Formats and tools
- Unit Description
- Reconstruct the unit from the xml and display it as an HTML page.
- Assessment Tool
- an assessor resource that builds a framework for writing an assessment tool
- Assessment Template
- generate a spreadsheet for marking this unit in a classroom environment. Put student names in the top row and check them off as they demonstrate competenece for each of the unit's elements and performance criteria.
- Assessment Matrix
- a slightly different format than the assessment template. A spreadsheet with unit names, elements and performance criteria in separate columns. Put assessment names in column headings to track which performance criteria each one covers. Good for ensuring that you've covered every one of the performance criteria with your assessment instrument (all assessement tools together).
- Wiki Markup
- mark up the unit in a wiki markup codes, ready to copy and paste into a wiki page. The output will work in most wikis but is designed to work particularly well as a Wikiversity learning project.
- Evidence Guide
- create an evidence guide for workplace assessment and RPL applicants
- Competency Mapping Template
- Unit of Competency Mapping – Information for Teachers/Assessors – Information for Learners. A template for developing assessments for a unit, which will help you to create valid, fair and reliable assessments for the unit, ready to give to trainers and students
- Observation Checklist
- create an observation checklist for workplace assessment and RPL applicants. This is similar to the evidence guide above, but a little shorter and friendlier on your printer. You will also need to create a seperate Assessor Marking Guide for guidelines on gathering evidence and a list of key points for each activity observed using the unit's range statement, required skills and evidence required (see the unit's html page for details)
- Self Assessment Survey
- A form for students to assess thier current skill levels against each of the unit's performance criteria. Cut and paste into a web document or print and distribute in hard copy.
- Moodle Outcomes
- Create a csv file of the unit's performance criteria to import into a moodle course as outcomes, ready to associate with each of your assignments. Here's a quick 'how to' for importing these into moodle 2.x
- Registered Training Organisations
- Trying to find someone to train or assess you? This link lists all the RTOs that are currently registered to deliver PSPMNGT702A, 'Influence and shape diversity management'.
- Google Links
- links to google searches, with filtering in place to maximise the usefulness of the returned results
- Books
- Reference books for 'Influence and shape diversity management' on fishpond.com.au. This online store has a huge range of books, pretty reasonable prices, free delivery in Australia *and* they give a small commission to ntisthis.com for every purchase, so go nuts :)
Elements and Performance Criteria
ELEMENT | PERFORMANCE CRITERIA |
1. Influence organisational culture | 1.1 The strategic advantage of diversity to the core business of the organisation, the organisation's strategic goals and the demographic profile of the client base is reflected in the leadership position adopted on all matters related to the organisation's human resources. 1.2 Diversity strategies and performance indicators are embedded in organisational strategies, policies and senior management performance agreements to mainstream workplace diversity as 'the way we do business' rather than an added requirement. 1.3 Initiatives to attract and advance the position of equity groups within the organisation are supported and resourced in accordance with the organisation's diversity objectives. 1.4 Diversity education is embedded in induction, on-the-job learning and professional development opportunities provided to staff to support the development of a diverse workforce responsive to a diverse client base. 1.5 Staff with a range of attributes that are reflective of a diverse workforce are recruited, developed and deployed in accordance with organisational policies and procedures, and legislative requirements to maximise the organisation's strategic advantage. 1.6 Organisational culture, working relationships, business outcomes and client feedback are monitored and positive diversity achievements are identified and celebrated in accordance with organisational policy. |
2. Provide strategic direction in diversity management | 2.1 Future trends and issues that may impact upon workplace diversity are identified, analysed and communicated to senior management, business unit and line managers. 2.2 Different leadership styles are modelled and promoted for application in different contexts with a diverse workforce and client base. 2.3 The current and future diversity needs of the organisation are identified, and the development of strategies is initiated to address gaps in accordance with organisational policy and procedures. 2.4 Key stakeholders are kept informed, in a manner suited to their needs, of what constitutes good practice in the area of diversity management and its potential impact on the organisation. |
3. Formulate strategic diversity priorities for the organisation | 3.1 Strategic priorities are formulated in consultation with key stakeholders in the organisation and the community, and set out a shared vision for the future that provides challenging but realistic objectives to address equity and diversity issues and maximise outcomes. 3.2 Strategic priorities are identified that support overall government diversity policy and are embedded in performance measures to encourage staff to be creative and innovative in their approach to attaining the organisation's diversity objectives. 3.3 Strategic priorities are communicated to stakeholders using a variety of strategies tailored to their needs and purposes and in such a way as to attract their support. 3.4 Implementation is monitored to ensure strategic diversity priorities are addressed through related business unit and individual objectives. 3.5 Stakeholders are engaged to contribute to the evaluation of outcomes, and strategies are continued, enhanced or replaced, based on feedback and supporting organisational data. |