ELEMENT

PERFORMANCE CRITERIA

1. Identify organisational performance requirements

1.1 Position profiles are confirmed as up-to-date, comprehensive and reflecting business requirements.

1.2 Performance standards are identified and clarified where necessary with individuals, supervisors and managers in accordance with position requirements.

1.3 Where relevant, individual performance agreements are assessed to confirm agreed requirements.

1.4 Organisational policies and agreements relating to performance management are analysed to identify requirements and any performance incentives/rewards.

2. Support performance management processes

2.1 Goals, objectives and required outcomes for the organisation's performance management framework are confirmed and agreed.

2.2 Staff and other stakeholders are educated on performance management processes, benefits and the links between performance management and organisational policies.

2.3 Ongoing two-way communication/performance feedback between the performance manager, the employee, key stakeholders and clients is promoted and supported to ensure that performance is managed on a day-to-day basis and not only during formal performance reviews.

2.4 Support and advice are provided to performance managers to ensure processes are ethical, objective and inclusive in responding to the needs of the range of business units, position types and diverse employee working/learning styles represented within the organisation.

2.5 Information and advice are provided to performance managers to assist in responding to inappropriate, under- or over-performance in accordance with legislation, policy and procedures.

2.6 Performance managers are supported to respond to grievances and appeals in accordance with organisational policy and procedures.

3. Report on performance

3.1 Aggregated data relating to performance management across the organisation is obtained and analysed to identify organisational outcomes and trends.

3.2 Trends requiring intervention are recorded with supporting evidence, and reported in accordance with organisational policy and procedures.

3.3 The impact of performance outcomes on career management, retention and succession strategies is identified and reported.

3.4 Organisational performance reports are integrated into the business planning cycle to ensure outcomes are considered in forward planning, learning and development, and resourcing.

This section describes the essential skills and knowledge and their level, required for this unit.

Skill requirements

Look for evidence that confirms skills in:

working with a range of stakeholders in the performance management process

undertaking conflict resolution and negotiation

using a variety of words and language structures to explain ideas to different audiences

interpreting and explaining formal documents and assisting others to apply them in the workplace

providing written advice and reports requiring reasoning and precision of expression

responding to diversity, including gender and disability

applying occupational health and safety procedures in the context of implementing performance management processes

Knowledge requirements

Look for evidence that confirms knowledge and understanding of:

key components of performance management processes

organisational goals, policies and procedures related to performance management

performance standards

grievance procedures

equal employment opportunity, equity and diversity principles

requirements for content and standards of organisational performance reporting

jurisdictional legislation applying to human resources, including freedom of information, privacy, confidentiality, occupational health and safety and environment

The Evidence Guide specifies the evidence required to demonstrate achievement in the unit of competency as a whole. It must be read in conjunction with the Unit descriptor, Performance Criteria, the Range Statement and the Assessment Guidelines for the Public Sector Training Package.

Units to be assessed together

Pre-requisite units that must be achieved prior to this unit:Nil

Co-requisite units that must be assessed with this unit:Nil

Co-assessed units that may be assessed with this unit to increase the efficiency and realism of the assessment process include, but are not limited to:

PSPETHC501B Promote the values and ethos of public service

PSPGOV502B Develop client services

PSPGOV504B Undertake research and analysis

PSPGOV505A Promote diversity

PSPGOV507A Undertake negotiations

PSPGOV512A Use complex workplace communication strategies

PSPHR506A Coordinate employment relations

PSPLEGN501B Promote compliance with legislation in the public sector

PSPOHS501A Monitor and maintain workplace safety

Overview of evidence requirements

In addition to integrated demonstration of the elements and their related performance criteria, look for evidence that confirms:

the knowledge requirements of this unit

the skill requirements of this unit

application of the Employability Skills as they relate to this unit (see Employability Summaries in Qualifications Framework)

facilitation of performance management processes in a range of (3 or more) contexts (or occasions, over time)

Resources required to carry out assessment

These resources include:

legislation, policies and procedures

workplace scenarios and case studies

performance management guidelines and other relevant workplace materials

Where and how to assess evidence

Valid assessment of this unit requires:

a workplace environment or one that closely resembles normal work practice and replicates the range of conditions likely to be encountered when facilitating organisational performance management, including coping with difficulties, irregularities and breakdowns in routine

facilitation of performance management processes in a range of (3 or more) contexts (or occasions, over time)

Assessment methods should reflect workplace demands, such as literacy, and the needs of particular groups, such as:

people with disabilities

people from culturally and linguistically diverse backgrounds

Aboriginal and Torres Strait Islander people

women

young people

older people

people in rural and remote locations

Assessment methods suitable for valid and reliable assessment of this competency may include, but are not limited to, a combination of 2 or more of:

case studies

portfolios

questioning

scenarios

authenticated evidence from the workplace and/or training courses

For consistency of assessment

Evidence must be gathered over time in a range of contexts to ensure the person can achieve the unit outcome and apply the competency in different situations or environments

The Range Statement provides information about the context in which the unit of competency is carried out. The variables cater for differences between States and Territories and the Commonwealth, and between organisations and workplaces. They allow for different work requirements, work practices and knowledge. The Range Statement also provides a focus for assessment. It relates to the unit as a whole. Text in bold italics in the Performance Criteria is explained here.

Position profilesmay include:

job descriptions

competencies

behavioural requirements

key performance indicators

duty statements

work plans

work level standards

classification descriptors

business unit plans

Performance managementrefers to:

planning, review and development of the on-the-job performance of individuals and/or groups of employees

Outcomes of performance managementmay include:

job satisfaction

reward

recognition

learning and development

counselling

discipline

salary progression

job rotation

higher duties

Stakeholders may include:

all those individuals and groups both inside and outside the organisation that have some direct interest in the organisation's behaviour, actions, products and services such as:

users of the human resource services

employees at all levels of the organisation

other public sector organisations

union and association representatives

boards of management

government

Ministers

Educating stakeholders on performance managementmay include:

oral advice and guidance

telephone contact and/or electronic mail

information/training programs such as those addressing negotiation skills

policy and procedure statements, guides

information brochures and pamphlets

written documentation

one-on-one meetings

small group meetings

manuals

Performance management processes may include:

planning

measurement

reviews and appraisals

monitoring

evaluation

feedback

coaching

learning agreements

Performance review feedbackmay be provided through:

manager

supervisor/employee

customer/client

peers

360 degree feedback

upward appraisal systems

Responses to inappropriate, over- and under-performancemay include:

counselling

discipline

reward

recognition

documenting performance issues

later follow-up

following procedures to the letter for recording issues and actions taken

Legislation, policy and proceduresmay include:

Commonwealth and State/Territory legislation including equal employment opportunity, anti-discrimination and privacy law

national and international codes of practice and standards

the organisation's policies and practices

government policy

codes of ethics/conduct

Aggregated datamay include:

numbers of employees with performance agreements or career development plans

implied links between performance management and achieving business outcomes

numbers of performance related grievances