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Evidence Guide: MSS405011 - Manage people relationships

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!

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MSS405011 - Manage people relationships

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

Confirm organisation competitive systems and practices status

  1. Establish number and status of competitive systems and practices techniques being used within the organisation.
  2. Identify key performance indicators (KPIs) for each technique.
  3. Identify key sections and value stream members responsible for each KPI.
  4. Identify key personnel for communications.
Establish number and status of competitive systems and practices techniques being used within the organisation.

Completed
Date:

Teacher:		 Evidence:

 

 

 

 

 

 

 

Identify key performance indicators (KPIs) for each technique.

Completed
Date:

Teacher:		 Evidence:

 

 

 

 

 

 

 

Identify key sections and value stream members responsible for each KPI.

Completed
Date:

Teacher:		 Evidence:

 

 

 

 

 

 

 

Identify key personnel for communications.

Completed
Date:

Teacher:		 Evidence:

 

 

 

 

 

 

 

Develop an open environment

  1. Establish and maintain regular dialogue between all levels and all relevant sections of the organisation.
  2. Encourage a flow of communications in both directions.
  3. Develop and maintain a formal mechanism for the flow of issues, concerns and suggestions in both directions.
  4. Develop and maintain regular and frequent communication with all key stakeholders.
Establish and maintain regular dialogue between all levels and all relevant sections of the organisation.

Completed
Date:

Teacher:		 Evidence:

 

 

 

 

 

 

 

Encourage a flow of communications in both directions.

Completed
Date:

Teacher:		 Evidence:

 

 

 

 

 

 

 

Develop and maintain a formal mechanism for the flow of issues, concerns and suggestions in both directions.

Completed
Date:

Teacher:		 Evidence:

 

 

 

 

 

 

 

Develop and maintain regular and frequent communication with all key stakeholders.

Completed
Date:

Teacher:		 Evidence:

 

 

 

 

 

 

 

Identify significant issues

  1. Identify current and potential issues in liaison with relevant team members/stakeholders.
  2. Assist team members/stakeholders to formulate issues.
  3. Identify and define boundary and non-negotiable issues for all team members/stakeholders.
  4. Negotiate with relevant team members/stakeholders over actual and potential issues.
Identify current and potential issues in liaison with relevant team members/stakeholders.

Completed
Date:

Teacher:		 Evidence:

 

 

 

 

 

 

 

Assist team members/stakeholders to formulate issues.

Completed
Date:

Teacher:		 Evidence:

 

 

 

 

 

 

 

Identify and define boundary and non-negotiable issues for all team members/stakeholders.

Completed
Date:

Teacher:		 Evidence:

 

 

 

 

 

 

 

Negotiate with relevant team members/stakeholders over actual and potential issues.

Completed
Date:

Teacher:		 Evidence:

 

 

 

 

 

 

 

Proactively resolve issues

  1. Liaise with team members/stakeholders to develop agreed, and where possible, win-win solutions.
  2. Negotiate acceptable solutions, as required, in accordance with company practices/procedures.
  3. Obtain any required official authorisations.
  4. Consult with relevant stakeholders to develop implementation plan.
  5. Implement solution.
Liaise with team members/stakeholders to develop agreed, and where possible, win-win solutions.

Completed
Date:

Teacher:		 Evidence:

 

 

 

 

 

 

 

Negotiate acceptable solutions, as required, in accordance with company practices/procedures.

Completed
Date:

Teacher:		 Evidence:

 

 

 

 

 

 

 

Obtain any required official authorisations.

Completed
Date:

Teacher:		 Evidence:

 

 

 

 

 

 

 

Consult with relevant stakeholders to develop implementation plan.

Completed
Date:

Teacher:		 Evidence:

 

 

 

 

 

 

 

Implement solution.

Completed
Date:

Teacher:		 Evidence:

 

 

 

 

 

 

 

Monitor ongoing situation

  1. Determine relevant KPIs for plan.
  2. Check that implementation is proceeding to plan.
  3. Check for unforeseen consequences.
  4. Take action to resolve any arising issues.
Determine relevant KPIs for plan.

Completed
Date:

Teacher:		 Evidence:

 

 

 

 

 

 

 

Check that implementation is proceeding to plan.

Completed
Date:

Teacher:		 Evidence:

 

 

 

 

 

 

 

Check for unforeseen consequences.

Completed
Date:

Teacher:		 Evidence:

 

 

 

 

 

 

 

Take action to resolve any arising issues.

Completed
Date:

Teacher:		 Evidence:

 

 

 

 

 

 

 

Assessed

Teacher: ___________________________________ Date: _________

Signature: ________________________________________________

Comments:

 

 

 

 

 

 

 

 

Instructions to Assessors

Evidence Guide

Elements describe the essential outcomes.

Performance criteria describe the performance needed to demonstrate achievement of the element.

1

Confirm organisation competitive systems and practices status

1.1

Establish number and status of competitive systems and practices techniques being used within the organisation.

1.2

Identify key performance indicators (KPIs) for each technique.

1.3

Identify key sections and value stream members responsible for each KPI.

