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Evidence Guide: BSBWOR502A - Ensure team effectiveness

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

 

BSBWOR502A - Ensure team effectiveness

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

Establish team performance plan

  1. Consult team members to establish a common understanding of team purpose, roles, responsibilities and accountabilities in accordance with organisational goals, plans and objectives
  2. Develop performance plans to establish expected outcomes, outputs, key performance indicators and goals for work team
  3. Support team members in meeting expected performance outcomes
Consult team members to establish a common understanding of team purpose, roles, responsibilities and accountabilities in accordance with organisational goals, plans and objectives

Completed
Date:

Teacher:		 Evidence:

 

 

 

 

 

 

 

Develop performance plans to establish expected outcomes, outputs, key performance indicators and goals for work team

Completed
Date:

Teacher:		 Evidence:

 

 

 

 

 

 

 

Support team members in meeting expected performance outcomes

Completed
Date:

Teacher:		 Evidence:

 

 

 

 

 

 

 

Develop and facilitate team cohesion

  1. Develop strategies to ensure team members have input into planning, decision making and operational aspects of work team
  2. Develop policies and procedures to ensure team members take responsibility for own work and assist others to undertake required roles and responsibilities
  3. Provide feedback to team members to encourage, value and reward individual and team efforts and contributions
  4. Develop processes to ensure that issues, concerns and problems identified by team members are recognised and addressed
Develop strategies to ensure team members have input into planning, decision making and operational aspects of work team

Completed
Date:

Teacher:		 Evidence:

 

 

 

 

 

 

 

Develop policies and procedures to ensure team members take responsibility for own work and assist others to undertake required roles and responsibilities

Completed
Date:

Teacher:		 Evidence:

 

 

 

 

 

 

 

Provide feedback to team members to encourage, value and reward individual and team efforts and contributions

Completed
Date:

Teacher:		 Evidence:

 

 

 

 

 

 

 

Develop processes to ensure that issues, concerns and problems identified by team members are recognised and addressed

Completed
Date:

Teacher:		 Evidence:

 

 

 

 

 

 

 

Facilitate teamwork

  1. Encourage team members and individuals to participate in and to take responsibility for team activities, including communication processes
  2. Support the team in identifying and resolving work performance problems
  3. Ensure own contribution to work team serves as a role model for others and enhances the organisation's image for all stakeholders
Encourage team members and individuals to participate in and to take responsibility for team activities, including communication processes

Completed
Date:

Teacher:		 Evidence:

 

 

 

 

 

 

 

Support the team in identifying and resolving work performance problems

Completed
Date:

Teacher:		 Evidence:

 

 

 

 

 

 

 

Ensure own contribution to work team serves as a role model for others and enhances the organisation's image for all stakeholders

Completed
Date:

Teacher:		 Evidence:

 

 

 

 

 

 

 

Liaise with stakeholders

  1. Establish and maintain open communication processes with all stakeholders
  2. Communicate information from line manager/management to the team
  3. Communicate unresolved issues, concerns and problems raised by team members and follow-up with line manager/management and other relevant stakeholders
  4. Evaluate and take necessary corrective action regarding unresolved issues, concerns and problems raised by internal or external stakeholders
Establish and maintain open communication processes with all stakeholders

Completed
Date:

Teacher:		 Evidence:

 

 

 

 

 

 

 

Communicate information from line manager/management to the team

Completed
Date:

Teacher:		 Evidence:

 

 

 

 

 

 

 

Communicate unresolved issues, concerns and problems raised by team members and follow-up with line manager/management and other relevant stakeholders

Completed
Date:

Teacher:		 Evidence:

 

 

 

 

 

 

 

Evaluate and take necessary corrective action regarding unresolved issues, concerns and problems raised by internal or external stakeholders

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 following is essential:

range of techniques that can be used to build work teams, strengthen communications in the team and resolve conflict

methods for engaging with stakeholders and obtaining advice from outside the work team, to ensure team is focussed and on track

knowledge of group behaviour.

Context of and specific resources for assessment

Assessment must ensure:

access to appropriate documentation and resources normally used in the workplace.

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:

analysis of responses to case studies and scenarios

assessment of written reports

demonstration of team building techniques

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

observation of performance in role plays

review of performance plans developed for work team

review of policies and procedures developed to ensure team members take responsibility for own work.

Guidance information for assessment

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

other units from the Diploma of Management.

Required Skills and Knowledge

Required skills

training skills to mentor and coach team members

communication skills to explain team goals, to address team conflict and to build an environment of trust

planning and organisational skills to keep team on track and focussed on work outcomes.

Required knowledge

group behaviour

models for conflict resolution.

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.

Consultation may refer to:

conducting meetings, interviews, brainstorming sessions, email/intranet communications, newsletters or other processes and devices which ensure that all employees have the opportunity to contribute to team and individual performance plans

mechanisms used to provide feedback to the work team in relation to outcomes of consultation

Accountabilities may refer to:

responsibilities as defined in position descriptions, codes of conduct/behaviour, duty statements or similar

statement of conduct outlining responsibilities/actions/performance

Performance plans may refer to:

individual performance plans linked to team goals

team plans based on work assignments and responsibilities

Outcomes, outputs, key performance indicators may refer to agreed:

changes in work roles and responsibilities

improved individual and team, performance and participation

improvements to systems, operations

measures for monitoring and evaluating the efficiency or effectiveness of systems or services

quality standards and expectations

targets for productivity improvements such as reduced downtime, higher production levels, decreases in absenteeism

targets for training and development

Strategies may refer to:

clarification of roles and expectations

electronic communication devices and processes, such as intranet and email communication systems, to facilitate input

long-term or short-term plans factoring in opportunities for team input

mentoring and 'buddy' systems to support team members in providing input

newsletters and briefings

training and development activities

Policies and procedures may refer to:

organisational guidelines and systems that govern operational functions

procedures that detail the activities that must be carried out for the completion of actions and tasks

Standard Operating Procedures

Processes may refer to:

brainstorming options with the team for addressing concerns

creating a matrix of issues and concerns and distributing for comment

discussions with individuals regarding their concerns

distributing drafts for comment with a range of options for resolution of concerns

training and development sessions

Stakeholders may include:

Board members

business or government contacts

funding bodies

union/employee groups and representatives

work team

Line manager/management may refer to:

chief executive officer

direct superior

other management representatives