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Evidence Guide: PSPMNGT701B - Provide strategic direction

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

 

PSPMNGT701B - Provide strategic direction

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

Analyse factors in the operating environment

  1. The organisation's purpose and direction within the overall government strategy, and its integration with other government service providers, are analysed with a view to determining key factors and issues for consideration and response.
  2. The organisation's culture, values and strategic priorities are analysed with a view to determining key factors and issues for consideration and response.
  3. Internal and external factors likely to impact upon the organisation are continually monitored and analysed.
  4. Best practice models related to the nature of the organisation's core business are explored.
  5. Client needs and preferences are identified and analysed.
  6. Legislation and organisational policies and practices that may impact upon organisation's operations are identified and analysed.
The organisation's purpose and direction within the overall government strategy, and its integration with other government service providers, are analysed with a view to determining key factors and issues for consideration and response.

Completed
Date:

Teacher:		 Evidence:

 

 

 

 

 

 

 

The organisation's culture, values and strategic priorities are analysed with a view to determining key factors and issues for consideration and response.

Completed
Date:

Teacher:		 Evidence:

 

 

 

 

 

 

 

Internal and external factors likely to impact upon the organisation are continually monitored and analysed.

Completed
Date:

Teacher:		 Evidence:

 

 

 

 

 

 

 

Best practice models related to the nature of the organisation's core business are explored.

Completed
Date:

Teacher:		 Evidence:

 

 

 

 

 

 

 

Client needs and preferences are identified and analysed.

Completed
Date:

Teacher:		 Evidence:

 

 

 

 

 

 

 

Legislation and organisational policies and practices that may impact upon organisation's operations are identified and analysed.

Completed
Date:

Teacher:		 Evidence:

 

 

 

 

 

 

 

Develop and coordinate a strategy for determining strategic priorities

  1. Consultation with key stakeholders is conducted in a manner that maximises their commitment and contribution.
  2. Constructive solutions are found where stakeholders are in conflict.
  3. Analysis and evaluation of information gained from a variety of sources, including key stakeholders, is used to identify strategic options for prioritisation.
  4. Benchmarking is undertaken with other organisations or best practice standards to inform development of strategic priorities.
  5. Priorities of other government service providers are considered to ensure duplication will be avoided and services integrated for the benefit of clients.
Consultation with key stakeholders is conducted in a manner that maximises their commitment and contribution.

Completed
Date:

Teacher:		 Evidence:

 

 

 

 

 

 

 

Constructive solutions are found where stakeholders are in conflict.

Completed
Date:

Teacher:		 Evidence:

 

 

 

 

 

 

 

Analysis and evaluation of information gained from a variety of sources, including key stakeholders, is used to identify strategic options for prioritisation.

Completed
Date:

Teacher:		 Evidence:

 

 

 

 

 

 

 

Benchmarking is undertaken with other organisations or best practice standards to inform development of strategic priorities.

Completed
Date:

Teacher:		 Evidence:

 

 

 

 

 

 

 

Priorities of other government service providers are considered to ensure duplication will be avoided and services integrated for the benefit of clients.

Completed
Date:

Teacher:		 Evidence:

 

 

 

 

 

 

 

Formulate and communicate strategic priorities

  1. Strategic priorities are developed that support overall government strategy.
  2. Strategic priorities are developed that embody the organisation's values, beliefs and philosophy.
  3. Strategic priorities are used to draw together and reflect the suggestions and interests of stakeholders.
  4. Strategic priorities are developed that embody a shared vision for the future and set out challenging but realistic objectives that encourage staff to be creative and innovative in their approach to attaining objectives.
  5. Strategic priorities are communicated to stakeholders using a variety of strategies and in such a way as to attract their support.
  6. Implementation is monitored to ensure strategic priorities are addressed through related business unit and individual objectives.
Strategic priorities are developed that support overall government strategy.

Completed
Date:

Teacher:		 Evidence:

 

 

 

 

 

 

 

Strategic priorities are developed that embody the organisation's values, beliefs and philosophy.

Completed
Date:

Teacher:		 Evidence:

 

 

 

 

 

 

 

Strategic priorities are used to draw together and reflect the suggestions and interests of stakeholders.

Completed
Date:

Teacher:		 Evidence:

 

 

 

 

 

 

 

Strategic priorities are developed that embody a shared vision for the future and set out challenging but realistic objectives that encourage staff to be creative and innovative in their approach to attaining objectives.

Completed
Date:

Teacher:		 Evidence:

 

 

 

 

 

 

 

Strategic priorities are communicated to stakeholders using a variety of strategies and in such a way as to attract their support.

Completed
Date:

Teacher:		 Evidence:

 

 

 

 

 

 

 

Implementation is monitored to ensure strategic priorities are addressed through related business unit and individual objectives.

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:

PSPETHC701A Lead and influence ethical practice in the public sector

PSPHR703A Provide leadership in strategic human resource management

PSPMNGT702A Influence and shape diversity management

PSPMNGT703A Lead and influence change

PSPMNGT704A Undertake enterprise risk management

PSPPOL701A Influence strategic policy

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)

provision of strategic direction in a range of (2 or more) contexts (or occasions, over time)

Resources required to carry out assessment

These resources include:

strategic planning guidelines

relevant legislation, procedures and protocols

workplace information such as mission, vision, goals etc

case studies and scenarios to capture the range of situations likely to be encountered when providing strategic direction

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 providing strategic direction, including coping with difficulties, irregularities and breakdowns in routine

provision of strategic direction in a range of (2 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:

delegating work to others

counselling and resolving conflict in teams

using team building strategies

using facilitation, negotiation and consultation requiring exchanges of complex oral information

using consensual decision making skills

keeping check of emotions when challenges arise, maintaining composure, perceiving the emotional motivators that drive individuals and groups in the workplace and engaging those motivators, where appropriate, to optimise organisational performance

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

interpreting and explaining complex, formal documents and assisting others to apply them in the workplace

responding to diversity, including gender and disability

applying occupational health and safety, environmental and sustainability strategies relevant to managing and working with others in a public sector workplace

Knowledge requirements

Look for evidence that confirms knowledge and understanding of:

organisational goals, policies and procedures

equal employment opportunity, equity and diversity principles

the relationship between effective human resource functions and the attainment of business unit objectives

human resource policies and practices

environmental and sustainability practices

emotional intelligence principles and strategies

group processes and facilitation techniques

team building strategies

the organisation's career and human resource development strategies, programs and plans

conflict resolution strategies

jurisdictional legislation applicable to management and human resource management functions

occupational health and safety issues relevant to managing and working with others in a public sector workplace

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.

Best practice models may include:

state, national and international models

Legislation, organisational policies and practices may include:

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

national and international codes of practice and standards

environmental/sustainability standards

the organisation's policies and practices

government policy

codes of conduct

Stakeholders may include:

all those individuals and groups both inside and outside the organisation that have some direct interest in the organisation's behaviour, actions, products and services, such as:

employees at all levels of the organisation

other public sector organisations

union and association representatives

boards of management

government

Ministers

Strategic priorities may be:

objectives in key result areas identified through the organisation's strategic planning process that have the highest priority rating demanding immediate action