OHS) guidelines |
Evidence Required
The evidence guide provides advice on assessment and must be read in conjunction with the Performance Criteria, Required Skills and Knowledge, the Range Statement and the Assessment Guidelines for this Training Package. | |
Critical aspects for assessment and evidence required to demonstrate this unit of competency: | The individual being assessed must provide evidence of specified essential knowledge as well as skills Evidence must include observation of performance in the work environment or in a simulated work setting |
Access and equity considerations: | All workers in community services should be aware of access, equity and human rights issues in relation to their own area of work All workers should develop their ability to work in a culturally diverse environment In recognition of particular issues facing Aboriginal and Torres Strait Islander communities, workers should be aware of cultural, historical and current issues impacting on Aboriginal and Torres Strait Islander people Assessors and trainers must take into account relevant access and equity issues, in particular relating to factors impacting on Aboriginal and/or Torres Strait Islander clients and communities |
Context of and specific resources for assessment: | This unit can be assessed independently, however holistic assessment practice with other community services units of competency is encouraged Resource requirements for assessment include access to: a relevant workplace or an appropriately simulated environment where assessment may take place equipment and resources normally used in the workplace |
Method of assessment may include: | Observations Questioning Project Written assignment Evidence gathered from the workplace environment Demonstration over a period of time to ensure consistency of performance |
Range Statement
The Range Statement relates to the unit of competency as a whole. It allows for different work environments and situations that may affect performance. Add any 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. | |
Labour market may be defined by, but is not limited to: | Geographic location Client demographics Industry and industry sectors Occupation Seasonal factors Agricultural crops |
Labour market information includes, but is not limited to: | Information regarding industries and industry sectors (e.g. workforce size, recruitment methods, conditions of employment, prospects for growth/reduction in labour force) Information regarding occupations (e.g. prospects of employment, type of work undertaken, workforce size, hiring methods, conditions of employment, employer expectations of workers) Labour market trends Peak and trough periods in demand for labour/seasonality Areas of high employment and unemployment Current labour market conditions Business and economic forecasts Emerging labour market developments Industrial framework Services, products, business levels of competitors Other distinguishing characteristics |
Information sources include, but are not limited to: | Information available within the organisation Publications, industry journals, articles Internet websites Telephone directories Commercial databases of information relating to businesses and industries Australian Bureau of Statistics Federal and State government departments and agencies Workplace Agreements; information on Federal and State awards Visits to workplaces Business cards Professional associations Industry Associations Employee Associations Chambers of Commerce Grower associations Newspapers e.g. recruitment advertisements and articles Community organisations University and other research facilities |
Appropriate research methods may include, but are not limited to: | Use of internet Surveys Client interviews Focus groups Individual research Questioning during marketing and networking activities Use of libraries Publications Attendance at meetings Networking Workplace visits Communication with colleagues and experts |
Current and emerging labour market characteristics may refer to, but are not limited to: | Volunteer workforce Casualisation of workforce Length of average working hours Contract employment Portability of skills Globalisation Impact of technology Lifelong learning Changing face of core skills Core vocational skills gained while at school Ageing population Transitional labour market programs |
Criteria to identify target markets include, but are not limited to: | Match of occupations represented with those registered with the organisation Industry growth Workforce size Staff turnover levels Potential to employ people with barriers to employment Location Hiring processes and patterns Internal human resource management capability of specific employers Use of competitors' services and products Accessibility (e.g. public transport) of specific employers or geographic areas Capability of the organisation to service the account |
Opportunities and impacts may result from, but are not limited to: | Openings/closures of large employers Retrenchments Changes in hiring processes and patterns Emergence of new industry sectors Development of geographic sites, e.g. industrial estates, retail precincts Expansion/changes in transport services Changes in availability and skill levels of workers Changes in government policy Emergence of competitors or changes to competitor products and services |
Report on labour market information may utilise the following, but is not limited to: | Tables and charts Software applications Reports, written and verbal Hard copy files Presentations |
Organisation policies and processes may include: | Recording of information against client and employer files and database records Use of contact management systems for employers Use of labour market information in business and strategic planning Preparation of regular reports on labour market intelligence and information |
Planning includes, but is not limited to: | Business plans and forecasting Resource usage plans Promotional plans Sales plans Marketing plans Contact/ account management plans for employers |
Performance management uses of labour market information include, but are not limited to: | As a context and aid in setting and reviewing performance targets of individuals and work groups As a factor impacting upon the achievement of performance outcomes by individuals and work groups As an indicator of the need to reallocate resources |
Sectors
Not Applicable
Employability Skills
This unit contains Employability Skills |
Licensing Information
Not Applicable