Unit of competency Outline

Date retreived
22/07/2026 5:03 AM AWST

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Facilitate people management

Facilitate people management

Unit of competency
National Code
PSPMNGT603B
State Code
C8208
TGA Status
Replaced
DTWD Status
Replaced
Current Release Number
3.00
Current Release Date
01/11/2012
View on TGA
State Implementation and Classification
Approved Date
08/07/2014
Field of Education
080399 - Business And Management, N.e.c.
Original Release Date
08/07/2014
Nominal Hours
60
Description
This unit covers the implementation of people management strategies, plans and processes within the business unit in cooperation with specialist human resources personnel. It includes undertaking human resource planning, managing the performance of individuals, managing learning and development, managing grievance procedures, counselling employees and managing employee rehabilitation.In practice, people management occurs in the context of other generalist and specialist public sector work activities such as facilitating workforce effectiveness, managing diversity, managing client service, acting ethically, ensuring compliance with legislation etc.This unit is one of four units dealing with people performance in the Working in Government and Management Competency fields of the Training Package. Related units are:PSPGOV315B Give and receive workplace feedbackPSPGOV416A Monitor performance and provide feedbackPSPGOV519A Manage performanceThis unit replaces and is equivalent to PSPMNGT603A Facilitate people management.No licensing, legislative, regulatory or certification requirements apply to this unit at the time of publication
Notes
Elements and Performance Criteria
1. Undertake human resource planning
  • 1.1 Human resource needs are determined/reviewed in accordance with the organisation's short- and long-term needs, the anticipated business unit needs and the allocated budget.
  • 1.2 Existing competencies of staff are compared with the needs of the business unit and plans to address shortfalls are developed.
  • 1.3 Alternatives to staffing levels are developed which meet key provisions of the human resource plan.
  • 1.4 Staff are recruited, selected and separated in accordance with business needs.
  • 1.5 Organisational strategy is translated into performance goals and objectives.
2. Manage the performance of individuals
  • 2.1 Performance management criteria are linked to business unit, strategic and operational goals, are identified in accordance with the organisation's performance management system and agreed in consultation with staff.
  • 2.2 Performance requirements are confirmed with staff and performance management processes are applied in accordance with the performance management system.
  • 2.3 Performance management processes are equitable and implemented in accordance with legislative requirements, and organisational policy and practices.
  • 2.4 Performance management/appraisal meetings, interviews and discussions are conducted within the principles of industrial democracy and participative, consultative processes.
  • 2.5 Outstanding performance and performance below agreed standards are identified and responded to in a constructive and timely manner, in accordance with organisational policy and practices to maximise the effectiveness of workplace performance.
  • 2.6 Staff are motivated to improve their work performance through regular feedback, reflecting and acting on workplace experiences, coaching and mentoring arrangements, and through organisational reward and recognition strategies where these exist.
3. Manage learning and development
  • 3.1 Performance improvement strategies are developed that identify current learning needs and anticipate future requirements.
  • 3.2 Areas identified for improvement are addressed through selection and implementation of learning and development strategies to suit a diverse workforce.
  • 3.3 Information about learning and development activities is promoted to staff.
  • 3.4 Learning and development are managed equitably to maximise outcomes for the organisation and individuals.
4. Manage grievance procedures
  • 4.1 Grievances and complaints are managed promptly and in a manner which optimises the likelihood of a positive outcome.
  • 4.2 Individuals rights and obligations under industrial awards/agreements and legislation are documented and communicated in a clear and concise manner.
  • 4.3 Meetings and interviews are conducted within the principles of industrial democracy and participative, consultative processes.
5. Counsel employees
  • 5.1 Counselling is offered to support employees in relation to work difficulties, career aspirations and personal difficulties.
  • 5.2 Techniques and counselling style are chosen that are appropriate to the situation and cater for a diverse workforce base.
  • 5.3 Active listening skills are applied to formulate responses to employees.
  • 5.4 Referrals to appropriate support professionals and agencies are made to facilitate employee performance and well-being.
  • 5.5 Outcomes are documented and employee confidentiality is maintained in accordance with organisational requirements.
6. Manage employee rehabilitation
  • 6.1 Establishment of a return to work program is coordinated for an injured employee in consultation with the employee and a rehabilitation specialist.
  • 6.2 A system is established to monitor the return to work program.
  • 6.3 Injured employee is effectively engaged through all parts of the return to work program.
  • 6.4 Records of the work program are maintained in accordance with organisational policy and legislative requirements.
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.
Business unit may refer to
a program
sub-program
cost centre
area
division
branch
production unit or section located within the organisation
Recruitment and selection processes may include
job analysis
job description
job evaluation
recruitment advertising
use of external agencies
application processing
competency profiling
job classifications
Separation of staff may include
transfer
termination
redeployment
Performance management refers to
planning and review of the on-the-job performance of individuals and groups of employees
Performance requirements may include
performance expectations
explicit standards for performance of tasks
performance targets and timeframes
role responsibilities
goals
strategies
measures
performance agreements
finding a work-life balance
Performance management processes may include:
planning
measurement
reviews and appraisals
monitoring
evaluation
feedback
Legislative requirements and organisational policies and practices may include:
Commonwealth and State/Territory legislation including equal employment opportunity and anti-discrimination law
national and international codes of practice and standards
the organisation's policies and practices
government policy
codes of conduct
Performance appraisal methods may include:
supervisor/employee
peer
360 degree
Responses to performance may include:
counselling
discipline
reward
recognition
documenting performance issues
later follow-up
Development of individuals and teams may be through:
mentoring and coaching
action learning sets
counselling
seminars, conferences and workshops
approved leave to gain skills/experiences
tertiary courses
in-house courses
computer-based courses
higher duties
job exchange
industry experience
secondments
Information about development opportunities may be communicated through:
written documentation
manuals
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
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
PSPGOV602B Establish and maintain strategic networks
PSPLEGN601B Manage compliance with legislation in the public sector
PSPMNGT615A Influence workforce effectiveness
PSPPOL603A Manage policy implementation
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)
effective people management strategies in a range of (3 or more) contexts (or occasions, over time)
Resources required to carry out assessment
These resources include:
people management procedures, protocols and guidelines
legislation relating to people management in the public sector
case studies and workplace scenarios to capture the range of situations likely to be encountered when facilitating people management in the public sector
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 facilitating people management, including coping with difficulties, irregularities and breakdowns in routine
effective people management strategies 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
women
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
portfolios
projects
questioning
scenarios
simulation or role plays
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
Replaces
State Code National Code Title Type
C3442 PSPMNGT603A Facilitate people management Unit of competency
Replaced By
State Code National Code Title Type
AWU59 PSPMGT002 Facilitate people management Unit of competency