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Evidence Guide: PSPMNGT703A - Lead and influence change

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

 

PSPMNGT703A - Lead and influence change

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

Influence organisational culture

  1. A strategic review of organisational culture is undertaken to establish existing attitudes to change and identify key issues for action
  2. The strategic advantages of ongoing change for individuals, groups and the organisation are identified, supported and actively promoted to foster commitment to workplace change
  3. The acceptance of new ideas and management methods, and challenges to existing practices and structures are embedded in managerial practice and decision making to develop an organisational culture that seeks and thrives on change for continuous improvement and business flexibility
  4. Change management activities and related performance indicators for managers are embedded in organisational strategies, policies and plans as an ongoing requirement rather than added/transitory elements
  5. Staff with a range of attributes that are reflective of a diverseworkforce are recruited, developed and deployed to maximise the organisation's strategic advantage in dealing with change
  6. Learning and development opportunities for managing change are embedded in induction and professional development for staff to support the development of a culture that embraces change
A strategic review of organisational culture is undertaken to establish existing attitudes to change and identify key issues for action

Completed
Date:

Teacher:		 Evidence:

 

 

 

 

 

 

 

The strategic advantages of ongoing change for individuals, groups and the organisation are identified, supported and actively promoted to foster commitment to workplace change

Completed
Date:

Teacher:		 Evidence:

 

 

 

 

 

 

 

The acceptance of new ideas and management methods, and challenges to existing practices and structures are embedded in managerial practice and decision making to develop an organisational culture that seeks and thrives on change for continuous improvement and business flexibility

Completed
Date:

Teacher:		 Evidence:

 

 

 

 

 

 

 

Change management activities and related performance indicators for managers are embedded in organisational strategies, policies and plans as an ongoing requirement rather than added/transitory elements

Completed
Date:

Teacher:		 Evidence:

 

 

 

 

 

 

 

Staff with a range of attributes that are reflective of a diverseworkforce are recruited, developed and deployed to maximise the organisation's strategic advantage in dealing with change

Completed
Date:

Teacher:		 Evidence:

 

 

 

 

 

 

 

Learning and development opportunities for managing change are embedded in induction and professional development for staff to support the development of a culture that embraces change

Completed
Date:

Teacher:		 Evidence:

 

 

 

 

 

 

 

Anticipate change

  1. The likelihood of significant change for the organisation is identified through strategic networking and ongoing consideration of factors impacting upon the community, the public sector, the organisation or within the political environment
  2. Key stakeholders are consulted in identifying external drivers for change, and likely change is analysed in relation to its potential effect on organisational purpose, functions, structure, strategic objectives and the people in the organisation
  3. Early planning is undertaken with managers, human resource personnel and staff to ensure maximum lead time, support for those likely to be affected by change and to allow thoughtful, proactive responses to be generated to optimise outcomes for the organisation
  4. Resourcing challenges of both implementing and sustaining change are anticipated and planned for in accordance with organisational policies, procedures guidelines and legislative requirements
The likelihood of significant change for the organisation is identified through strategic networking and ongoing consideration of factors impacting upon the community, the public sector, the organisation or within the political environment

Completed
Date:

Teacher:		 Evidence:

 

 

 

 

 

 

 

Key stakeholders are consulted in identifying external drivers for change, and likely change is analysed in relation to its potential effect on organisational purpose, functions, structure, strategic objectives and the people in the organisation

Completed
Date:

Teacher:		 Evidence:

 

 

 

 

 

 

 

Early planning is undertaken with managers, human resource personnel and staff to ensure maximum lead time, support for those likely to be affected by change and to allow thoughtful, proactive responses to be generated to optimise outcomes for the organisation

Completed
Date:

Teacher:		 Evidence:

 

 

 

 

 

 

 

Resourcing challenges of both implementing and sustaining change are anticipated and planned for in accordance with organisational policies, procedures guidelines and legislative requirements

Completed
Date:

Teacher:		 Evidence:

 

 

 

 

 

 

 

Provide strategic leadership in change management

  1. Strategic priorities are formulated in consultation with key stakeholders in the organisation and the community, and set out a vision for the future that provides challenging but realistic objectives to address change and maximise outcomes
  2. Current best practice information on change management is accessed and used to ensure change is managed effectively for sustained positive outcomes for the organisation and its people
  3. Leadership strategies are used to assist others to deal with ambiguity and to be creative and innovative in their approaches to dealing with change
  4. Strategies are designed to address the transition from present to future arrangements and provide guidance for dealing with ambiguity in roles, functions, organisational priorities or structures
  5. Organisational culture, business outcomes and client feedback are monitored and positive achievements identified and celebrated in accordance with organisational policy
Strategic priorities are formulated in consultation with key stakeholders in the organisation and the community, and set out a vision for the future that provides challenging but realistic objectives to address change and maximise outcomes

