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Evidence Guide: PSPHR504A - Implement workforce planning and succession strategies

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

 

PSPHR504A - Implement workforce planning and succession strategies

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

Conduct workforce analysis

  1. In-depth analysis is conducted of current workforce practices, numbers, deployment, diversity and competencies to provide a baseline for workforce planning and management.
  2. Workforce data is analysed and when required benchmarked against comparable data, trends are identified and interventions are suggested to address developments that do not support the organisation's strategic or business directions.
  3. Labour market and industry analysis is undertaken to identify factors and trends that may impact on the organisation and the implications of these for workforce planning and management.
  4. Scenario planning or other forecasting tools are used to predict and assess likely futures for the organisation with their associated implications and risks.
  5. The results of workforce analysis are presented in objective and unbiased terms and reported in a form and language to suit the intended audience of the presentation.
  6. The results of workforce analysis are contributed to corporate decision making about projected future workforce requirements.
In-depth analysis is conducted of current workforce practices, numbers, deployment, diversity and competencies to provide a baseline for workforce planning and management.

Completed
Date:

Teacher:		 Evidence:

 

 

 

 

 

 

 

Workforce data is analysed and when required benchmarked against comparable data, trends are identified and interventions are suggested to address developments that do not support the organisation's strategic or business directions.

Completed
Date:

Teacher:		 Evidence:

 

 

 

 

 

 

 

Labour market and industry analysis is undertaken to identify factors and trends that may impact on the organisation and the implications of these for workforce planning and management.

Completed
Date:

Teacher:		 Evidence:

 

 

 

 

 

 

 

Scenario planning or other forecasting tools are used to predict and assess likely futures for the organisation with their associated implications and risks.

Completed
Date:

Teacher:		 Evidence:

 

 

 

 

 

 

 

The results of workforce analysis are presented in objective and unbiased terms and reported in a form and language to suit the intended audience of the presentation.

Completed
Date:

Teacher:		 Evidence:

 

 

 

 

 

 

 

The results of workforce analysis are contributed to corporate decision making about projected future workforce requirements.

Completed
Date:

Teacher:		 Evidence:

 

 

 

 

 

 

 

Contribute to workforce planning

  1. Information and advice is provided to managers on all aspects of workforce planning according to their requirements for business planning/outcomes.
  2. Workforce planning tools are developed/provided to managers, and assistance is given in their use and the analysis of outcomes.
  3. Solutions are developed and suggested for current and future workforce planning and management issues in accordance with organisational requirements.
  4. Consultancy services are provided to develop the human resource aspects of organisational and business unit plans to ensure the right numbers of appropriately diverse and skilled staff are available for future needs.
  5. Managers are assisted to question current work practices and structures and to prepare workforce plans to translate future business requirements into actionable human resource strategies.
Information and advice is provided to managers on all aspects of workforce planning according to their requirements for business planning/outcomes.

Completed
Date:

Teacher:		 Evidence:

 

 

 

 

 

 

 

Workforce planning tools are developed/provided to managers, and assistance is given in their use and the analysis of outcomes.

Completed
Date:

Teacher:		 Evidence:

 

 

 

 

 

 

 

Solutions are developed and suggested for current and future workforce planning and management issues in accordance with organisational requirements.

Completed
Date:

Teacher:		 Evidence:

 

 

 

 

 

 

 

Consultancy services are provided to develop the human resource aspects of organisational and business unit plans to ensure the right numbers of appropriately diverse and skilled staff are available for future needs.

Completed
Date:

Teacher:		 Evidence:

 

 

 

 

 

 

 

Managers are assisted to question current work practices and structures and to prepare workforce plans to translate future business requirements into actionable human resource strategies.

Completed
Date:

Teacher:		 Evidence:

 

 

 

 

 

 

 

Assist with succession management

  1. The critical role of succession planning in managing the organisation's intellectual capital is communicated to managers and staff in ways suited to their level of understanding or experience.
  2. A succession management strategy is developed and candidate pools are identified for imminent and longer term future vacancies in accordance with legislation, policy and procedures and business unit needs.
  3. Succession processes are developed and agreed and the succession management strategy is implemented to meet organisational requirements.
  4. The results of workforce analysis and planning are used to assist managers to undertake succession planning to identify requirements and manage transition when staff leave the organisation or business unit.
The critical role of succession planning in managing the organisation's intellectual capital is communicated to managers and staff in ways suited to their level of understanding or experience.

Completed
Date:

Teacher:		 Evidence:

 

 

 

 

 

 

 

A succession management strategy is developed and candidate pools are identified for imminent and longer term future vacancies in accordance with legislation, policy and procedures and business unit needs.

