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 unit must be able to provide evidence that they have taken responsibility for managing team members directly reporting to them. This will include evidence of managing issues arising within the work team; managing different levels of performance; and providing advice and input into decisions taken by management in relation to human resources within the team. More specifically it requires evidence of determining work allocations; implementing performance management processes; addressing issues related to own personal leadership style and performance within work teams; and analysing, reviewing and evaluating the effectiveness of human resource management processes.
Required knowledge and understanding includes:
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
organisational policies and procedures related to human resources
relevant awards and certified agreements
legislation impacting on people management such as equal opportunity, OHS, industrial relations, anti-discrimination and unfair dismissal
key result areas of the team and the organisation
range of support services and expertise available within and through the organisation
requirements of the operational plan
the principles and techniques involved in:
- performance management system
- problem identification and resolution
- record keeping and management
- leadership and mentoring
- learning and development options or expertise to be able to refer team members to such expertise
- identifying the cultural and social environment
- developing trust and confidence
- consistent behaviour in work relationships
consultation and communication techniques and strategies:
- counselling
- identifying and assessing interpersonal styles
- conflict resolution
- strategies to obtain and address individual and team feedback
- developing networks to source specialist advice, support and expertise
- managing relationships with all stakeholders
processes for monitoring team and own performance
strategies that contribute to the elimination of discrimination/bias
Required skills and attributes include:
ability to relate to people from a range of social, cultural and ethnic backgrounds and physical and mental abilities
communication and negotiation
leadership and personnel management
planning and organising skills
problem solving skills
monitoring and review skills
training skills
counselling skills, including providing feedback
attributes:
- empathic
- assertive
- communicative
- show positive leadership
- self-aware
- supportive
- trusting
- open
- flexible
- accommodating
- initiating
- loyal
- recognising achievement
- fair
- adaptable
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)
communicating to lead a team including negotiating, counselling and providing feedback
using written communication skills including those involved in report writing
Collecting, analysing and organising information (3)
tracking, monitoring and controlling human resource data and information
reviewing people management within team
Planning and organising activities (3)
planning own work and that of team members to achieve team outcomes
Working in a team (3)
leading and representing the work team
consulting the work team on a wide range of issues
working with others including management and other stakeholders, employees outside the work team, and external parties/clients
Using mathematical ideas and techniques (1)
using calculation skills associated with data manipulation involved in managing data
Solving problems (3)
applying problem solving skills as required to address issues and problems arising in managing the team
assisting others within team to solve problems arising
Using technology (1)
using word processing packages, spreadsheets, databases and other packages to produce written correspondence and reports, and for data collation
Innovation skills (3)
using review process to improve people management and to explore alternatives to build support and commitment within the team
Products that could be used as evidence include:
documentation produced in managing people within the work team, such as:
- rosters and staff allocation
- timesheets
- 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 work team
- 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 work team, and rationale for allocations
how financial plans and budgets were formulated
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 have been 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 people across the work team are provided
Integrated competency assessment:
that this unit should be assessed with other frontline management units taken as part of this qualification, as applicable to the candidate's management role in 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 unit must be able to provide evidence that they have taken responsibility for managing team members directly reporting to them. This will include evidence of managing issues arising within the work team; managing different levels of performance; and providing advice and input into decisions taken by management in relation to human resources within the team. More specifically it requires evidence of determining work allocations; implementing performance management processes; addressing issues related to own personal leadership style and performance within work teams; and analysing, reviewing and evaluating the effectiveness of human resource management processes.
Required knowledge and understanding includes:
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
organisational policies and procedures related to human resources
relevant awards and certified agreements
legislation impacting on people management such as equal opportunity, OHS, industrial relations, anti-discrimination and unfair dismissal
key result areas of the team and the organisation
range of support services and expertise available within and through the organisation
requirements of the operational plan
the principles and techniques involved in:
- performance management system
- problem identification and resolution
- record keeping and management
- leadership and mentoring
- learning and development options or expertise to be able to refer team members to such expertise
- identifying the cultural and social environment
- developing trust and confidence
- consistent behaviour in work relationships
consultation and communication techniques and strategies:
- counselling
- identifying and assessing interpersonal styles
- conflict resolution
- strategies to obtain and address individual and team feedback
- developing networks to source specialist advice, support and expertise
- managing relationships with all stakeholders
processes for monitoring team and own performance
strategies that contribute to the elimination of discrimination/bias
Required skills and attributes include:
ability to relate to people from a range of social, cultural and ethnic backgrounds and physical and mental abilities
communication and negotiation
leadership and personnel management
planning and organising skills
problem solving skills
monitoring and review skills
training skills
counselling skills, including providing feedback
attributes:
- empathic
- assertive
- communicative
- show positive leadership
- self-aware
- supportive
- trusting
- open
- flexible
- accommodating
- initiating
- loyal
- recognising achievement
- fair
- adaptable
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)
communicating to lead a team including negotiating, counselling and providing feedback
using written communication skills including those involved in report writing
Collecting, analysing and organising information (3)
tracking, monitoring and controlling human resource data and information
reviewing people management within team
Planning and organising activities (3)
planning own work and that of team members to achieve team outcomes
Working in a team (3)
leading and representing the work team
consulting the work team on a wide range of issues
working with others including management and other stakeholders, employees outside the work team, and external parties/clients
Using mathematical ideas and techniques (1)
using calculation skills associated with data manipulation involved in managing data
Solving problems (3)
applying problem solving skills as required to address issues and problems arising in managing the team
assisting others within team to solve problems arising
Using technology (1)
using word processing packages, spreadsheets, databases and other packages to produce written correspondence and reports, and for data collation
Innovation skills (3)
using review process to improve people management and to explore alternatives to build support and commitment within the team
Products that could be used as evidence include:
documentation produced in managing people within the work team, such as:
- rosters and staff allocation
- timesheets
- 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 work team
- 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 work team, and rationale for allocations
how financial plans and budgets were formulated
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 have been 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 people across the work team are provided
Integrated competency assessment:
that this unit should be assessed with other frontline management units taken as part of this qualification, as applicable to the candidate's management role in work team and as part of an integrated assessment activity