Completed
Date:

Teacher:		 Evidence:

 

 

 

 

 

 

 

Current best practice information on change management is accessed and used to ensure change is managed effectively for sustained positive outcomes for the organisation and its people

Completed
Date:

Teacher:		 Evidence:

 

 

 

 

 

 

 

Leadership strategies are used to assist others to deal with ambiguity and to be creative and innovative in their approaches to dealing with change

Completed
Date:

Teacher:		 Evidence:

 

 

 

 

 

 

 

Strategies are designed to address the transition from present to future arrangements and provide guidance for dealing with ambiguity in roles, functions, organisational priorities or structures

Completed
Date:

Teacher:		 Evidence:

 

 

 

 

 

 

 

Organisational culture, business outcomes and client feedback are monitored and positive achievements identified and celebrated in accordance with organisational policy

Completed
Date:

Teacher:		 Evidence:

 

 

 

 

 

 

 

Influence organisational culture

  1. A strategic review of organisational culture is undertaken to establish existing attitudes to change and identify key issues for action.
  2. The strategic advantages of ongoing change for individuals, groups and the organisation are identified, supported and actively promoted to foster commitment to workplace change.
  3. The acceptance of new ideas and management methods, and challenges to existing practices and structures are embedded in managerial practice and decision making to develop an organisational culture that seeks and thrives on change for continuous improvement and business flexibility.
  4. Change management activities and related performance indicators for managers are embedded in organisational strategies, policies and plans as an ongoing requirement rather than added/transitory elements.
  5. Staff with a range of attributes that are reflective of a diverse workforce are recruited, developed and deployed to maximise the organisation's strategic advantage in dealing with change.
  6. Learning and development opportunities for managing change are embedded in induction and professional development for staff to support the development of a culture that embraces change.
A strategic review of organisational culture is undertaken to establish existing attitudes to change and identify key issues for action.

Completed
Date:

Teacher:		 Evidence:

 

 

 

 

 

 

 

The strategic advantages of ongoing change for individuals, groups and the organisation are identified, supported and actively promoted to foster commitment to workplace change.

Completed
Date:

Teacher:		 Evidence:

 

 

 

 

 

 

 

The acceptance of new ideas and management methods, and challenges to existing practices and structures are embedded in managerial practice and decision making to develop an organisational culture that seeks and thrives on change for continuous improvement and business flexibility.

Completed
Date:

Teacher:		 Evidence:

 

 

 

 

 

 

 

Change management activities and related performance indicators for managers are embedded in organisational strategies, policies and plans as an ongoing requirement rather than added/transitory elements.

Completed
Date:

Teacher:		 Evidence:

 

 

 

 

 

 

 

Staff with a range of attributes that are reflective of a diverse workforce are recruited, developed and deployed to maximise the organisation's strategic advantage in dealing with change.

Completed
Date:

Teacher:		 Evidence:

 

 

 

 

 

 

 

Learning and development opportunities for managing change are embedded in induction and professional development for staff to support the development of a culture that embraces change.

Completed
Date:

Teacher:		 Evidence:

 

 

 

 

 

 

 

Anticipate change

  1. The likelihood of significant change for the organisation is identified through strategic networking and ongoing consideration of factors impacting upon the community, the public sector, the organisation or within the political environment.
  2. Key stakeholders are consulted in identifying external drivers for change, and likely change is analysed in relation to its potential effect on organisational purpose, functions, structure, strategic objectives and the people in the organisation.
  3. Early planning is undertaken with managers, human resource personnel and staff to ensure maximum lead time, support for those likely to be affected by change and to allow thoughtful, proactive responses to be generated to optimise outcomes for the organisation.
  4. Resourcing challenges of both implementing and sustaining change are anticipated and planned for in accordance with organisational policies, procedures guidelines and legislative requirements.
The likelihood of significant change for the organisation is identified through strategic networking and ongoing consideration of factors impacting upon the community, the public sector, the organisation or within the political environment.

Completed
Date:

Teacher:		 Evidence:

 

 

 

 

 

 

 

Key stakeholders are consulted in identifying external drivers for change, and likely change is analysed in relation to its potential effect on organisational purpose, functions, structure, strategic objectives and the people in the organisation.

Completed
Date:

Teacher:		 Evidence:

 

 

 

 

 

 

 

Early planning is undertaken with managers, human resource personnel and staff to ensure maximum lead time, support for those likely to be affected by change and to allow thoughtful, proactive responses to be generated to optimise outcomes for the organisation.

Completed
Date:

Teacher:		 Evidence:

 

 

 

 

 

 

 

Resourcing challenges of both implementing and sustaining change are anticipated and planned for in accordance with organisational policies, procedures guidelines and legislative requirements.

