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?
Develop performance management framework
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Goals, objectives and required outcomes for the organisation's performance management framework are determined/confirmed in consultation with key stakeholders to improve the work effectiveness of the organisation Completed |
Evidence:
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The performance management framework is established/developed through consideration of existing good practice models and is integrated with other key human resource functions and areas Completed |
Evidence:
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The framework is linked to the organisation's operating context and strategic direction and developed through consultation with key stakeholders Completed |
Evidence:
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Key performance management elements are included in the framework Completed |
Evidence:
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The framework is developed based on the principles of natural justice, equity and fairness Completed |
Evidence:
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Develop performance management processes
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Performance management processes are developed which utilise performance standards established and validated by key stakeholders Completed |
Evidence:
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The processes are structured to provide for ongoing two-way communication between the performance manager, the employee, key stakeholders and clients Completed |
Evidence:
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Inclusive processes are developed to respond to the needs of the range of business units, position types and diverse employee working styles represented within the organisation Completed |
Evidence:
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The processes are structured to be flexible enough to allow for changes in the organisation's operating context and strategic direction Completed |
Evidence:
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Options for dealing with inappropriate, over- or under-performance are detailed in the processes Completed |
Evidence:
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Information and advice is provided to facilitate effective implementation and assessment of processes Completed |
Evidence:
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Manage implementation of performance management processes
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An implementation plan is agreed in consultation with key stakeholders Completed |
Evidence:
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Systems are managed to monitor the effectiveness of performance management processes in accordance with contractual obligations, legislation, organisational policy and needs, and in consultation with managers Completed |
Evidence:
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External and/or internal trends or events which have an effect on the organisation's performance management processes are monitored and responses are formulated Completed |
Evidence:
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Adjustments to processes are implemented as a result of monitoring and/or changed internal/external trends and/or events Completed |
Evidence:
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Processes are monitored to gauge their effectiveness in providing support to staff involved in implementation Completed |
Evidence:
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Develop performance management framework
|
|
Goals, objectives and required outcomes for the organisation's performance management framework are determined/confirmed in consultation with key stakeholders to improve the work effectiveness of the organisation. Completed |
Evidence:
|
The performance management framework is established/developed through consideration of existing good practice models and is integrated with other key human resource functions and areas. Completed |
Evidence:
|
The framework is linked to the organisation's operating context and strategic direction and developed through consultation with key stakeholders. Completed |
Evidence:
|
Key performance management elements are included in the framework. Completed |
Evidence:
|
The framework is developed based on the principles of natural justice, equity and fairness. Completed |
Evidence:
|
Develop performance management processes
|
|
Performance management processes are developed which utilise performance standards established and validated by key stakeholders. Completed |
Evidence:
|
The processes are structured to provide for ongoing two-way communication between the performance manager, the employee, key stakeholders and clients. Completed |
Evidence:
|
Inclusive processes are developed to respond to the needs of the range of business units, position types and diverse employee working styles represented within the organisation. Completed |
Evidence:
|
The processes are structured to be flexible enough to allow for changes in the organisation's operating context and strategic direction. Completed |
Evidence:
|
Options for dealing with inappropriate, over- or under-performance are detailed in the processes. Completed |
Evidence:
|
Information and advice is provided to facilitate effective implementation and assessment of processes. Completed |
Evidence:
|
Manage implementation of performance management processes
|
|
An implementation plan is agreed in consultation with key stakeholders. Completed |
Evidence:
|
Systems are managed to monitor the effectiveness of performance management processes in accordance with contractual obligations, legislation, organisational policy and needs, and in consultation with managers. Completed |
Evidence:
|
External and/or internal trends or events which have an effect on the organisation's performance management processes are monitored and responses are formulated. Completed |
Evidence:
|
Adjustments to processes are implemented as a result of monitoring and/or changed internal/external trends and/or events. Completed |
Evidence:
|
Processes are monitored to gauge their effectiveness in providing support to staff involved in implementation. Completed |
Evidence:
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