The important thing to remember when gathering evidence is that the more evidence the better - that is, the more evidence you gather to demonstrate your skills, the more confident an assessor can be that you have learned the skills not just at one point in time, but are continuing to apply and develop those skills (as opposed to just learning for the test!). Furthermore, one piece of evidence that you collect will not usualy demonstrate all the required criteria for a unit of competency, whereas multiple overlapping pieces of evidence will usually do the trick!
From the Wiki University
What evidence can you provide to prove your understanding of each of the following citeria?
Reflect on personal effectiveness and efficacy
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Identify and apply strategies to create a culture that encourages receiving and giving effective feedback Completed |
Evidence:
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Regularly review personal efficacy and attainment of professional and personal development objectives and priorities Completed |
Evidence:
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Review capacity as a role model in terms of ability to gain the trust, confidence and respect of diverse and relevant individuals and groups Completed |
Evidence:
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Evaluate personal efficacy and capability to build an effective organisational and workplace culture Completed |
Evidence:
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Analyse and evaluate personal effectiveness in developing the competence required to achieve operational responsibilities Completed |
Evidence:
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Model personal responsibility for environmental sustainability and develop capability in others Completed |
Evidence:
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Lead in a transformational manner
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Apply transformational leadership practices Completed |
Evidence:
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Demonstrate empathy in personal relationships and day-to-day leadership Completed |
Evidence:
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Demonstrate leadership which is inclusive and respectful of individual differences Completed |
Evidence:
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Control, and appropriately regulate, own potentially disruptive emotions and impulses Completed |
Evidence:
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Effectively manage work-based relationships Completed |
Evidence:
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Cultivate collaborative thinking
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Display judgement and common sense in undertaking day-to-day leadership role Completed |
Evidence:
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Analyse relevant legislation, information and intelligence sources when evaluating business opportunities Completed |
Evidence:
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Draw upon personal expertise and relevant individuals to achieve strategic results Completed |
Evidence:
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Seek and encourage contributions from relevant individuals Completed |
Evidence:
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Use collaborative communication and learning approaches to model and encourage their broader use in the workplace Completed |
Evidence:
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Cultivate collaborative and participative work relationships Completed |
Evidence:
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Provide strategic leadership during change processes
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Positively convey business direction and values to relevant individuals and stakeholders Completed |
Evidence:
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Analyse impact and role of leadership during organisational change Completed |
Evidence:
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Analyse and confirm capability and competence of relevant individuals in terms of their ability to contribute to change processes and plans Completed |
Evidence:
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Develop learning and communication solutions to address problems and risks arising for individuals during organisational change Completed |
Evidence:
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Identify leadership styles and develop approaches to best respond impacts of change on people and processes Completed |
Evidence:
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Reflect on personal effectiveness and efficacy
|
|
Identify and apply strategies to create a culture that encourages receiving and giving effective feedback Completed |
Evidence:
|
Regularly review personal efficacy and attainment of professional and personal development objectives and priorities Completed |
Evidence:
|
Review capacity as a role model in terms of ability to gain the trust, confidence and respect of diverse and relevant individuals and groups Completed |
Evidence:
|
Evaluate personal efficacy and capability to build an effective organisational and workplace culture Completed |
Evidence:
|
Analyse and evaluate personal effectiveness in developing the competence required to achieve operational responsibilities Completed |
Evidence:
|
Model personal responsibility for environmental sustainability and develop capability in others Completed |
Evidence:
|
Lead in a transformational manner
|
|
Apply transformational leadership practices Completed |
Evidence:
|
Demonstrate empathy in personal relationships and day-to-day leadership Completed |
Evidence:
|
Demonstrate leadership which is inclusive and respectful of individual differences Completed |
Evidence:
|
Control, and appropriately regulate, own potentially disruptive emotions and impulses Completed |
Evidence:
|
Effectively manage work-based relationships Completed |
Evidence:
|
Cultivate collaborative thinking
|
|
Display judgement and common sense in undertaking day-to-day leadership role Completed |
Evidence:
|
Analyse relevant legislation, information and intelligence sources when evaluating business opportunities Completed |
Evidence:
|
Draw upon personal expertise and relevant individuals to achieve strategic results Completed |
Evidence:
|
Seek and encourage contributions from relevant individuals Completed |
Evidence:
|
Use collaborative communication and learning approaches to model and encourage their broader use in the workplace Completed |
Evidence:
|
Cultivate collaborative and participative work relationships Completed |
Evidence:
|
Provide strategic leadership during change processes
|
|
Positively convey business direction and values to relevant individuals and stakeholders Completed |
Evidence:
|
Analyse impact and role of leadership during organisational change Completed |
Evidence:
|
Analyse and confirm capability and competence of relevant individuals in terms of their ability to contribute to change processes and plans Completed |
Evidence:
|
Develop learning and communication solutions to address problems and risks arising for individuals during organisational change Completed |
Evidence:
|
Identify leadership styles and develop approaches to best respond impacts of change on people and processes Completed |
Evidence:
|