NTISthis.com

Evidence Guide: BSBATSIL510A - Appoint and work with a manager

Student: __________________________________________________

Signature: _________________________________________________

Tips for gathering evidence to demonstrate your skills

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

 

BSBATSIL510A - Appoint and work with a manager

What evidence can you provide to prove your understanding of each of the following citeria?

Establish a recruitment and selection process

  1. Obtain expert advice on legal requirements relevant to recruiting and selecting staff
  2. Identify organisational policies and procedures relevant to appointing staff
  3. Develop an agreed process for recruiting and appointing staff that complies with legal and organisational requirements
Obtain expert advice on legal requirements relevant to recruiting and selecting staff

Completed
Date:

Teacher:		 Evidence:

 

 

 

 

 

 

 

Identify organisational policies and procedures relevant to appointing staff

Completed
Date:

Teacher:		 Evidence:

 

 

 

 

 

 

 

Develop an agreed process for recruiting and appointing staff that complies with legal and organisational requirements

Completed
Date:

Teacher:		 Evidence:

 

 

 

 

 

 

 

Recruit and select the manager

  1. Develop a position description for the manager that includes appropriate selection criteria
  2. Ensure that advertising for the position complies with organisational policy and legal requirements
  3. Establish a selection panel that represents key stakeholders
  4. Develop appropriate interview questions, using independent assistance as required
  5. Participate in interviewing and selecting a manager who satisfies the established selection criteria
Develop a position description for the manager that includes appropriate selection criteria

Completed
Date:

Teacher:		 Evidence:

 

 

 

 

 

 

 

Ensure that advertising for the position complies with organisational policy and legal requirements

Completed
Date:

Teacher:		 Evidence:

 

 

 

 

 

 

 

Establish a selection panel that represents key stakeholders

Completed
Date:

Teacher:		 Evidence:

 

 

 

 

 

 

 

Develop appropriate interview questions, using independent assistance as required

Completed
Date:

Teacher:		 Evidence:

 

 

 

 

 

 

 

Participate in interviewing and selecting a manager who satisfies the established selection criteria

Completed
Date:

Teacher:		 Evidence:

 

 

 

 

 

 

 

Negotiate an employment contract

  1. Check the employment contract developed to ensure it complies with organisational policy and legal requirements
  2. Benchmark salary and conditions against similar organisations
  3. Identify and document performance outcomes
  4. Review and renegotiate contract as required
Check the employment contract developed to ensure it complies with organisational policy and legal requirements

Completed
Date:

Teacher:		 Evidence:

 

 

 

 

 

 

 

Benchmark salary and conditions against similar organisations

Completed
Date:

Teacher:		 Evidence:

 

 

 

 

 

 

 

Identify and document performance outcomes

Completed
Date:

Teacher:		 Evidence:

 

 

 

 

 

 

 

Review and renegotiate contract as required

Completed
Date:

Teacher:		 Evidence:

 

 

 

 

 

 

 

Work with the manager

  1. Ensure that the manager is inducted
  2. Develop communication and reporting mechanisms between the manager and the board
  3. Develop protocols for decision making and delegation of powers
  4. Establish policy and procedure to manage conflict and/or grievances between the manager and the board
  5. Regularly review the manager's performance in accordance with the employment contract
Ensure that the manager is inducted

Completed
Date:

Teacher:		 Evidence:

 

 

 

 

 

 

 

Develop communication and reporting mechanisms between the manager and the board

Completed
Date:

Teacher:		 Evidence:

 

 

 

 

 

 

 

Develop protocols for decision making and delegation of powers

Completed
Date:

Teacher:		 Evidence:

 

 

 

 

 

 

 

Establish policy and procedure to manage conflict and/or grievances between the manager and the board

Completed
Date:

Teacher:		 Evidence:

 

 

 

 

 

 

 

Regularly review the manager's performance in accordance with the employment contract

Completed
Date:

Teacher:		 Evidence:

 

 

 

 

 

 

 

Assessed

Teacher: ___________________________________ Date: _________

Signature: ________________________________________________

Comments:

 

 

 

 

 

 

 

 

Instructions to Assessors

Evidence Guide

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.

Overview of assessment

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

Evidence of the ability to:

work with fellow board members to source and select a suitable manager for the organisation

demonstrate awareness of equal employment opportunity and anti-discrimination requirements when recruiting and selecting staff

establish policy and procedures to ensure a good working relationship between the manager and the board.

Context of and specific resources for assessment

Assessment must ensure:

participation on an actual or simulated board

access to examples of relevant recruitment, selection and performance management documents

access to examples of issues that affect recruitment, selection and performance management

knowledge and performance to be assessed over time to confirm consistency in performance.

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:

direct questioning combined with reflection of practical board performance by the candidate

analysis of responses to case studies and scenarios

demonstration of techniques

observation of presentations and group discussions

oral or written questioning to assess knowledge

observation of performance in role plays.

Guidance information for assessment

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

BSBATSIM506C Develop employment policies.

Required Skills and Knowledge

Required skills

communication and negotiation skills to:

work with others to develop and implement recruitment and selection processes and agree on an employment contract

give feedback to the manager about performance

conflict-management skills to deal with grievances, disputes and disagreements

culturally appropriate communication skills to relate to people from diverse backgrounds and with diverse abilities

organisational skills to ensure that policies and procedures are followed in relation to recruitment, selection and management of the manager

Required knowledge

award structures for industrial agreements

benchmarking of salaries and conditions

concept of community control of organisations and how it may impact on the recruitment and selection process

contract management principles

cultural context in which Aboriginal and Torres Strait Islander boards operate, including their role in upholding traditional and cultural values, and how that might impact on the recruitment and selection process and the role of the manager

documentation required for recruitment and selection

equal employment opportunity and anti-discrimination legislation in relation to recruiting and selecting staff

geographic, social, economic and political contexts in which particular organisations operate and how these may impact on recruitment and selection process and the work of the manager

interviewing techniques and selection processes

organisational policies and procedures in relation to the selection, appointment and management of staff, including grievance procedures

performance management processes and models for giving feedback

provisions of federal, state or territory legislation and funding body requirements that may impact on the recruitment and selection process and work of the manager

relevant aspects of industrial relations legislation

Range Statement

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.

Recruitment and selection will include:

developing or adapting position and job descriptions

advertising

developing selection criteria

following established application process

short-listing applicants

selecting interview panel

developing interview questions

short-listing interviewees

conducting referee and security checks

selecting suitable candidate

informing successful and unsuccessful candidates.

Key stakeholders may include:

board members

community members

Elders

local government

funding body representative

other Aboriginal and Torres Strait Islander organisations

staff

traditional owners.

Independent assistance may include:

consultants

peak body groups

experienced network members

senior government or non-government personnel

employee groups.

Communication and reporting mechanisms may include:

manager's report for the annual general meeting

regular written and verbal report

report against performance outcomes

standing item at board meeting.

Delegation of powers may relate to:

employing and dismissing staff

purchasing goods and services

signing cheques

signing contracts

speaking to the media.

Regular review may include:

annual performance review

assessment against performance outcomes

independent assessment

interview

360 degree feedback.