Contribute to team effectiveness

This specifies the outcomes required to by frontline managers to contribute to the effectiveness of the work team. It involves planning with the team to meet expected outcomes, developing team cohesion, participating in and facilitating the work team, and communicating with the management of the organisation.No licensing, legislative, regulatory or certification requirements apply to this unit at the time of endorsement.


Frontline managers have a key role in developing efficient and effective work teams within the context of the organisation. They play a prominent part in motivating, mentoring, coaching and developing team cohesion by 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, and may also involve a number of complex or non routine activities that require some discretion and judgement.

Elements and Performance Criteria



1. Contribute to team outcomes

1.1. Consult team members to identify team purpose, roles, responsibilities, goals, plans and objectives

1.2. Support team members to meet expected outcomes

2. Support team cohesion

2.1. Encourage team members to participate in the planning, decision making and operational aspects of the work team to their level of responsibility

2.2. Encourage team members to take responsibility for their own work and to assist each other in undertaking required roles and responsibilities

2.3. Provide feedback to team members to encourage, value and reward team members' efforts and contributions

2.4. Identify and address issues, concerns and problems identified by team members to relevant persons as required

3. Participate in work team

3.1. Actively encourage and support team members to participate in team activities and communication processes and to take responsibility for their actions

3.2. Support the team to identify and resolve problems which impede its performance

3.3. Utilise own contribution to work team to serve as a role model for others and enhance the organisation's image within the work team, the organisation and with clients/customers

4. Communicate with management

4.1. Maintain open communication with line manager/management at all times

4.2. Communicate information from line manager/management to the team

4.3. Communicate unresolved issues to line manager/management and follow-up to ensure action is taken in response to these matters

Required Skills

Required skills

Required skills

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

communication skills, including listening

basic training skills, including mentoring and coaching

planning and organising skills

problem solving skills




self aware










Required knowledge

Required knowledge

relevant legislation from all levels of government that affects business operation, especially in regard to occupational health and safety and environmental issues, equal opportunity, industrial relations and anti-discrimination

organisational policies and procedures

organisational goals, objectives and plans at both tactical and strategic levels

organisational structure including organisational chart

learning and development options available within and through organisation

a general understanding of the principles and techniques of:

group dynamics and processes




individual behaviour and difference

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:

demonstrate leadership in contributing to team plans

lead and facilitate teamwork

actively communicate with management

manage communication within the team

induct new team members

implement performance management system

handle problems

Context of and specific resources for assessment

Assessment must ensure:

that this unit can be assessed in the workplace or in a closely simulated work environment

access by the learner and trainer to appropriate documentation and resources normally used in the workplace

where assessment is part of a learning experience, evidence will need to be collected over a period of time, involving both formative and summative assessment

that examples of actions taken by candidate to contribute to team effectiveness are provided

Method of assessment

A range of assessment methods should be used to assess 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

Records produced from working in a team, such as:


minutes or records of meetings

work journals or diaries

learning and development plans developed with team members

records of actions taken to address issues raised by team members

Guidance information for assessment

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

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.

Legislation, codes and national standards relevant to the workplace may include:

award and enterprise agreements and relevant industrial instruments

relevant legislation from all levels of government that affects business operation, especially in regard to occupational health and safety (OHS) and environmental issues, equal opportunity, industrial relations and anti-discrimination

relevant industry codes of practice

OHS considerations may include:

provision of information about OHS legislative requirements, guidelines and the organisation's OHS policies, procedures and programs

training of all employees in health and safety procedures

participation in the regular update of OHS systems and procedures

changes to work practices, procedures and the working environment which impact on OHS

Team purpose, roles, responsibilities, goals, plans and objectives may include:

goals for individuals and the work team

expected outcomes and outputs

individual and team performance plans and Key Performance Indicators (KPIs)

action plans, business plans and operational plans linked to strategic plans

OHS responsibilities

Feedback may refer to:

communication of ideas and thoughts which focus on specific tasks, outcomes, decisions, issues or behaviours

formal/informal gatherings between team members where there is discussion on work-related matters

Relevant persons may include:

frontline manager's direct superior or other management representatives


designated personnel e.g. safety officer

Responsibility for their actions may involve:

individuals and teams

individual and joint actions

Communication may include:

verbal, written or electronic communication


formal/informal interaction

Line manager/management may refer to:

frontline manager's direct superior or other management representatives

Unresolved issues may include:

issues, concerns and tensions

problems related to work roles and responsibilities

grievances and complaints

any matters affecting workplace relationships and team cohesion


Unit sector

Competency Field

Management and Leadership - Frontline Management services

Employability Skills

This unit contains employability skills.

Licensing Information

Not applicable.