Element

Performance Criteria

Elements describe the essential outcomes of a unit of competency.

Performance criteria describe the performance needed to demonstrate achievement of the element. Where bold italicised text is used, further information is detailed in the required skills and knowledge section and the range statement. Assessment of performance is to be consistent with the evidence guide.

1. Analyse change requirements.

1.1.Review the organisation’s strategic and business plans to identify organisational directions that will require change to work practices.

1.2.Assess options to drive required changes in line with delegated authority and standard organisational policies and procedures.

1.3.Identify and analyse potential risks associated with implementing the change.

1.4.Identify and prioritise changes for further action.

2. Introduce change.

2.1.Evaluate the organisational culture and identify barriers to change.

2.2.Develop strategies to overcome barriers to change and promote a culture of innovation.

2.3.Plan for the implementation of the change, ensuring risks are mitigated and processes and timelines are achievable.

2.4.Negotiate and secure access to the resources required to introduce the change.

2.5.Communicate the purpose and benefits of the change to staff.

2.6.Provide clear instructions to staff regarding their work responsibilities and roles to facilitate a smooth implementation.

3. Foster commitment to change.

3.1.Provide and promote opportunities for staff input to the change implementation and seek feedback to refine processes.

3.2.Share and discuss models and methods for innovation and changed work practices with staff.

3.3.Provide clear and actionable feedback to staff on the progress they are making in implementing change.

3.4.Mentor and coach staff to build and reinforce the skills, knowledge and attitude required for successful implementation of change.

3.5.Reward and recognise positive contributions made by staff to the implementation of change.

4. Evaluate outcomes of change.

4.1.Report outcomes to staff of the changes and benefits achieved.

4.2.Promote opportunities for staff to reflect on the change and identify opportunities for further improvements and change.

4.3.Seek staff input to the development of recommendations for future organisational change and improvement in line with organisational policies and procedures.

Required skills

analytical and problem-solving skills to:

identify barriers to change

assess alternative change implementation strategies

communication and interpersonal skills to:

coach and mentor staff

make verbal reports

motivate staff and manage teams

negotiate and support staff to overcome barriers to change

provide clear work instructions to staff

planning and organising skills to:

put in place mechanisms to:

mitigate risks associated with change

recognise and reward staff contributions to change processes

secure resources to support the change process

literacy skills to produce written and verbal reports

Required knowledge

concepts and models of:

change and change management

leadership and management

organisational culture

concepts of risk management planning and processes

impact of organisation’s culture on acceptance of change

organisational mission, vision, values and goals

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.

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

Evidence of the following is essential:

identifies the drivers and barriers to change

uses techniques to introduce and support the implementation of change, including:

communicating with and supporting staff to overcome barriers to change

providing clear work instructions to staff

putting in place mechanisms to mitigate risks associated with change

putting in place mechanisms to recognise and reward staff contributions to change processes

securing resources to support the change process

promotes and communicates the outcomes of change processes to staff

evaluates change outcomes.

Context of and specific resources for assessment

Assessment must ensure access to:

a retail work environment

relevant documentation, such as:

manufacturer instructions and operation manuals

store policy and procedures manuals

a range of retail equipment.

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:

role play

answers to questions about specific skills and knowledge

customer feedback

observation of performance in the workplace

review of portfolios of evidence and thirdparty workplace reports of onthejob performance

thirdparty reports from a supervisor.

Guidance information for assessment

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

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.

Changesmay include:

changed decision-making and delegation processes

changed organisational structure

changed role responsibilities of staff

identification of new markets

identification of new products and services

reviewed or new planning processes

reviewed or new work processes.

Risks may include:

change to government policy and programs

changing client requirements

cost over-runs

cyclical changes within the industry or region

difficulty in accessing funds

emergence of new technologies

inability to access necessary skills within the workforce

legal proceedings

potential for disruption to existing services and products

staff dissatisfaction

strength of existing or new competitors

tightened economic environment

time delays due to the planning and decision making process.

Barriers to change may include:

aiming for total consensus before progressing

fear of individual loss of power or influence

ineffective teams

inertia driven by desire to maintain personal comfort

lack of cooperation across team members

lack of leadership

lack of resources and time

not prioritising actions

over-analysis of the problem without acting.