The Evidence Guide provides advice to inform and support appropriate assessment of this unit. It contains an overview of the assessment requirements followed by identification of specific aspects of evidence that will need to be addressed in determining competence. The Evidence Guide is an integral part of the unit and should be read and interpreted in conjunction with the other components of competency. Assessment must reflect the endorsed Assessment Guidelines of the parent Training Package.
Overview of Assessment Requirements
A person who demonstrates competence in this standard must be able to provide evidence that they are able to support an operational plan. This will include monitoring and adjusting operational performance, producing short-term plans for the department or section, planning and acquiring resources and providing reports on performance as required.
Specific Evidence Requirements
Required knowledge and understanding include:
relevant legislation from all levels of government that affects business operation, especially in regard to occupational health and safety and environmental issues, equal opportunity, industrial relations and anti-discrimination
general understanding of the principles and techniques of:
- short-term operational scheduling
- physical resources and services acquisition procedures and/or systems
- budget and performance figures interpretation
- performance monitoring within defined job role
- performance reporting
- problem identification and resolution
- alternative approaches to improving resource usage and eliminating resource inefficiencies and waste within defined job role
- support for individuals and teams who have difficulty in performing to the required standard
Required skills and attributes include:
ability to relate to people from a range of social, cultural and ethnic backgrounds and physical and mental abilities
functional literacy skills to access and use workplace information
skills to:
- maintain a safe workplace and environment
- access and use feedback to improve operational performance
- prepare recommendations to improve operations
- access and use established systems and processes
coaching and mentoring skills to provide support to colleagues
Key competencies or generic skills relevant to this unit
The seven key competencies represent generic skills considered essential for effective work participation. Innovation skills represent a further area of generic competence. The bracketed numbering indicates the performance level required in this unit:
Level (1) represents the competence to undertake tasks effectively
Level (2) represents the competence to manage tasks
Level (3) represents the competence to use concepts for evaluating and reshaping tasks. The bulleted points provide examples of how the key competencies can be applied for this unit.
Communicating ideas and information (2)
sharing information with members of the work team about implementing and monitoring the operational plan
Collecting, analysing and organising information (2)
acquiring information for monitoring and reporting purposes
Planning and organising activities (2)
assisting in planning resource acquisition and usage including human resources, risk management and contingency planning
Working in a team (2)
achieving planning outcomes, especially in regard to team effectiveness
Using mathematical ideas and techniques (1)
carrying out calculations associated with resource usage analysing and monitoring budget and financial plans
Solving problems (2)
monitoring and implementing risk management procedures and contingency plans addressing unsatisfactory performance in all areas of the operation
Using technology (1)
assisting in the management of information to achieve planned outcomes
Innovation skills (2)
creating innovative methods to achieve planned outcomes
Products that could be used as evidence include:
documentation produced while working with the operational plan, such as:
- suggestions for variations to the operational plan
- rosters and staff allocation
- short-term resource acquisition planning
- actions taken to address day-to-day resource shortfalls
- monitoring of financial plans and budgets
- contingency planning
- risk management plans
- learning and development plans for team members
- materials developed for coaching
- induction programs conducted
- actions taken to acknowledge poor, unsafe or excellent performance
- actions taken to address issues and problems within work team
- suggestions and input into management decisions related to the operational plan
- records of people management lessons learned
Processes that could be used as evidence include:
how resource allocation has been managed
how work was allocated within the work team and the rationale used for such allocations
how financial plans and budgets were formulated at operational level
how the operational plan was managed
how team members were guided and supported in performing their role including induction process for new team members
how individual learning and development pathways were developed
how performance management system was implemented within work team
how problems and issues within the work team were addressed
how input and advice was provided to management in relation to human resource management of the work team
how own people management processes were reviewed and evaluated, and improvements identified, reported and acted upon
Resource implications for assessment include:
access by the learner and trainer to appropriate documentation and resources normally used in the workplace
Validity and sufficiency of evidence requires:
that this unit can be assessed in the workplace or in a closely simulated work environment
that where assessment is part of a learning experience, evidence will need to be collected over a period of time, involving both formative and summative assessment
that examples of actions taken by the candidate to support the operational plan are provided
Integrated competency assessment means:
that this unit should be assessed with other frontline management units taken as part of this qualification as applicable to the candidate's leadership role in a work team, and as part of an integrated assessment activity
The Evidence Guide provides advice to inform and support appropriate assessment of this unit. It contains an overview of the assessment requirements followed by identification of specific aspects of evidence that will need to be addressed in determining competence. The Evidence Guide is an integral part of the unit and should be read and interpreted in conjunction with the other components of competency. Assessment must reflect the endorsed Assessment Guidelines of the parent Training Package.
