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Evidence Guide: PSPGOV507A - Undertake negotiations

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

 

PSPGOV507A - Undertake negotiations

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

Plan for negotiation

  1. The purpose of the negotiation and the issue/s under consideration are clarified with affected personnel and through analysis of all related documentation/information
  2. Primary needs and desired outcomes of all parties are identified
  3. The organisation's position is determined in consultation with senior personnel, and a negotiating approach is devised based on an analysis of the strengths and weaknesses of the position
  4. Information relating to the negotiation, including any precedents, is collected, analysed and organised to support the negotiating approach
  5. Timeframe and logistics are agreed and a negotiation plan is developed in accordance with legislation, policy and procedures, and communicated to other staff, if any, involved in the negotiation team
The purpose of the negotiation and the issue/s under consideration are clarified with affected personnel and through analysis of all related documentation/information

Completed
Date:

Teacher:
Evidence:

 

 

 

 

 

 

 

Primary needs and desired outcomes of all parties are identified

Completed
Date:

Teacher:
Evidence:

 

 

 

 

 

 

 

The organisation's position is determined in consultation with senior personnel, and a negotiating approach is devised based on an analysis of the strengths and weaknesses of the position

Completed
Date:

Teacher:
Evidence:

 

 

 

 

 

 

 

Information relating to the negotiation, including any precedents, is collected, analysed and organised to support the negotiating approach

Completed
Date:

Teacher:
Evidence:

 

 

 

 

 

 

 

Timeframe and logistics are agreed and a negotiation plan is developed in accordance with legislation, policy and procedures, and communicated to other staff, if any, involved in the negotiation team

Completed
Date:

Teacher:
Evidence:

 

 

 

 

 

 

 

Conduct negotiation

  1. The issue/s under consideration and the negotiation process to be used are agreed by all parties and documented in accordance with legislation, policy and procedures
  2. Negotiating techniques are used to persuade the other party of the strength of the argument in favour of the organisation's position
  3. The negotiation plan is modified if necessary to respond to contingencies
  4. Techniques for dealing with conflict or deadlocks are selected and used in accordance with the negotiation plan and the progress of the negotiation
  5. Options for resolving the issue are discussed and the acceptability of these to the parties is determined
The issue/s under consideration and the negotiation process to be used are agreed by all parties and documented in accordance with legislation, policy and procedures

Completed
Date:

Teacher:
Evidence:

 

 

 

 

 

 

 

Negotiating techniques are used to persuade the other party of the strength of the argument in favour of the organisation's position

Completed
Date:

Teacher:
Evidence:

 

 

 

 

 

 

 

The negotiation plan is modified if necessary to respond to contingencies

Completed
Date:

Teacher:
Evidence:

 

 

 

 

 

 

 

Techniques for dealing with conflict or deadlocks are selected and used in accordance with the negotiation plan and the progress of the negotiation

Completed
Date:

Teacher:
Evidence:

 

 

 

 

 

 

 

Options for resolving the issue are discussed and the acceptability of these to the parties is determined

Completed
Date:

Teacher:
Evidence:

 

 

 

 

 

 

 

Finalise negotiation outcomes

  1. An agreed conclusion is reached, documented and signed-off by the parties
  2. Negotiation outcomes are reported in accordance with organisational policy and procedures and stakeholders are debriefed if required
  3. Any further action required as a result of agreement is determined and undertaken in accordance with organisational requirements
  4. The negotiation process and outcomes are reviewed, and lessons learnt are documented for future use in accordance with organisational recordkeeping practices
An agreed conclusion is reached, documented and signed-off by the parties

Completed
Date:

Teacher:
Evidence:

 

 

 

 

 

 

 

Negotiation outcomes are reported in accordance with organisational policy and procedures and stakeholders are debriefed if required

Completed
Date:

Teacher:
Evidence:

 

 

 

 

 

 

 

Any further action required as a result of agreement is determined and undertaken in accordance with organisational requirements

Completed
Date:

Teacher:
Evidence:

 

 

 

 

 

 

 

The negotiation process and outcomes are reviewed, and lessons learnt are documented for future use in accordance with organisational recordkeeping practices

Completed
Date:

Teacher:
Evidence:

 

 

 

 

 

 

 

Assessed

Teacher: ___________________________________ Date: _________

Signature: ________________________________________________

Comments:

 

 

 

 

 

 

 

 

Instructions to Assessors

Evidence Guide

The Evidence Guide specifies the evidence required to demonstrate achievement in the unit of competency as a whole. It must be read in conjunction with the Unit descriptor, Performance Criteria, the Range Statement and the Assessment Guidelines for the Public Sector Training Package.

