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
What evidence can you provide to prove your understanding of each of the following citeria?
Identify organisational performance requirements
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Position profiles are confirmed as up-to-date, comprehensive and reflecting business requirements. Completed |
Evidence:
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Performance standards are identified and clarified where necessary with individuals, supervisors and managers in accordance with position requirements. Completed |
Evidence:
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Where relevant, individual performance agreements are assessed to confirm agreed requirements. Completed |
Evidence:
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Organisational policies and agreements relating to performance management are analysed to identify requirements and any performance incentives/rewards. Completed |
Evidence:
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Support performance management processes
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Goals, objectives and required outcomes for the organisation's performance management framework are confirmed and agreed. Completed |
Evidence:
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Staff and other stakeholders are educated on performance management processes, benefits and the links between performance management and organisational policies. Completed |
Evidence:
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Ongoing two-way communication/performance feedback between the performance manager, the employee, key stakeholders and clients is promoted and supported to ensure that performance is managed on a day-to-day basis and not only during formal performance reviews. Completed |
Evidence:
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Support and advice are provided to performance managers to ensure processes are ethical, objective and inclusive in responding to the needs of the range of business units, position types and diverse employee working/learning styles represented within the organisation. Completed |
Evidence:
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Information and advice are provided to performance managers to assist in responding to inappropriate, under- or over-performance in accordance with legislation, policy and procedures. Completed |
Evidence:
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Performance managers are supported to respond to grievances and appeals in accordance with organisational policy and procedures. Completed |
Evidence:
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Report on performance
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Aggregated data relating to performance management across the organisation is obtained and analysed to identify organisational outcomes and trends. Completed |
Evidence:
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Trends requiring intervention are recorded with supporting evidence, and reported in accordance with organisational policy and procedures. Completed |
Evidence:
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The impact of performance outcomes on career management, retention and succession strategies is identified and reported. Completed |
Evidence:
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Organisational performance reports are integrated into the business planning cycle to ensure outcomes are considered in forward planning, learning and development, and resourcing. Completed |
Evidence:
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