Elements and Performance Criteria

The Range of Variables statement provides details of the scope of the Elements and Performance Criteria to allow for differences within enterprises and workplaces, including practices, knowledge and requirements. The Range of Variables also provides a focus for assessment and relates to the unit as a whole. The variables listed should be considered indicative rather than exhaustive and should be used as applicable to the job role or function.

General Contexts may include but are not limited to
Type of products and services provided
Business policy and procedures with regard to the acquisition and sale of products and services
Size, type and location of business
Business merchandise range
Strategic measurement and evaluation systems and processes
Characteristics of the specific product(s) or service(s)
Management structure and communication relationships
Business service range
Customers including other businesses or end consumers serviced through business customers or directly
Varying levels of staff training
Worksite specific context, variations and environments

Workplace Contexts may include but are not limited to
Workplace-specific guidelines, policies and practices
Conditions of service, legislation and industrial agreements
Consultative processes may involve
Staff members
Teams
Management
Union representatives
Industrial relations, Occupational Health & Safety specialists
Other professional or technical staff
Relevant personnel may vary with context, level of employment, ascribed duties, nature of enquiry or response required.

Applicable State/ Territory/ Commonwealth regulations and legislation may include but are not limited to
Occupational Health and Safety
Workplace relations
Workers compensation
Industry codes of practice
License, patent or copyright arrangements
Environmental protection legislation
Equal Employment Opportunity and anti-discrimination law
Emergency procedures
Transport, storage and handling of goods
Goods and Services Tax
Australian Competition and Consumer Commission provisions
Trade Practices Act

Sources of information may include but are not limited to
Legislation and regulations
Work procedures and internal manuals
Company operating procedures and instructions
Manufacturer's specifications
Supplier and/ or customer instructions
Manifests
Codes of practice
Quality assurance systems, procedures and policies
Awards, workplace agreements, and other industrial arrangements
Oral/ verbal communication including face to face, telephone, Internet, radio, and such like
Written instructions and communication such as data exchange, letters, e-mails
Non-verbal communication
Feedback
Safety instructions and workplace signage
Direct or indirect
Electronic or hard copy
Policy and protocols

Work site environment factors may include but are not limited to
Key elements of a commercial strategy may include
Consultation with key stakeholders
Expenditure budget meets organisational requirements for probity
Procurement process agreed by users, documented, and meets legal and probity requirements
Approvals obtained
Contractual arrangements that capture and address identified risks, protection of all parties, and include performance indicators which provide the basis for due performance

Major competitor activity may include changes to
Market share
Positioning with local businesses
Price
Quality
Volume of sales
Presentation or merchandising of products or services
Sales
Customer retention figures
Shift in sales demographics

Brand may encompass
Product brands
Company brands
Supplier brands
Registered trade marks
Registered brands
Intellectual property

Territory may be defined by
Size, type and location of businesses
Demographic parameters
Territory size, location and geographic spread
Business/ account customers

Territory reports may include information on
Competitor activities
Recalls
Product problems
Display disputes
Business customer requests
End consumer complaints

Sales objectives/ targets for a sales team may vary with
Brand type
Marketing campaigns
Product and/ or service
Merchandising/ sales strategy
Territory sales
Promotional strategies and their duration, cycle, territory coverage and product or service focus.

Equipment and sales team support requirements may include
Uniforms
Pay
Consumables
Transportation
Merchandising/ promotional materials

Types of plans may include but not be limited to
Sales
Marketing
Strategic
Business
Purchasing/ procurement
Disposal
Human resource
Public relations
Contingency
Risk management
Environmental

Modelling sales and service vales may involve
Job behaviours
Coaching
Observation/ job shadowing
Demonstrations
Communication
Reflection and discussion

Meetings may be
Single location - face to face
Multi-locational (eg. Videoconferencing or virtual means, Internet)
Minuted or informal

Business outcomes may include
Key performance indicators
Strategic objectives
Price
Market and sales indicators
Brand value
Quality standards and criteria
Performance benchmarks
Milestones

The following components of the Evidence Guide relate directly to the Performance Criteria and the Range of Variables for the unit of competency and will inform and provide guidance for assessment of the unit in the workplace and/or training program. This Evidence Guide must be read in conjunction with the Assessment Guidelines for the National Wholesale Training Package.

Critical aspects of evidence
Assessment requires evidence of the following be collected:
Model and activate positive behaviours and attitudes in work team (lead by example)
Set and communicate performance standards
Evaluate and amend leadership style to work team, contingencies and performance context
Sales team understanding of sale targets and individual performance requirements
Feedback and consultative processes and mechanisms (eg. meetings) with the work team and with key personnel external to the team
Manage effective service coverage of a territory
Attainment of sales targets for a territory

Interdependent assessment of units
This unit may be assessed independently or in conjunction with unit
WRWSL408A Train sales team operatives.

Underpinning knowledge and skills
Display knowledge in terms of job role or function:
Understand the difference between behaviours that reinforce positive models and those that undermine positive behaviours
'Modelling' positive attitudes and behaviours
Effective communication techniques
Team formation techniques
Territory coverage profiles
Leadership styles
Interpersonal skills within a team context
Training and mentoring team members
Delegation and decision making
Apply leadership, interpersonal and communication skills in a team and job context
Occupational health and safety aspects of job
Relevant commercial law and legislation

Display skills in terms of job role or function, including the ability to:
Set territory sales targets that link to sales, marketing and strategic plans
Resolve breakdowns in communication
Agree to detail, formats and deadlines for reports
Monitor budgets and resource expenditure
Conduct sales team meetings effectively
Model sales and service values and behaviour
Analysis and reporting skills
Plan and organise task completion for self and team
Set and monitor team outcomes

Resource Implications
Access to required assessment evidence, time spent with assessee in assessment, competency outcomes and appropriate assessment facilities.

Consistency in performance
The assessment method should be conducted over time to cover all elements and performance criteria, across a range of variables.
Work practices should be in accordance with safe operating procedures to minimise the risk of injury to self or others or damage to goods, equipment or products.

Context for assessment
Assessment may occur on the job, or off-the-job though industry has identified that it is appropriate for this unit to be assessed in the workplace.