1.4

Identify key personnel for communications.

2

Develop an open environment

2.1

Establish and maintain regular dialogue between all levels and all relevant sections of the organisation.

2.2

Encourage a flow of communications in both directions.

2.3

Develop and maintain a formal mechanism for the flow of issues, concerns and suggestions in both directions.

2.4

Develop and maintain regular and frequent communication with all key stakeholders.

3

Identify significant issues

3.1

Identify current and potential issues in liaison with relevant team members/stakeholders.

3.2

Assist team members/stakeholders to formulate issues.

3.3

Identify and define boundary and non-negotiable issues for all team members/stakeholders.

3.4

Negotiate with relevant team members/stakeholders over actual and potential issues.

4

Proactively resolve issues

4.1

Liaise with team members/stakeholders to develop agreed, and where possible, win-win solutions.

4.2

Negotiate acceptable solutions, as required, in accordance with company practices/procedures.

4.3

Obtain any required official authorisations.

4.4

Consult with relevant stakeholders to develop implementation plan.

4.5

Implement solution.

5

Monitor ongoing situation

5.1

Determine relevant KPIs for plan.

5.2

Check that implementation is proceeding to plan.

5.3

Check for unforeseen consequences.

5.4

Take action to resolve any arising issues.

Required Skills and Knowledge

Elements describe the essential outcomes.

Performance criteria describe the performance needed to demonstrate achievement of the element.

1

Confirm organisation competitive systems and practices status

1.1

Establish number and status of competitive systems and practices techniques being used within the organisation.

1.2

Identify key performance indicators (KPIs) for each technique.

1.3

Identify key sections and value stream members responsible for each KPI.

1.4

Identify key personnel for communications.

2

Develop an open environment

2.1

Establish and maintain regular dialogue between all levels and all relevant sections of the organisation.

2.2

Encourage a flow of communications in both directions.

2.3

Develop and maintain a formal mechanism for the flow of issues, concerns and suggestions in both directions.

2.4

Develop and maintain regular and frequent communication with all key stakeholders.

3

Identify significant issues

3.1

Identify current and potential issues in liaison with relevant team members/stakeholders.

3.2

Assist team members/stakeholders to formulate issues.

3.3

Identify and define boundary and non-negotiable issues for all team members/stakeholders.

3.4

Negotiate with relevant team members/stakeholders over actual and potential issues.

4

Proactively resolve issues

4.1

Liaise with team members/stakeholders to develop agreed, and where possible, win-win solutions.

4.2

Negotiate acceptable solutions, as required, in accordance with company practices/procedures.

4.3

Obtain any required official authorisations.

4.4

Consult with relevant stakeholders to develop implementation plan.

4.5

Implement solution.

5

Monitor ongoing situation

5.1

Determine relevant KPIs for plan.

5.2

Check that implementation is proceeding to plan.

5.3

Check for unforeseen consequences.

5.4

Take action to resolve any arising issues.

Evidence required to demonstrate competence in this unit must be relevant to and satisfy the requirements of the elements and performance criteria and include the ability, for one (1) or more work areas, to:

identify the processes used and scope of products/services supplied by the organisation and the deliverables expected by customers

relate processes and products/services to the competitive systems and practices implementation process and the stage of implementation

communicate and gain support for changes made as a result of the implementation of the competitive systems and practices

develop formal and informal channels of communication, including feedback mechanisms

proactively resolve issues and problems raised by people with the competitive systems and practices implementation process.

Must provide evidence that demonstrates sufficient knowledge to interact with relevant personnel and be able to manage relationships, including knowledge of:

competitive systems and practices tools used in own workplace

work health and safety (WHS) and regulatory requirements, codes of practice, standards, risk management and registration requirements relevant to the task

change implementation contacts and procedures for the organisation

employee assistance mechanisms in the organisation

current processes and principles of operation sufficient to enable communication with others on the impact of competitive operational changes

sources of data on the process/plant and possible applications to information distribution

methods of determining own skill needs and developing skills.

Range Statement

This field allows for different work environments and conditions that may affect performance. Essential operating conditions that may be present (depending on the work situation, needs of the candidate, accessibility of the item, and local industry and regional contexts) are included.

Competitive systems and practices include one or more of:

lean operations

agile operations

preventative and predictive maintenance approaches

statistical process control systems, including six sigma and three sigma

Just in Time (JIT), kanban and other pull-related operations control systems

supply, value, and demand chain monitoring and analysis

5S

continuous improvement (kaizen)

breakthrough improvement (kaizen blitz)

cause/effect diagrams

overall equipment effectiveness (OEE)

takt time

process mapping

problem solving

run charts

standard procedures

current reality tree.

Key personnel for communication include one or more of:

managers

supervisors

workforce delegates

key opinion shapers, such as employees with specialist technical knowledge.

Formal mechanisms for communication include one or more of:

noticeboards

employee circulars

consultative committees

staff associations

union representatives

team leaders.

Stakeholders include one or more of:

team members

personnel officers

industrial officers

union delegates

production management

human relations management

financial management

engineering/technical personnel.