Unit of competency Outline

Date retreived
22/07/2026 10:52 AM AWST

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Lead and manage people

Lead and manage people

Unit of competency
National Code
SIRXMGT003A
State Code
S6156
TGA Status
Deleted
DTWD Status
Deleted
Current Release Number
2.00
Current Release Date
13/06/2012
View on TGA
State Implementation and Classification
Approved Date
20/06/2014
Field of Education
080303 - Human Resource Management
Original Release Date
20/06/2014
Nominal Hours
30
Description
This unit describes the performance outcomes, skills and knowledge required to lead and manage teams.
Notes
Elements and Performance Criteria
1. Lead the team.
  • 1.1.Ensure leadership style reflects the store image and culture.
  • 1.2.Create an environment in which team members are motivated to achieve high standards of performance.
  • 1.3.Analyse and evaluate personal leadership style in terms of effects on motivation and performance of team members.
2. Lead by example.
  • 2.1.Demonstrate high standards of personal performance.
  • 2.2.Demonstrate willingness to confront difficult situationsand problems.
  • 2.3.Use honest, open consultation to facilitate communication with team members.
  • 2.4.Deal with difficult situations fairly, openly and promptly according to store policy and procedures.
3. Develop and communicate team objectives.
  • 3.1.Develop clear, accurate and relevant team objectives, including expected performance standards.
  • 3.2.Ensure objectives are achievable within designated time limits and according to resources available.
  • 3.3.Explain objectives clearly and at a level and pace appropriate to team members.
  • 3.4.Regularly review objectives, according to team or store policy changes.
  • 3.5.Encourage team members to provide feedback on objectives and to clarify areas of uncertainty.
4. Establish, develop and improve teams.
  • 4.1.Access relevant information to develop plans based on accurate assessment of current competencies and career aspirations, according to current and future store requirements.
  • 4.2.Assist and encourage individuals to take responsibility for their self-development.
  • 4.3.Ensure team building and development plans contain clear, realistic objectives.
  • 4.4.Minimise unproductive friction between team members.
  • 4.5.Take collaborative approach with team members, colleagues and management to establish constructive relationships.
  • 4.6.Encourage team members to offer ideas, views or suggestions.
  • 4.7.Recognise suggestions offered by team members, and provide explanations if proposals rejected.
  • 4.8.Recognise outstanding achievements.
  • 4.9.Ensure promises and undertakings to team are realistic and honoured.
  • 4.10.Give team members appropriate support in areas that may affect work performance and morale.
5. Develop self.
  • 5.1.Identify own current competencies and development needs according to current position description and future career aspirations.
  • 5.2.Develop realistic, achievable and challenging objectives and regularly review them.
  • 5.3.Accept responsibility for achieving self-development objectives.
  • 5.4.Regularly review own progress and performance with appropriate personnel.
  • 5.5.Use feedback received to improve future performance.
6. Delegate responsibility and authority.
  • 6.1.Clearly define team and individual responsibilities and limits of responsibility according to store policy.
  • 6.2.Provide information in a manner and at a pace appropriate for the individual.
  • 6.3.Ensure delegation is unambiguous, explicit and able to be carried out within a designated timeframe.
  • 6.4.Negotiate resources and implementation methods effectively with team members.
  • 6.5.Ensure support and resources available are accessible and sufficient for the needs of the operation.
  • 6.6.Review delegation regularly and revise as required.
7. Consult with team.
  • 7.1.Clearly and concisely communicate policies, plans, problems and solutions to team according to store policy.
  • 7.2.Demonstrate active and clear communication to team on store policy and operational issues.
  • 7.3.Clearly establish meeting purposes.
  • 7.4.Present information clearly.
  • 7.5.Encourage positive contributions from all members of group.
  • 7.6.Allocate discussion time to items according to importance, urgency or complexity.
  • 7.7.Ensure leadership style is appropriate for purpose and membership of group.
  • 7.8.Record decisions accurately and act upon them as required.
  • 7.9.Perform written and verbal communication in a clear and concise manner according to store policy.
8. Support the team.
  • 8.1.Actively support staff, colleagues and management within store policy guidelines in situations involving store policies or operations.
  • 8.2.Actively support team members in achievement of realistic goals.
  • 8.3.Actively focus team members towards store plans and targets.
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 in the performance criteria is detailed below.
Store image and culture may relate to:
range of products and services
personal and store presentation
organisational structure, including own position and role within the structure
chain of command
workplace policy and procedures
organisational values
mission statement
workplace goals.
Team members may:
come from a variety of social, cultural or ethnic backgrounds
vary in literacy and numeracy skills
vary in competencies.
Difficult situations and problems may include:
unsafe work practices
dealing with difficult customers
dealing with customer complaints
resolving staff conflict
managing emergency situations.
Communication may include:
verbal
individuals or groups
formal or informal meetings
written correspondence, memos
email, fax, telephone
use of languages other than English including local community languages, Indigenous languages and visual languages such as sign language.
Store policy and procedures in regard to:
staff development, people management and leadership style
conflict resolution and grievance procedures.
Resources may include:
training materials
equipment
relevant information.
Feedback may be sought and given:
verbally
in languages other than English including local community languages, Indigenous languages and visual languages such as sign language
in writing
in groups
individually.
Sources of relevant information may include:
personal observation and experience
colleagues, supervisors and managers
personnel documentation and files
unions
industry associations
industry publications
internet
information services
industry contacts, mentors and advisers.
Competencies may include:
customer service skills
communication skills
conflict resolution skills
team building skills
industry specific skills.
Appropriate personnel may include:
supervisor and manager
team members.
Methods used to record decisions may include:
manual
digital
allocated proformas.
The evidence guide provides advice on assessment and must be read in conjunction with the performance criteria, required skills and knowledge, the range statement and the Assessment Guidelines for this Training Package.
Critical aspects for assessment and evidence required to demonstrate competency in this unit
Evidence of the following is essential:
establishes effective and collaborative teams to achieve common objectives
manages teams to perform effectively and collaboratively by:
using a leadership style that supports store image, culture and business strategic direction
creating an environment to achieve high standards
maintaining effective communication with staff
leading by example
consulting honestly and openly
dealing with difficult situations fairly, openly and promptly
evaluates, analyses and enhances own leadership style
evaluates and improves the effective performance of teams
leads teams in an effective, open, consultative and supportive manner
delegates appropriate responsibility and authority to team members.
Context of and specific resources for assessment
Assessment must ensure access to:
a retail work environment
relevant documentation, such as:
store policy and procedures on people management and staff development
team and company objectives
a team.
Methods of assessment
A range of assessment methods should be used to assess practical skills and knowledge. The following examples are appropriate for this unit:
observation of performance in the workplace
third-party reports from a supervisor
customer feedback
written or verbal questioning to assess knowledge and understanding
review of portfolios of evidence and third-party workplace reports of on-the-job performance.
Guidance information for assessment
Holistic assessment with other units relevant to the industry sector, workplace and job role is recommended.
Replaces
State Code National Code Title Type
N0720 WRRPM3B Lead and manage people Unit of competency