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Evidence Guide: SITXHRM005A - Lead and manage people

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

 

SITXHRM005A - Lead and manage people

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

Model high standards of performance and behaviour.

  1. Make individual performance a positive role model for others.
  2. Show support for and commitment to organisation goals in day-to-day work performance.
  3. Treat people with integrity, respect and empathy.
Make individual performance a positive role model for others.

Completed
Date:

Teacher:		 Evidence:

 

 

 

 

 

 

 

Show support for and commitment to organisation goals in day-to-day work performance.

Completed
Date:

Teacher:		 Evidence:

 

 

 

 

 

 

 

Treat people with integrity, respect and empathy.

Completed
Date:

Teacher:		 Evidence:

 

 

 

 

 

 

 

Develop team commitment and cooperation.

  1. Develop and clearly communicate plans and objectives in consultation with the team.
  2. Make plans and objectives consistent with organisation goals.
  3. Communicate expectations, roles and responsibilities of team members and leaders in a way that encourages individuals and teams to take responsibility for their work.
  4. Encourage teams and individuals to develop innovative approaches to work.
  5. Identify, encourage, value and reward individual and team efforts and contributions.
  6. Model and encourage open and supportive communication styles within the team.
  7. Seek and share information from the wider environment with the team.
  8. Represent the team's interests appropriately in the wider environment.
Develop and clearly communicate plans and objectives in consultation with the team.

Completed
Date:

Teacher:		 Evidence:

 

 

 

 

 

 

 

Make plans and objectives consistent with organisation goals.

Completed
Date:

Teacher:		 Evidence:

 

 

 

 

 

 

 

Communicate expectations, roles and responsibilities of team members and leaders in a way that encourages individuals and teams to take responsibility for their work.

Completed
Date:

Teacher:		 Evidence:

 

 

 

 

 

 

 

Encourage teams and individuals to develop innovative approaches to work.

Completed
Date:

Teacher:		 Evidence:

 

 

 

 

 

 

 

Identify, encourage, value and reward individual and team efforts and contributions.

Completed
Date:

Teacher:		 Evidence:

 

 

 

 

 

 

 

Model and encourage open and supportive communication styles within the team.

Completed
Date:

Teacher:		 Evidence:

 

 

 

 

 

 

 

Seek and share information from the wider environment with the team.

Completed
Date:

Teacher:		 Evidence:

 

 

 

 

 

 

 

Represent the team's interests appropriately in the wider environment.

Completed
Date:

Teacher:		 Evidence:

 

 

 

 

 

 

 

Manage team performance.

  1. Assess the skills of team members and provide opportunities for individual development.
  2. Monitor team performance to ensure progress towards achievement of goals.
  3. Delegate tasks and responsibilities appropriately, identify barriers to delegation and implement processes to overcome them.
  4. Provide mentoring and coaching support to team members.
  5. Provide recognition and reward for team achievements.
Assess the skills of team members and provide opportunities for individual development.

Completed
Date:

Teacher:		 Evidence:

 

 

 

 

 

 

 

Monitor team performance to ensure progress towards achievement of goals.

Completed
Date:

Teacher:		 Evidence:

 

 

 

 

 

 

 

Delegate tasks and responsibilities appropriately, identify barriers to delegation and implement processes to overcome them.

Completed
Date:

Teacher:		 Evidence:

 

 

 

 

 

 

 

Provide mentoring and coaching support to team members.

Completed
Date:

Teacher:		 Evidence:

 

 

 

 

 

 

 

Provide recognition and reward for team achievements.

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, the range statement and the Assessment Guidelines for this Training Package.

Critical aspects for assessment and evidence required to demonstrate competency in this unit

Evidence of the following is essential:

knowledge of leadership, motivation and teamwork principles

ability to build positive team spirit and effectively manage overall team performance within a specific workplace context

project or work activities conducted over a period of time to allow the candidate to play an ongoing team-leading role.

Context of and specific resources for assessment

Assessment must ensure:

involvement of a team whose overall performance is the responsibility of the candidate.

Methods of assessment

A range of assessment methods should be used to assess practical skills and knowledge. The following examples are appropriate for this unit:

evaluation of team leadership within a project or activity managed by the candidate

evaluation of reports prepared by the candidate detailing how team commitment was encouraged and how team performance was managed during the conduct of a project

case studies to develop approaches to specific team leadership situations

oral or written questions to assess theoretical knowledge of leadership, motivation and teamwork

review of portfolios of evidence and third-party workplace reports of on-the-job performance by the candidate.

Holistic assessment with other units relevant to the industry sector, workplace and job role is recommended.

Assessing employability skills

Employability skills are integral to effective performance in the workplace and are broadly consistent across industry sectors. How these skills are applied varies between occupations and qualifications due to the different work functions and contexts.

Employability skills embedded in this unit should be assessed holistically with other relevant units that make up the skill set or qualification and in the context of the job role.

Required Skills and Knowledge

This section describes the essential skills and knowledge and their level, required for this unit.

The following skills must be assessed as part of this unit:

communication and interpersonal skills to provide effective support and motivation to a team and overcome communication barriers

planning and organisational skills to ensure activities and initiatives important to team development are integrated into own work planning

literacy skills to interpret a wide range of operational workplace information and develop clear and articulate team plans

time management skills

problem solving and decision making skills.

The following knowledge must be assessed as part of this unit:

roles of and functions performed by supervisors and managers

different leadership styles and the characteristics of effective leadership

principles of teamwork, including characteristics of effective teams, roles and attributes of team members, organisation of teams, potential team problems and the benefits of effective teamwork

role and theories of motivation and their application to different workplace contexts

typical causes of workplace conflict, including cultural differences

impact of conflict on the role of leaders

organisational structure and group dynamics

formal and informal communication methods and application

legislative issues that impact on team management, including equal employment opportunity (EEO), diversity, anti-discrimination and unfair dismissal

types of plans and planning processes.

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 in the performance criteria is detailed below.

Plans and objectives may be short, medium or long-term and relate to:

sales targets

performance targets for a particular project

increased productivity

meeting key performance indicators

organisational strategies

operational activities

task management

contingency management.

Team may be:

project-based

permanent teams

paid workers

volunteers.

Expectations, roles and responsibilities may include:

nature and scope of work

relationships with others in the workplace and interdependent areas of activity

roles of leaders and managers, including information provision, decision making, planning and organising, and monitoring staff

expectations around communication

reporting requirements.

Innovative approaches may include:

making suggestions about better ways of doing things

alerting colleagues to the potential of new technologies

trying new approaches to old problems

seeking information or ideas from unexpected places.

Open and supportive communication styles may include:

planned and unplanned exchanges of information

providing open access to documents

using technology to support effective communication, e.g. email groups

involving others in developing solutions

being prepared to declare own need for assistance

providing constructive feedback.

Information from the wider environment which may affect the team may include:

overall organisation objectives

rationale for management decisions

changes in organisation policies

marketing information and targets

business performance information, including financial

technology updates

plans for new equipment

training developments.

Opportunities for individual development may include:

internal training and professional development

external training and professional development

change in job responsibilities

opportunity for greater autonomy or responsibility

formal promotion.

Recognition and reward for team members may include:

informal acknowledgment

acknowledgment to the whole team of an individual's good performance

presentation of awards

written report to management

incentive initiatives.