ELEMENT

PERFORMANCE CRITERIA

1. Lead and motivate people

1.1 Goals for people and teams to optimise achievement in work tasks are established and agreed upon.

1.2 Goals are unambiguous and take into account the capabilities of people and teams.

1.3 Advice and support sensitive to the individual's needs is provided to people in the performance of their duties.

1.4 Activities are undertaken to achieve commitment to common goals.

1.5 Initiative and innovation are recognised and encouraged.

1.6 Achievements are recognised and communicated within the organisation.

2. Undertake human resource planning

2.1 Human resource needs are determined/reviewed within the anticipated operational needs and allocated budget.

2.2 Alternatives to staffing levels which clearly demonstrate returns to the organisation are analysed.

2.3 Contingency plans for staffing are developed which meet key provisions of the human resources plan.

2.4 Existing competencies of staff are compared with the needs of the work group.

2.5 Staffing levels are planned and negotiated with stakeholders within the organisational framework to achieve maximum efficiency of operations.

3. Develop and facilitate performance

3.1 Performance criteria are negotiated and agreed upon with individuals, teams and work groups.

3.2 Performance criteria are reviewed as circumstances change.

3.3 Performance appraisal is conducted, based on clearly established and agreed performance criteria.

3.4 The total performance development system identifies and proposes strategies to rectify performance shortfalls and recognise success.

3.5 Performance problems are addressed confidentially and in a constructive and timely manner, in line with relevant organisational procedures.

3.6 Selections, transfers and promotions are made in accordance with organisation policies and supported with documented information.

3.7 Mechanisms are developed and implemented for the identification of human resource development needs within the work group taking account of the strategic plan for the organisation.

4. Facilitate training, education and development opportunities

4.1 Information on planned training events is made widely available throughout the organisation.

4.2 Training, education and development plans are included as part of individual/team performance plans.

4.3 Individual/team access to, and participation in, training, education and development opportunities is facilitated.

4.4 Coaching and mentoring contribute effectively to the training, education and development of personnel in an environment of change.

4.5 Training, education and development opportunities enhance individual, team and organisational performance.

4.6 A workplace environment is created which facilitates training, education and development.

5. Develop and implement issue resolution and grievance procedures

5.1 Problem solving/issue resolution procedures are established within legislative requirements and organisation's guidelines.

5.2 Grievances and complaints are managed in a timely and caring way to optimise likelihood of a favourable outcome for all parties and in line with organisational objectives and procedures.

5.3 Individual's rights and obligations under industrial awards/agreements and legislation are documented and communicated in a clear and concise manner and in appropriate language.

5.4 Hearings, interviews and meetings are conducted within the principles of industrial democracy and participative, consultative processes.

5.5 All relevant industrial parties are identified and invited to participate in the resolution process.

6. Manage disciplinary matters

6.1 Disciplinary matters are implemented in accordance with organisation's procedures.

6.2 Investigations are conducted in a caring and confidential manner to maintain performance and morale.

6.3 Feedback is provided promptly.

6.4 Appeals processes are instituted in accordance with organisational procedures.

6.5 Deficiencies in procedures are recognised and recommendations for change are made.

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

Required Skills

achieve agreed results

apply interpersonal skills

demonstrate consistency between instructions and action in self and others

display personal and professional integrity in working relationships

establish key performance measures for individuals/work groups

establish training and development opportunities as needed

identify and where appropriate use stress management facilities and services

monitor performance of individuals and teams/groups against key performance indicators

use consultative methods to achieve operational targets

use decision making processes which are understood and respected

use effective management techniques and processes

Required Knowledge

communication principles

conflict resolution principles and practice

Equal Employment Opportunity

grievance procedures

interpersonal relations

leadership theory and principles

management principles and practice

Occupational Health and Safety

training and education principles

training need analysis

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

It is essential for this unit that competence be demonstrated in the application of human resource management in a wide range of contexts in achieving the organisation's objectives.

Consistency in performance

Evidence should be gathered over a period of time in a range of actual or simulated workplace environments.

Context of and specific resources for assessment

Context of assessment

Evidence of competent performance should be obtained by observing an individual in a management role within the workplace or exercise or operational environment. Knowledge may be assessed through written assignments, project reports, debriefings and action learning projects.

Specific resources for assessment

No special requirements.

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 in the Performance Criteria is detailed below.

Analysis of human resources development need may include:

task/skills analysis

competency standards

skills audit

performance planning

succession planning

group dynamics

organisational behaviour

personality profiles

Performance measures may include:

completion of task

achievement of new competencies

development of new skills

attainment of new knowledge

personal development

Training, education and development opportunities may include:

formal courses

structured training programs

on the job training

staff development seminars and conferences

exchanges/rotation/secondments

project work

mentoring/coaching

action learning

Stakeholders may include:

unions

associations

employers

individuals

workgroups

teams

Industrial matters may include:

identified awards and agreements

organisation policies

government industrial relations policies

workplace customs and practices

industrial court and commission rulings

reference to industrial disputation

Selections, transfers and promotion may include:

organisation procedures and guidelines

government guidelines

occupational health and safety

equal employment opportunity

affirmative action

anti-discrimination

personnel selection

Disciplinary action may include:

relevant organisation procedures

legislation

acts and ordinances

natural justice and fairness

Management philosophy and practices include:

leadership principles

human resource planning

performance management

issue resolution

learning organisation