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 of their ability to manage the implementation of the operational plans for department or section. This will include acquisition and use of resources, contingency planning, financial information and budgets, performance reports, and evidence of a system to monitor and adjust operational performance plans 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
the principles and techniques involved in the management and organisation of:
- planning and managing operations
- consultation and communication
- contingency planning
- resource planning and acquisition
- resource management systems
- budgeting and financial analysis and interpretation
- monitoring and review of performance systems and processes
- reporting performance
- problem identification and resolution
alternative approaches to improving resource usage and eliminating resource inefficiencies and waste
ways of supporting individuals/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:
- monitor and review a safe workplace and environment
- access and use feedback to improve operational performance
- prepare recommendations to improve operational plans
- 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 (3)
sharing information with all stakeholders, including members of work teams to manage the facilitation of the operational plan
negotiating variation to operational plans
Collecting, analysing and organising information (3)
acquiring information for reporting and planning purposes to aid in the development and management of the operational plan
Planning and organising activities (3)
planning resource acquisition and usage including human resources and contingency planning
Working in a team (3)
managing the operation to achieve planning outcomes, especially in regard to team effectiveness
Using mathematical ideas and techniques (2)
developing, analysing and monitoring budget and financial plans
Solving problems (3)
developing and managing risk management and contingency plans and addressing unsatisfactory performance in all areas of the operation
Using technology (2)
using technology to assist the management of information and to aid the planning process
Innovation skills (3)
managing the team's operations by developing innovative operational plans to achieve organisational outcomes
Products that could be used as evidence include:
documentation produced while managing the operational plan, such as:
- operational plan
- rosters and staff allocation
- resource planning
- actions taken to address resource shortfalls
- financial plans and budgets
- contingency planning
- risk management plans
- learning and development plans for team members
- materials developed for coaching, mentoring and training
- induction programs developed and/or delivered
- actions taken to address poor, unsafe or excellent performance
- actions taken to address issues and problems within work team
- reviews of people management
- advice 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 requirements have been researched and analysed, and management procedures addressed
how work has been allocated within work team, and the rationale for allocation
how strategies have been developed/implemented to ensure that employees were recruited and resources acquired
how financial plans and budgets were formulated
how the operational plan was developed and/or managed
how key performance indicators were developed and used
how contingency planning was undertaken
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 and how areas of under performance were identified and addressed
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 manage 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 of their ability to manage the implementation of the operational plans for department or section. This will include acquisition and use of resources, contingency planning, financial information and budgets, performance reports, and evidence of a system to monitor and adjust operational performance plans 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
the principles and techniques involved in the management and organisation of:
- planning and managing operations
- consultation and communication
- contingency planning
- resource planning and acquisition
- resource management systems
- budgeting and financial analysis and interpretation
- monitoring and review of performance systems and processes
- reporting performance
- problem identification and resolution
alternative approaches to improving resource usage and eliminating resource inefficiencies and waste
ways of supporting individuals/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:
- monitor and review a safe workplace and environment
- access and use feedback to improve operational performance
- prepare recommendations to improve operational plans
- 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 (3)
sharing information with all stakeholders, including members of work teams to manage the facilitation of the operational plan
negotiating variation to operational plans
Collecting, analysing and organising information (3)
acquiring information for reporting and planning purposes to aid in the development and management of the operational plan
Planning and organising activities (3)
planning resource acquisition and usage including human resources and contingency planning
Working in a team (3)
managing the operation to achieve planning outcomes, especially in regard to team effectiveness
Using mathematical ideas and techniques (2)
developing, analysing and monitoring budget and financial plans
Solving problems (3)
developing and managing risk management and contingency plans and addressing unsatisfactory performance in all areas of the operation
Using technology (2)
using technology to assist the management of information and to aid the planning process
Innovation skills (3)
managing the team's operations by developing innovative operational plans to achieve organisational outcomes
Products that could be used as evidence include:
documentation produced while managing the operational plan, such as:
- operational plan
- rosters and staff allocation
- resource planning
- actions taken to address resource shortfalls
- financial plans and budgets
- contingency planning
- risk management plans
- learning and development plans for team members
- materials developed for coaching, mentoring and training
- induction programs developed and/or delivered
- actions taken to address poor, unsafe or excellent performance
- actions taken to address issues and problems within work team
- reviews of people management
- advice 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 requirements have been researched and analysed, and management procedures addressed
how work has been allocated within work team, and the rationale for allocation
how strategies have been developed/implemented to ensure that employees were recruited and resources acquired
how financial plans and budgets were formulated
how the operational plan was developed and/or managed
how key performance indicators were developed and used
how contingency planning was undertaken
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 and how areas of under performance were identified and addressed
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 manage 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