Completed
Date:

Teacher:		 Evidence:

 

 

 

 

 

 

 

Succession processes are developed and agreed and the succession management strategy is implemented to meet organisational requirements.

Completed
Date:

Teacher:		 Evidence:

 

 

 

 

 

 

 

The results of workforce analysis and planning are used to assist managers to undertake succession planning to identify requirements and manage transition when staff leave the organisation or business unit.

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 units that must be achieved prior to this unit:Nil

Co-requisite units that 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:

PSPETHC501B Promote the values and ethos of public service

PSPGOV502B Develop client services

PSPGOV505A Promote diversity

PSPGOV507A Undertake negotiations

PSPGOV511A Provide leadership

PSPGOV512A Use complex workplace communication strategies

PSPLEGN501B Promote compliance with legislation in the public sector

PSPPM501B Design complex projects

PSPPM502B Manage complex projects

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 the Employability Skills as they relate to this unit (see Employability Summaries in Qualifications Framework)

workforce planning and succession strategies implemented in a range of (3 or more) contexts (or occasions, over time)

Resources required to carry out assessment

These resources include:

legislation, policies and procedures

workplace scenarios and case studies

forecasting models

workforce data for analysis

workforce planning guidelines and other relevant workplace materials

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 implementing workforce planning and succession strategies, including coping with difficulties, irregularities and breakdowns in routine

workforce planning and succession strategies implemented 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:

case studies

portfolios

projects

questioning

scenarios

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:

analysing information and trends

consulting, negotiating and advising on workforce planning and succession management

leading and influencing in relation to workforce analysis and planning

applying problem solving

using a variety of words and language structures to explain ideas to different audiences

interpreting and explaining data and assisting others to apply the outcomes in the workplace

preparing written advice and reports requiring reasoning and precision of expression

responding to diversity, including gender and disability

applying occupational health and safety procedures and sustainability practices in the context of implementing workforce planning and succession strategies

Knowledge requirements

Look for evidence that confirms knowledge and understanding of:

data analysis

forecasting and planning

scenario planning

strategic thinking and analysis

organisational business planning cycle and processes

organisational goals, policies and procedures related to workforce planning and analysis

equal employment opportunity, equity and diversity principles

standard and content requirements of workforce analysis and planning reports

jurisdictional legislation applying to human resources, including freedom of information, privacy, confidentiality, occupational health and safety and environment and sustainability practices

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 bold italics in the Performance Criteria is explained here.

Workforce diversity data may include:

age

gender

diversity profile

competency profile

qualifications

Workforce datamay include:

absenteeism

age profile of staff

complaints

conference leave

costs associated with under-staffing

current functions, services and workplace practices

grievances

hard to fill jobs

learning and development

leave - annual, sick, recreation, personal

leave without pay

number, gender and diversity of staff at each classification level and across business units

permanent versus temporary versus contract workforce

recruitment and retention

staff nearing retirement

staff retention rates

staff satisfaction/dissatisfaction

staff turnover

study leave

sustainability practices

use of employee assistance program

vacancies

Scenario planningis:

a process for outlining the possible future as far as the organisation is concerned and developing a plan for dealing with that future. The uncertainty of both the forecasting process and the future itself may make it desirable to draw up a number of different scenarios. It is often advantageous to assign a degree of probability to a range of competing scenarios, for example, optimistic (best case scenario) or pessimistic (worst case scenario)

Results may include:

matrix of required skills

Managers may include:

line managers

business unit managers

senior executives

Aspects of workforce planningmay include:

downsizing

human resource forecasts

job redesign

labour market projections

organisational design

recruitment

retention strategies

skill set availability

succession planning

supply and demand forecasting

sustainability/environmental practice requirements

workforce capability requirements

Future workforce planning and management issuesmay include:

future workforce requirements (size and skill set)

projected labour shortages

projected skill shortages

interventions to address projected shortages

over-supply

hard to recruit jobs

retention of skilled staff

diverse workforce composition

environmental and sustainability practices

Succession planning is:

'... more than fingering a slate of replacements for certain positions. It is a deliberate and systematic effort to project leadership requirements, identify a pool of high potential candidates, develop leadership competencies in those candidates through intentional learning experiences, and then select leaders from among the pool of potential leaders' National Academy of Public Administration, Washington (1997)

Succession planning strategymay include:

inclusion of future development opportunities in position descriptions to encourage future progression

Candidate pools may be identified through:

leadership assessment activities

Legislation, policy and procedures may include:

Commonwealth and State/Territory legislation including equal employment opportunity, anti-discrimination and privacy law

national and international codes of practice and standards

the organisation's policies and practices

government policy

environmental/sustainability policies

codes of ethics/conduct

Succession processesmay include:

expressions of interest

formal interview process

acceptance into a candidate pool

learning and development

shadowing

coaching

mentoring