• BSBFLM303C - Contribute to effective workplace relationships

Contribute to effective workplace relationships

This unit describes the performance outcomes, skills and knowledge required to gather information and maintain effective working relationships and networks, with particular regard to communication and representation.No licensing, legislative, regulatory or certification requirements apply to this unit at the time of endorsement.


Frontline managers have a key role in contributing to efficient and effective work teams within the context of the organisation. They play a prominent part in motivating, mentoring, coaching and developing team cohesion through providing leadership for the team and forming the bridge between the management of the organisation and the team members.

At this level, work will normally be carried out within known routines, methods and procedures which require the exercise of some discretion and judgement.

This unit is related to BSBWOR401A Establish effective workplace relationships.

Elements and Performance Criteria



1. Seek, receive and communicate information and ideas

1.1. Collect information associated with the achievement of work responsibilities from appropriate sources

1.2. Communicate ideas and information to diverse audiences in an appropriate and sensitive manner

1.3. Seek contributions from internal and external sources to develop and refine new ideas and approaches in accordance with organisational processes

1.4. Facilitate consultation processes to allow employees to contribute to issues related to their work, and promptly communicate outcomes of consultation to the work team

1.5. Promptly deal with and resolve issues raised, or refer them to relevant personnel

2. Encourage trust and confidence

2.1. Treat people with integrity, respect and empathy

2.2. Encourage effective relationships within the framework of the organisation's social, ethical and business standards

2.3. Gain and maintain the trust and confidence of colleagues, customers and suppliers through competent performance

2.4. Adjust interpersonal styles and methods in relation the to organisation's social and cultural environment

3. Identify and use networks and relationships

3.1. Identify and utilise workplace networks to help build relationships

3.2. Identify and describe the value and benefits of networks and other work relationships for the team and the organisation

4. Contribute to positive outcomes

4.1. Identify difficulties and take action to rectify the situation within own level of responsibility according to organisational and legal requirements

4.2. Support colleagues in resolving work difficulties

4.3. Regularly review workplace outcomes and implement improvements in consultation with relevant personnel

4.4. Identify and resolve poor work performance within own level of responsibility and according to organisational policies

4.5. Deal constructively with conflict, within the organisation's established processes

Required Skills

Required skills

ability to relate to people from a range of social, cultural and ethnic backgrounds and physical and mental abilities

coaching and mentoring skills to provide support to colleagues

functional literacy skills to access and use workplace information

relationship management and communication skills to:

interpret information from a variety of people

respond to unexpected demands from a range of people

gain the trust and confidence of colleagues

deal with people openly and fairly

forge effective relationships with internal and/or external people.

Required knowledge

principles and techniques associated with relationship management, including:

developing trust and confidence

behaving consistently in work relationships

identifying the cultural and social environment

identifying and assessing interpersonal styles

establishing networks

identifying and resolving problems

handling conflict

managing poor work performance

monitoring and improving work relationships

using anti-discrimination/bias strategies and making contributions

relevant legislation from all levels of government that may affect business operation, especially in regard to:

occupational health and safety and environmental issues

equal opportunity

industrial relations


Evidence Required

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 and evidence required to demonstrate competency in this unit

Evidence of the following is essential:

using culturally appropriate communication techniques to share work-based information with teams and individuals in accordance with organisation policies

developing networks and building team relationships

regularly reviewing workplace outcomes to identify and resolve issues and implement improvements within own level of responsibility and according to organisational policies.

Context of and specific resources for assessment

Assessment must ensure:

access to appropriate documentation and resources normally used in the workplace.

Method of assessment

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

direct questioning combined with review of portfolios of evidence and third party workplace reports of on-the-job performance by the candidate

oral or written questioning to assess knowledge and understanding of principles of relationship management and organisation's social, ethical and business standards

presentation of examples of actions taken by the candidate to build networks and contribute to positive workplace relationships and outcomes.

Guidance information for assessment

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

other management or frontline managementunits.

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.

Information may include:

archived, filed and historical background data

electronic or manual transmission

individual and team performance data

marketing and customer-related data

organisation policies and procedures

planning and organisational documents including the outcomes of continuous improvement and quality assurance

written or verbal communications

Sources of information may be:

external, such as:

external customers

web based resources


internal, such as:

supervisors, managers and peers

organisation policies and procedures

workplace documents

Diverse audiences may include:

persons with specific social, cultural and other needs that require a range of strategies and approaches including adjusting communication

Consultation processes may include:

feedback to the work team and relevant personnel in relation to outcomes of the consultation process

opportunity for employees to contribute ideas and information

Relevant personnel may include:

OHS committees and OHS representatives

people with specialist responsibilities

supervisors, managers and other employees

union representatives/groups

The organisation's social, ethical and business standards may refer to:

implied standards such as honesty and respect relative to the organisation culture and generally accepted within the wider community

rewards and recognition for high performing staff

standards expressed in legislation and regulations such as anti-discrimination legislation

written standards such as those expressed in:

vision and mission statements


code of workplace conduct/behaviour

dress code

statement of workplace values

Colleagues, customers and suppliers may include:

employees at the same level and more senior managers

internal and external contacts

people from a wide variety of social, cultural and ethnic backgrounds

team members

Workplace networks may be:

formal or informal

individuals or groups

internal or external

structured or unstructured

Workplace outcomes may include:

OHS processes and procedures

performance of the work team

Poor work performance may relate to:

self or work team; or it may extend to the organisation as a whole


Unit sector

Competency Field

Management and Leadership - Frontline Management

Employability Skills

This unit contains employability skills.

Licensing Information

Not applicable.