ELEMENT

PERFORMANCE CRITERIA

1. Develop employment relations strategies and plans

1.1 Analysis of present and future requirements within the organisation is undertaken using a variety of information sources, consultations with key stakeholders and consideration of good practice models of employment relations.

1.2 Employment relations strategies and plans are developed to address the full range of employment issues in accordance with organisational requirements.

1.3 Strategies and plans are developed in accordance with organisational policy and legislative requirements and are integrated with other key human resource functions and areas.

1.4 Changes within the organisation's operating environment which will impact upon the organisation's employment relations are identified and responses are formulated.

2. Negotiate employment arrangements

2.1 A negotiation framework is developed and agreed with the parties.

2.2 Documentation and advice are developed and disseminated to raise organisational awareness.

2.3 Responses are sought from employment relations bodies/representatives to gauge acceptance and to identify the nature and cause of any potential disputes.

2.4 Changes in the negotiating position are determined and endorsement of these is sought from key stakeholders.

2.5 An advocacy role is undertaken to represent the negotiating position and to resolve disputes which may arise.

2.6 Employment arrangements are agreed with stakeholders in accordance with organisational policy and procedures and legislative requirements.

3. Manage implementation of employment relations strategies and plans

3.1 Employment relations strategies and plans are implemented in accordance with organisational policy and procedures.

3.2 Systems are developed and implemented to monitor the effectiveness of employment relations strategies and plans in accordance with contractual obligations, legislation, organisational policy and needs, and in consultation with managers.

3.3 External and/or internal trends or events which have an effect on the organisation's employment relations strategies and plans are monitored and responses are formulated.

3.4 Adjustments to strategies and plans are implemented as a result of monitoring and/or changed internal/external trends and/or events.

3.5 Employment relations strategies and plans are monitored to gauge their effectiveness in providing support to staff involved in implementation.

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

Skill requirements

Look for evidence that confirms skills in:

undertaking effective consultation with stakeholders

undertaking counselling, negotiation and facilitation

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

interpreting and explaining complex, formal documents

preparing written strategies and plans requiring reasoning and precision of expression

engaging in discussion using complex exchange of oral information

responding to diversity, including gender and disability

applying occupational health and safety procedures in the context of employment relations

Knowledge requirements

Look for evidence that confirms knowledge and understanding of:

employment relations as a concept within an organisational context

role of employee representatives and employee organisations

case preparation and presentation techniques

negotiation and mediation techniques

enterprise and workplace bargaining

changing economic, social, demographic and labour market conditions and educational trends in the context of employment relations

government employment relations/industrial relations system

jurisdictional legislation applying to human resources including occupational health and safety and environment

organisational goals, policies and procedures

equal employment opportunity, equity and diversity principles

human resource policies and practices

national and/or international models of good practice in employment relations

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 unit 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:

PSPETHC601B Maintain and enhance confidence in public service

PSPGOV601B Apply government systems

PSPGOV602B Establish and maintain strategic networks

PSPGOV605A Persuade and influence opinion

PSPHR617A Manage redeployment

PSPHR619A Manage remuneration strategies and plans

PSPLEGN601B Manage compliance with legislation in the public sector

PSPMNGT604B Manage change

PSPMNGT605B Manage diversity

PSPMNGT615A Influence workforce effectiveness

PSPPOL603A Manage policy implementation

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)

employment relations managed in a range of (2 or more) contexts (or occasions, over time)

Resources required to carry out assessment

These resources include:

legislation, policy, procedures and guidelines relating to employment relations

workplace scenarios and case studies

contemporary models for employment relations

industrial instruments

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 managing employment relations strategies, including coping with difficulties, irregularities and breakdowns in routine

employment relations managed in a range of (2 or more) employment relations contexts

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.

Sources of informationmay include:

basic statistical analyses

interviews with stakeholders

surveys

focus groups interviews

research on existing programs

solicited and unsolicited feedback

organisational reviews

workforce management data

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 service

employees at all levels of the organisation

other public sector organisations

inter-agency forums

union and association representatives

boards of management

government

Ministers

Employment relations strategies and plansmay include initiatives which aim to:

develop and maintain the commitment of employees in times of change

promote effective communication within the organisation

develop and maintain effective negotiation and consultation processes with groups and individuals

link pay and performance

identify conditions and entitlements

link performance and professional development

determine work value

differentiate work levels and classification structures

develop effective grievance and disciplinary processes

Employment relations strategies and plansmay be expressed in:

workplace and enterprise bargains

certified agreements

Australian workplace agreements

awards

public service agreements

policies and guidelines

Employment issuesmay include:

terms and conditions of employment

national legislative and compliance requirements

awards

collective/workplace bargaining

enterprise bargaining

certified agreements

Australian workplace agreements

conciliation and arbitration

impact of labour market forces especially on equity and diversity

work value

classification of jobs, roles, levels

linking pay to performance

unfair dismissals

grievances

Policy and legislative requirementsmay include:

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

national and international codes of practice and standards

the organisation's policies and practices

government policy

codes of conduct

An advocacy rolemay include:

written or oral advocacy

Employment arrangementsmay include:

industrial instruments:

awards

workplace and enterprise bargains

certified agreements

Australian workplace agreements

public service agreements

Internal and external factorsmay include:

changed financial or political circumstances

downsizing or organisation restructuring

retention of high performing employees

opportunities for outsourcing changes in legislation or core business activities

changes in activities or aspirations of customers

organisational changes

labour market