Completed
Date:

Teacher:		 Evidence:

 

 

 

 

 

 

 

Provide strategic leadership in change management

  1. Strategic priorities are formulated in consultation with key stakeholders in the organisation and the community, and set out a vision for the future that provides challenging but realistic objectives to address change and maximise outcomes.
  2. Current best practice information on change management is accessed and used to ensure change is managed effectively for sustained positive outcomes for the organisation and its people.
  3. Leadership strategies are used to assist others to deal with ambiguity and to be creative and innovative in their approaches to dealing with change.
  4. Strategies are designed to address the transition from present to future arrangements and provide guidance for dealing with ambiguity in roles, functions, organisational priorities or structures.
  5. Organisational culture, business outcomes and client feedback are monitored and positive achievements identified and celebrated in accordance with organisational policy.
Strategic priorities are formulated in consultation with key stakeholders in the organisation and the community, and set out a vision for the future that provides challenging but realistic objectives to address change and maximise outcomes.

Completed
Date:

Teacher:		 Evidence:

 

 

 

 

 

 

 

Current best practice information on change management is accessed and used to ensure change is managed effectively for sustained positive outcomes for the organisation and its people.

Completed
Date:

Teacher:		 Evidence:

 

 

 

 

 

 

 

Leadership strategies are used to assist others to deal with ambiguity and to be creative and innovative in their approaches to dealing with change.

Completed
Date:

Teacher:		 Evidence:

 

 

 

 

 

 

 

Strategies are designed to address the transition from present to future arrangements and provide guidance for dealing with ambiguity in roles, functions, organisational priorities or structures.

Completed
Date:

Teacher:		 Evidence:

 

 

 

 

 

 

 

Organisational culture, business outcomes and client feedback are monitored and positive achievements identified and celebrated in accordance with organisational policy.

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

PSPMNGT701B Provide strategic direction

PSPMNGT702A Influence and shape diversity management

PSPMNGT704A Undertake enterprise risk management

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)

leadership in and influence on change management in a range of (2 or more) contexts (or occasions, over time)

Resources required to carry out assessment

These resources include:

legislation, procedures and protocols

workplace scenarios and case studies to capture the range of situations likely to be encountered when leading and influencing change

strategies to influence organisational culture

change management strategies applicable to the public sector

leadership strategies for dealing with ambiguity

reporting tools

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 leading and influencing change, including coping with difficulties, irregularities and breakdowns in routine

leadership in and influence on change management in a range of (2 or more) contexts (or occasions, over time)

leadership in a variety of contexts that reflect the continuum of change management requirements from dealing with concrete change requirements to managing ambiguity and uncertainty

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

demonstration

observation

portfolios

projects

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:

influencing and leading in the context of change management

consulting with stakeholders 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 public sector legislation such as occupational health and safety and environment and sustainability in the context of change management

Knowledge requirements

Look for evidence that confirms knowledge and understanding of:

change management models

change management leadership strategies

effects of change and ways to ensure strategic advantage

the importance of organisational culture and influencing down

key factors in the internal and external operating environment

equal employment opportunity, equity and diversity principles

organisational goals, policies, procedures and guidelines

jurisdictional legislation applicable to management and human resource management functions

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.

Strategic advantages of change may include:

more responsive and valued client service

flexible, innovative, creative staff

greater capacity for flexibility and responsiveness

economic benefits

social benefits

improved relationship with the community

increased organisational capability

organisational sustainability

improved sustainability

improved performance

motivation

reduced cost of outputs

Strategies to foster commitment to change may include:

team building

process consultation

action learning/research

staff learning and development

leadership and direction

Diverse workforce refers to employees with differences in:

age

cultural background

educational level

ethnicity

expertise

family responsibilities

gender

interests

interpersonal approach

language

life experience

marital status

not fitting the dominant paradigm of the organisation

personality

physical ability

political orientation

religious belief

sexual orientation

socio-economic background

thinking/learning styles

work experience

working styles

Change may be:

in response to government policy

in response to Machinery of Government changes

in response to economic, social or environmental pressures

related to technological developments

through organisational development or design strategies

as a result of changes to client needs or the client base

initiated at the business unit level

in response to financial constraints

related to disaster recovery

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

community

clients

other public sector organisations

union and association representatives

boards of management

government

Ministers

local government

Resourcing may include:

people

funding

facilities

specialist expertise to support/facilitate change

Policies and legislation may include:

Commonwealth and State/Territory legislation

national and international codes of practice and standards

the organisation's policies, practices and guidelines

government policy

codes of conduct

Machinery of Government policy changes

Leadership strategies may include:

positive role modelling

mentoring

offering guidance and direction

coaching

providing opportunities for learning and development

support arrangements

counselling

succession planning