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Evidence Guide: SFIPROC610C - Establish and manage effective external relationships

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

 

SFIPROC610C - Establish and manage effective external relationships

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

Identify key stakeholders from industry, business and/or community sources

  1. Networking is employed to identify desirable relationships and benefits to the enterprise.
  2. Areas in which cooperation may achieve positive outcomes for both stakeholders and the enterprise are identified and agreed.
Networking is employed to identify desirable relationships and benefits to the enterprise.

Completed
Date:

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Areas in which cooperation may achieve positive outcomes for both stakeholders and the enterprise are identified and agreed.

Completed
Date:

Teacher:		 Evidence:

 

 

 

 

 

 

 

Develop strategies to maintain the effectiveness of relationships

  1. The enterprise's ethical, business and social standing is monitored to ensure continuation of positive relationships.
  2. Interpersonal styles and methods are adjusted to the social/cultural environment.
The enterprise's ethical, business and social standing is monitored to ensure continuation of positive relationships.

Completed
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Teacher:		 Evidence:

 

 

 

 

 

 

 

Interpersonal styles and methods are adjusted to the social/cultural environment.

Completed
Date:

Teacher:		 Evidence:

 

 

 

 

 

 

 

Monitor and review the effectiveness of the relationships

  1. Relationships with stakeholders are monitored to ensure continuation of enterprise objectives.
  2. Events which might jeopardise the relationships are monitored to ensure the continuation of the enterprise or shared objectives.
Relationships with stakeholders are monitored to ensure continuation of enterprise objectives.

Completed
Date:

Teacher:		 Evidence:

 

 

 

 

 

 

 

Events which might jeopardise the relationships are monitored to ensure the continuation of the enterprise or shared objectives.

Completed
Date:

Teacher:		 Evidence:

 

 

 

 

 

 

 

Assessed

Teacher: ___________________________________ Date: _________

Signature: ________________________________________________

Comments:

 

 

 

 

 

 

 

 

Instructions to Assessors

Evidence Guide

The evidence guide provides advice on assessment and must be read in conjunction with the performance criteria, required skills and knowledge, range statement and the Assessment Guidelines for the Training Package.

Overview of assessment

Critical aspects for assessment evidence required to demonstrate competence in this unit

Assessment must confirm the ability to:

analyse trends, opportunities and constraints to the business

develop relationships with key stakeholders outside the enterprise who may be influential to the success of the enterprise, to manage those relationships and monitor changes in social, cultural or political attitudes which may affect those relationships

influence and articulate the enterprise's vision

make decisions within the responsibility and authority of the position.

Assessment must confirm knowledge of:

collaborative processes to gain ownership and commitment

strategies which strengthen and reinforce relationships.

Context of and specific resources for assessment

Assessment of this unit may occur in either a real or simulated workplace.

Resources may include:

access to candidate's peers and/or managers

access to key stakeholders

documentation relating to any formalising of relationships

enterprise strategic plan

regulations and codes of practice relevant to the enterprise.

Method of assessment

The following assessment methods are suggested:

case studies

demonstration in the workplace

third-party reports.

Guidance information for assessment

This unit may be assessed holistically with other units within a qualification.

Required Skills and Knowledge

Required skills

applying consultative techniques, processes and methods

building trust with stakeholders

communicating with stakeholders, including management and work teams, in a clear and concise manner

interpreting government regulations

managing development options and opportunities

presenting enterprise statements to the community, stakeholders and the workforce

providing leadership

using culturally appropriate communication and protocols in relationships

utilising technology.

Literacy skills used for:

compiling reports

developing cogent arguments

preparing public presentations

reading and interpreting information from wide-ranging sources

reading and writing correspondence.

Numeracy skills used for:

determining financial impacts/values

preparing complex analyses

preparing financial reports/returns.

Required knowledge

business, community and political environment analysis techniques

codes of practice, standards and regulations affecting the enterprise

community, cultural, social and political issues affecting the enterprise

communication needs and opportunities

purpose, structure and relationship of an enterprise's mission, goals, values, objectives and tactics in the business and wider community environment

roles and responsibilities of the range of stakeholders.

Range Statement

The range statement relates to the unit of competency as a whole. It allows for different work environments and situations that may affect performance. Bold italicised wording, if used in the performance criteria, is detailed below. Essential operating conditions that may be present with training and assessment (depending on the work situation, needs of the candidate, accessibility of the item, and local industry and regional contexts) may also be included.

Relevant government regulations, licensing and other compliance requirements may include:

business or workplace operations, policies and practices:

commercial law, including fair trading and trade practices

consumer law

corporate law, including registration, licensing and financial reporting

disability policies and practices

equal opportunity, anti-discrimination and sexual harassment

industrial relations and awards, individual employment contracts and share of catch agreements

jurisdictional variations

superannuation

taxation

trade practices

warnings and dismissals

worker's compensation

ecologically sustainable development (ESD) principles, environmental hazard identification, risk assessment and control

fisheries or aquaculture regulations, permits, licences, quotas, catch restrictions and other compliance requirements, including:

Australian Exclusive Economic Zone

international treaties and agreements

food safety, Hazard Analysis Critical Control Point (HACCP), hygiene and temperature control along chain of custody

imports quarantine and inspection, and importing approved arrangements for Australian Quarantine Inspection Service (AQIS), Australian Customs Service (ACS) and Biosecurity Australia (BA)

occupational health and safety (OHS) hazard identification, risk assessment and control

product quality assurance:

correct naming and labelling (e.g. country of origin, Australian Fish Names Standard and eco-labelling)

correct quantities, sizes and other customer requirements

third-party certification (e.g. Australian Grown and ISO 14001:2004 Environmental management systems).

Key stakeholders may include:

contractors

customers

individuals or teams

internal and/or external to the enterprise

members of the wider community or their representatives

suppliers.

Strategies may be:

long-term to achieve the enterprises objectives, mission and/or values

medium-term to satisfy operational plans

short-term to meet immediate priorities.

Relationships with stakeholders may be:

commercial

contractual

social.