Overview of Assessment Requirements
A person who demonstrates competence in this standard must be able to provide evidence that they are able to support an operational plan. This will include monitoring and adjusting operational performance, producing short-term plans for the department or section, planning and acquiring resources and providing reports on performance as required.
Specific Evidence Requirements
Required knowledge and understanding include:
relevant legislation from all levels of government that affects business operation, especially in regard to occupational health and safety and environmental issues, equal opportunity, industrial relations and anti-discrimination
general understanding of the principles and techniques of:
- short-term operational scheduling
- physical resources and services acquisition procedures and/or systems
- budget and performance figures interpretation
- performance monitoring within defined job role
- performance reporting
- problem identification and resolution
- alternative approaches to improving resource usage and eliminating resource inefficiencies and waste within defined job role
- support for individuals and teams who have difficulty in performing to the required standard
Required skills and attributes include:
ability to relate to people from a range of social, cultural and ethnic backgrounds and physical and mental abilities
functional literacy skills to access and use workplace information
skills to:
- maintain a safe workplace and environment
- access and use feedback to improve operational performance
- prepare recommendations to improve operations
- access and use established systems and processes
coaching and mentoring skills to provide support to colleagues
Key competencies or generic skills relevant to this unit
The seven key competencies represent generic skills considered essential for effective work participation. Innovation skills represent a further area of generic competence. The bracketed numbering indicates the performance level required in this unit:
Level (1) represents the competence to undertake tasks effectively
Level (2) represents the competence to manage tasks
Level (3) represents the competence to use concepts for evaluating and reshaping tasks. The bulleted points provide examples of how the key competencies can be applied for this unit.
Communicating ideas and information (2)
sharing information with members of the work team about implementing and monitoring the operational plan
Collecting, analysing and organising information (2)
acquiring information for monitoring and reporting purposes
Planning and organising activities (2)
assisting in planning resource acquisition and usage including human resources, risk management and contingency planning
Working in a team (2)
achieving planning outcomes, especially in regard to team effectiveness
Using mathematical ideas and techniques (1)
carrying out calculations associated with resource usage analysing and monitoring budget and financial plans
Solving problems (2)
monitoring and implementing risk management procedures and contingency plans addressing unsatisfactory performance in all areas of the operation
Using technology (1)
assisting in the management of information to achieve planned outcomes
Innovation skills (2)
creating innovative methods to achieve planned outcomes
Products that could be used as evidence include:
documentation produced while working with the operational plan, such as:
- suggestions for variations to the operational plan
- rosters and staff allocation
- short-term resource acquisition planning
- actions taken to address day-to-day resource shortfalls
- monitoring of financial plans and budgets
- contingency planning
- risk management plans
- learning and development plans for team members
- materials developed for coaching
- induction programs conducted
- actions taken to acknowledge poor, unsafe or excellent performance
- actions taken to address issues and problems within work team
- suggestions and input into management decisions related to the operational plan
- records of people management lessons learned
Processes that could be used as evidence include:
how resource allocation has been managed
how work was allocated within the work team and the rationale used for such allocations
how financial plans and budgets were formulated at operational level
how the operational plan was managed
how team members were guided and supported in performing their role including induction process for new team members
how individual learning and development pathways were developed
how performance management system was implemented within work team
how problems and issues within the work team were addressed
how input and advice was provided to management in relation to human resource management of the work team
how own people management processes were reviewed and evaluated, and improvements identified, reported and acted upon
Resource implications for assessment include:
access by the learner and trainer to appropriate documentation and resources normally used in the workplace
Validity and sufficiency of evidence requires:
that this unit can be assessed in the workplace or in a closely simulated work environment
that where assessment is part of a learning experience, evidence will need to be collected over a period of time, involving both formative and summative assessment
that examples of actions taken by the candidate to support the operational plan are provided
Integrated competency assessment means:
that this unit should be assessed with other frontline management units taken as part of this qualification as applicable to the candidate's leadership role in a work team, and as part of an integrated assessment activity