The evidence guide provides advice on assessment and must be read in conjunction with the Performance Criteria, Required Skills and Knowledge, the Range Statement and the Assessment Guidelines for this Training Package.

Critical aspects for assessment and evidence required to demonstrate this unit of competency:

The individual being assessed must provide evidence of specified essential knowledge as well as skills

Evidence must include observation of performance in the work environment or in a simulated work setting

Access and equity considerations:

All workers in community services should be aware of access, equity and human rights issues in relation to their own area of work

All workers should develop their ability to work in a culturally diverse environment

In recognition of particular issues facing Aboriginal and Torres Strait Islander communities, workers should be aware of cultural, historical and current issues impacting on Aboriginal and Torres Strait Islander people

Assessors and trainers must take into account relevant access and equity issues, in particular relating to factors impacting on Aboriginal and/or Torres Strait Islander clients and communities

Context of and specific resources for assessment:

This unit can be assessed independently, however holistic assessment practice with other community services units of competency is encouraged

Resource requirements for assessment include access to:

a relevant workplace or an appropriately simulated environment where assessment may take place

equipment and resources normally used in the workplace

Method of assessment may include:

Observations

Questioning

Project

Written assignment

Evidence gathered from the workplace environment

Demonstration over a period of time to ensure consistency of performance

This describes the essential skills and knowledge and their level required for this unit.

Essential knowledge:

The candidate must be able to demonstrate essential knowledge required to effectively do the task outlined in elements and performance criteria of this unit, manage the task and manage contingencies in the context of the identified work role

These include knowledge of:

The composition and working of labour markets

Understanding of characteristics and issues relating to labour markets on a national, state and local level

Current and projected skills shortages

Knowledge of workplace relations issues and legislation and awards

Essential skills:

It is critical that the candidate demonstrate the ability to:

Research labour market data relevant to business operations and priorities

Analyse labour market information to determine opportunities and threats to current and future delivery of services and to identify target markets that meet specified criteria

Apply knowledge of labour market information to planning and performance management

In addition, the candidate must be able to effectively do the task outlined in elements and performance criteria of this unit, manage the task and manage contingencies in the context of the identified work role

These include the ability to:

Demonstrate application of skills, including:

literacy and numeracy skills to research a variety of texts and statistical information; prepare reports based on labour market information and to enter the information into organisation's information systems

planning skills to organise information; set goals and targets; and plan and review activities and the allocation of resources

problem solving skills including an ability to analyse information and deal with ambiguous information

oral and written communication skills to provide and elicit advice and information effectively

technology skills to use business equipment and software safely and effectively in line with occupational health and safety (OHS) guidelines

The Range Statement relates to the unit of competency as a whole. It allows for different work environments and situations that may affect performance. Add any 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.

Labour market may be defined by, but is not limited to:

Geographic location

Client demographics

Industry and industry sectors

Occupation

Seasonal factors

Agricultural crops

Labour market information includes, but is not limited to:

Information regarding industries and industry sectors (e.g. workforce size, recruitment methods, conditions of employment, prospects for growth/reduction in labour force)

Information regarding occupations (e.g. prospects of employment, type of work undertaken, workforce size, hiring methods, conditions of employment, employer expectations of workers)

Labour market trends

Peak and trough periods in demand for labour/seasonality

Areas of high employment and unemployment

Current labour market conditions

Business and economic forecasts

Emerging labour market developments

Industrial framework

Services, products, business levels of competitors

Other distinguishing characteristics

Information sources include, but are not limited to:

Information available within the organisation

Publications, industry journals, articles

Internet websites

Telephone directories

Commercial databases of information relating to businesses and industries

Australian Bureau of Statistics

Federal and State government departments and agencies

Workplace Agreements; information on Federal and State awards

Visits to workplaces

Business cards

Professional associations

Industry Associations

Employee Associations

Chambers of Commerce

Grower associations

Newspapers e.g. recruitment advertisements and articles

Community organisations

University and other research facilities

Appropriate research methods may include, but are not limited to:

Use of internet

Surveys

Client interviews

Focus groups

Individual research

Questioning during marketing and networking activities

Use of libraries

Publications

Attendance at meetings

Networking

Workplace visits

Communication with colleagues and experts

Current and emerging labour market characteristics may refer to, but are not limited to:

Volunteer workforce

Casualisation of workforce

Length of average working hours

Contract employment

Portability of skills

Globalisation

Impact of technology

Lifelong learning

Changing face of core skills

Core vocational skills gained while at school

Ageing population

Transitional labour market programs

Criteria to identify target markets include, but are not limited to:

Match of occupations represented with those registered with the organisation

Industry growth

Workforce size

Staff turnover levels

Potential to employ people with barriers to employment

Location

Hiring processes and patterns

Internal human resource management capability of specific employers

Use of competitors' services and products

Accessibility (e.g. public transport) of specific employers or geographic areas

Capability of the organisation to service the account

Opportunities and impacts may result from, but are not limited to:

Openings/closures of large employers

Retrenchments

Changes in hiring processes and patterns

Emergence of new industry sectors

Development of geographic sites, e.g. industrial estates, retail precincts

Expansion/changes in transport services

Changes in availability and skill levels of workers

Changes in government policy

Emergence of competitors or changes to competitor products and services

Report on labour market information may utilise the following, but is not limited to:

Tables and charts

Software applications

Reports, written and verbal

Hard copy files

Presentations

Organisation policies and processes may include:

Recording of information against client and employer files and database records

Use of contact management systems for employers

Use of labour market information in business and strategic planning

Preparation of regular reports on labour market intelligence and information

Planning includes, but is not limited to:

Business plans and forecasting

Resource usage plans

Promotional plans

Sales plans

Marketing plans

Contact/ account management plans for employers

Performance management uses of labour market information include, but are not limited to:

As a context and aid in setting and reviewing performance targets of individuals and work groups

As a factor impacting upon the achievement of performance outcomes by individuals and work groups

As an indicator of the need to reallocate resources