Units to be assessed together

Pre-requisite unitsthat must be achieved prior to this unit:Nil

Co-requisite unitsthat must be assessed with this unit:Nil

Co-assessed units that may be assessed with this unit to increase the efficiency and realism of the assessment process include, but are not limited to:

PSPCRT506A Perform quasi-judicial functions

PSPETHC501B Promote the values and ethos of public service

PSPGOV504B Undertake research and analysis

PSPGOV505A Promote diversity

PSPGOV508A Manage conflict

PSPGOV511A Provide leadership

PSPGOV512A Use complex workplace communication strategies

PSPLEGN501B Promote compliance with legislation in the public sector

PSPOHS501A Monitor and maintain workplace safety

PSPPM501B Design complex projects

PSPPROC502A Establish contract management arrangements

Overview of evidence requirements

In addition to integrated demonstration of the elements and their related performance criteria, look for evidence that confirms:

the knowledge requirements of this unit

the skill requirements of this unit

application of Employability Skills as they relate to this unit

negotiations undertaken in a range of (3 or more) contexts (or occasions, over time)

Resources required to carry out assessment

These resources include:

legislation, policy, procedures and protocols relating to negotiation, including freedom of information, privacy, equal employment opportunity, anti-discrimination, occupational health and safety

case studies and workplace scenarios to capture the range of negotiation situations likely to be encountered as an individual or as a team member

Where and how to assess evidence

Valid assessment of this unit requires:

a workplace environment or one that closely resembles normal work practice and replicates the range of conditions likely to be encountered when undertaking negotiations, including coping with difficulties, irregularities and breakdowns in routine

negotiations undertaken in a range of (3 or more) contexts (or occasions, over time).

Assessment methods should reflect workplace demands, such as literacy, and the needs of particular groups, such as:

people with disabilities

people from culturally and linguistically diverse backgrounds

Aboriginal and Torres Strait Islander people

women

young people

older people

people in rural and remote locations.

Assessment methods suitable for valid and reliable assessment of this competency may include, but are not limited to, a combination of 2 or more of:

demonstration

observation

portfolios

questioning

scenarios

simulation or role plays

authenticated evidence from the workplace and/or training courses

For consistency of assessment

Evidence must be gathered over time in a range of contexts to ensure the person can achieve the unit outcome and apply the competency in different situations or environments

Required Skills and Knowledge

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

Skill requirements

Look for evidence that confirms skills in:

applying legislation, regulations and policies relating to negotiating in the public sector

communicating with diverse stakeholders such as the other party, team members, senior management, including listening, questioning, establishing rapport, responding, etc

applying decision making and problem solving

adjusting quickly to new information or unexpected questions and attitudes

report writing

responding to diversity, including gender and disability

applying procedures relating to occupational health and safety and environment in the context of negotiations

Knowledge requirements

Look for evidence that confirms knowledge and understanding of:

legislation, regulations, policies, procedures and guidelines relating to negotiations in the public sector, such as freedom of information, privacy, equal employment opportunity

sources of organisational information

delegations and lines of authority

decision making

negotiation techniques

conflict resolution

recordkeeping requirements for negotiations

equal employment opportunity, equity and diversity principles

Range Statement

The Range Statement provides information about the context in which the unit of competency is carried out. The variables cater for differences between States and Territories and the Commonwealth, and between organisations and workplaces. They allow for different work requirements, work practices and knowledge. The Range Statement also provides a focus for assessment. It relates to the unit as a whole. Text in italics in the Performance Criteria is explained here.

Purpose of negotiation may include

required outcomes

other possible outcomes

organisational priorities

consequences of negotiation failing

Negotiating approach may be

consultative

collaborative

competitive

confrontational

soft

passive

Information relating to the negotiation may include

background to the dispute/issues under consideration

background information on the parties

organisational information

legislative requirements

organisational policy and procedures

material to support bargaining position

precedents

Negotiation plan may include

roles and responsibilities of negotiation team members, if any

identification of team leader

timing

logistics

key facts

tactics

personal strengths and weaknesses

techniques to be used for negotiating, breaking deadlocks, dealing with conflict

fallback position

areas where compromise is possible

process management strategies

alternative dispute resolution processes

Negotiation techniques may include

speaking skills

presentation techniques

effective listening

questioning techniques

verbal and non-verbal communication

using personal attributes

culturally and linguistically appropriate strategies

constructive feedback

issues identification

exploring options

identifying areas of agreement

recording agreements

Contingencies may include

changed circumstances

changed tactics

changed agenda

new information

decision to withdraw

Techniques for breaking deadlocks may include

clarifying

restating position

summarising progress

deferring decision

preparing a compromise

using a mediator/third party

Stakeholders may include

management

union

colleagues/other staff

clients

public