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 following is essential:

generation of practical ideas in response to a specific workplace situation

effective and open interaction with others to discuss and develop ideas

knowledge and understanding of the role of individuals in contributing to workplace innovation.

Context of and specific resources for assessment

Assessment must ensure:

interaction with others to reflect the collaborative nature of the improvement/innovation process.

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 review of portfolios of evidence and third party workplace reports of on-the-job performance by the candidate

direct observation of the candidate participating in brainstorming, discussions and other collaborative activities to develop ideas

evaluation of candidate's ability to generate ideas to address a range of practical operational situations

evaluation of feedback from other people involved in the collaborative process about the candidate's communication approaches and abilities

oral or written questioning to assess knowledge of the role of innovation, the role of individuals in the innovation process and the types of techniques that can be used.

Guidance information for assessment

Innovation does not occur in isolation. Holistic assessment with other units relevant to the industry sector, workplace and job role is highly recommended.

Required skills

communication skills to liaise with other team members, to discuss a range of ideas and to be open to different opinions

comprehension skills to review and interpret information from a wide range of sources

organisational skills to articulate practical processes and actions for change

problem-solving skills to identify and anticipate problems at a practical operational level and to develop possible solutions.

Required knowledge

role and impact of innovation in the workplace at a practical operational level and the 'bigger picture' for innovation in the relevant work or community context

role of individuals in suggesting and making improvements and the importance of pro-active involvement

positive impacts and the challenges of change and innovation

types of changes that can occur as a result of effective individual participation

typical reasons why suggested improvements or innovations may not be implemented, including operational and management constraints

ways in which improvements and change can be suggested to maximise likelihood of support.

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.

Own role may relate to:

current organisational practice in relation to new ideas

knowledge of ways to suggest new ideas

scope of individual discretion and freedom in relation to new ideas

who needs to be involved in the process

Opportunities for improvement may relate to:

changes in the physical work environment

different storage or maintenance procedures

different ways of communicating within the team

introduction of new technology

job role changes

new customer base

new work practices or services

staffing changes

work processes and procedures

Information which may be relevant to ideas may include:

examples of similar approaches in other contexts or organisations

media articles about similar ideas

notes about how the idea could improve efficiency or service levels

pricing information

People who could provide input may include those who might:

challenge and test the ideas

have supervisory or management responsibility

promote the ideas to others

provide technical knowledge

resource the ideas going forward

review any budgetary implications

work in the same area

Best way of approaching people may be influenced by:

degree of formality required

location of people (e.g. may not be on-site)

need for any supporting documentation

time pressures and priorities

Feedback could be gained in a range of ways and may include:

asking questions

talking to colleagues or supervisors

using brainstorming techniques

using 'what if' scenarios

Options and possible variations development may occur by:

considering resources needed

considering time required

taking on board ideas from other people

thinking through all aspects of the ideas

whole new concepts that come out of discussions

Routine changes may include:

adjustments to work practices with minimal impact on others or within a small team

changes that do not require management approvals

changes that have the support of management and for which authority is given for immediate action to be taken

Issues and practical processes may relate to:

any approvals required

cost of implementation

internal politics

need for a planned communication approach (internal or external)

personalities and philosophies of others in the workplace

relationship of the idea to organisation priorities