• PSPHR616A - Manage performance management system

Manage performance management system

This unit covers the management of an organisation's performance management system to review and enhance employee performance. It includes developing a new or existing performance management framework, developing performance management processes, and managing the implementation of these processes.In practice, managing a performance management system overlaps with other generalist and specialist workplace activities such as managing diversity, managing policy implementation, facilitating workforce effectiveness, managing human resource development.No licensing, legislative, regulatory or certification requirements apply to this unit at the time of publication


Not applicable.


Not applicable.

Elements and Performance Criteria



1. Develop performance management framework

1.1 Goals, objectives and required outcomes for the organisation's performance management framework are determined/confirmed in consultation with key stakeholders to improve the work effectiveness of the organisation.

1.2 The performance management framework is established/developed through consideration of existing good practice models and is integrated with other key human resource functions and areas.

1.3 The framework is linked to the organisation's operating context and strategic direction and developed through consultation with key stakeholders.

1.4 Key performance management elements are included in the framework.

1.5 The framework is developed based on the principles of natural justice, equity and fairness.

2. Develop performance management processes

2.1 Performance management processes are developed which utilise performance standards established and validated by key stakeholders.

2.2 The processes are structured to provide for ongoing two-way communication between the performance manager, the employee, key stakeholders and clients.

2.3 Inclusive processes are developed to respond to the needs of the range of business units, position types and diverse employee working styles represented within the organisation.

2.4 The processes are structured to be flexible enough to allow for changes in the organisation's operating context and strategic direction.

2.5 Options for dealing with inappropriate, over- or under-performance are detailed in the processes.

2.6 Information and advice is provided to facilitate effective implementation and assessment of processes.

3. Manage implementation of performance management processes

3.1 An implementation plan is agreed in consultation with key stakeholders.

3.2 Systems are managed to monitor the effectiveness of performance management processes in accordance with contractual obligations, legislation, organisational policy and needs, and in consultation with managers.

3.3 External and/or internal trends or events which have an effect on the organisation's performance management processes are monitored and responses are formulated.

3.4 Adjustments to processes are implemented as a result of monitoring and/or changed internal/external trends and/or events.

3.5 Processes are monitored to gauge their effectiveness in providing support to staff involved in implementation.

Required Skills

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

Skill requirements

Look for evidence that confirms skills in:

engaging in effective consultation with stakeholders

training, coaching, mentoring and facilitation

undertaking conflict resolution, negotiation and counselling

using a variety of words and language structures to explain complex ideas to different audiences

interpreting and explaining complex, formal documents and assisting others to apply them in the workplace

preparing written advice and reports requiring reasoning and precision of expression

responding to diversity, including gender and disability

applying occupational health and safety procedures in the context of managing a performance management system

Knowledge requirements

Look for evidence that confirms knowledge and understanding of:

the performance management concept within an organisational context

key components of performance management processes

grievance procedures

freedom of information, privacy, confidentiality

development strategies to support performance management processes

organisational goals, policies and procedures

the concept of diversity and its integration within and across all human resource functions and areas

equal employment opportunity, equity and diversity principles

the relationships between human resource functions

human resource policies and practices

national and/or international models of good practice in performance management

jurisdictional legislation applying to human resources, including occupational health and safety and environment

Evidence Required

The Evidence Guide specifies the evidence required to demonstrate achievement in the unit of competency as a whole. It must be read in conjunction with the Unit descriptor, Performance Criteria, the Range Statement and the Assessment Guidelines for the Public Sector Training Package.

Units to be assessed together

Pre-requisite units that must be achieved prior to this unit:Nil

Co-requisite units that must be assessed with this unit:Nil

Co-assessed units that may be assessed with this unit to increase the efficiency and realism of the assessment process include, but are not limited to:

PSPETHC601B Maintain and enhance confidence in public service

PSPGOV601B Apply government systems

PSPGOV604A Foster leadership and innovation

PSPGOV605A Persuade and influence opinion

PSPHR603B Provide advisory and mediation services

PSPHR615A Manage human resource development strategies

PSPHR619A Manage remuneration strategies and plans

PSPLEGN601B Manage compliance with legislation in the public sector

PSPMNGT611A Manage evaluations

PSPMNGT615A Influence workforce effectiveness

Overview of evidence requirements

In addition to integrated demonstration of the elements and their related performance criteria, look for evidence that confirms:

the knowledge requirements of this unit

the skill requirements of this unit

application of the Employability Skills as they relate to this unit (see Employability Summaries in Qualifications Framework)

performance management system managed in a range of (3 or more) contexts (or occasions, over time)

Resources required to carry out assessment

These resources include:

legislation, policies and procedures relating to performance management system development and management in the public sector

workplace scenarios and case studies to capture the range of situations likely to be encountered when managing a performance management system

performance management guidelines and other relevant workplace materials

Where and how to assess evidence

Valid assessment of this unit requires:

a workplace environment or one that closely resembles normal work practice and replicates the range of conditions likely to be encountered when managing performance management processes, including coping with difficulties, irregularities and breakdowns in routine

performance management system managed in a range of (3 or more) contexts (or occasions, over time)

Assessment methods should reflect workplace demands, such as literacy, and the needs of particular groups, such as:

people with disabilities

people from culturally and linguistically diverse backgrounds

Aboriginal and Torres Strait Islander people


young people

older people

people in rural and remote locations

Assessment methods suitable for valid and reliable assessment of this competency may include, but are not limited to, a combination of 2 or more of:

case studies




authenticated evidence from the workplace and/or training courses

For consistency of assessment

Evidence must be gathered over time in a range of contexts to ensure the person can achieve the unit outcome and apply the competency in different situations or environments

Range Statement

The Range Statement provides information about the context in which the unit of competency is carried out. The variables cater for differences between States and Territories and the Commonwealth, and between organisations and workplaces. They allow for different work requirements, work practices and knowledge. The Range Statement also provides a focus for assessment. It relates to the unit as a whole. Text in bold italics in the Performance Criteria is explained here.

Stakeholders may include:

all those individuals and groups both inside and outside the organisation that have some direct interest in the organisation's behaviour, actions, products and services such as:

users of the human resource service

employees at all levels of the organisation

other public sector organisations

union and association representatives

boards of management



Key performance management elementsmay include:





work level standards

common language for standards and appraisals

reward and recognition strategies

professional development strategies

career management strategies

under-performance policy

grievance processes

Performance management refers to:

planning and review of the on-the-job performance of individuals and groups of employees

Performance management processes may include:



reviews and appraisals





performance agreements

learning and development plans

Information about performance management processesmay be distributed through:

written documentation


policy and procedure statements, guides

information brochures and pamphlets

oral advice and guidance

one-on-one meetings

small group meetings

telephone contact and/or electronic mail

training programs

Legislation and policy may include:

Commonwealth and State/Territory legislation including equal employment opportunity, anti-discrimination and employment law

national and international codes of practice and standards

the organisation's policies and practices

government policy

codes of conduct

codes of ethics

public sector standards

security policy and procedures

Internal and external factors impacting upon performance management processes may include:

emerging human resource development needs

changed financial or political circumstances

downsizing or organisation restructuring

opportunities for outsourcing changes in legislation or core business activities

changes in activities or aspirations of customers

organisational changes

labour market


Not applicable.

Competency Field

Human Resource Management.

Employability Skills

This unit contains employability skills.

Licensing Information

Not applicable.