Unit of competency Outline

Date retreived
22/07/2026 8:58 PM AWST

Whilst all efforts are made to provide accurate and timely information from the relevant source/documentation, please be aware that the information supplied may not be the most current version. The accuracy of the detail has not been confirmed by the Department and therefore should not be relied upon without first confirming the contents.

Support performance-management processes

Support performance-management processes

Unit of competency
National Code
BSBHRM403B
State Code
WG082
TGA Status
Replaced
DTWD Status
Replaced
Current Release Number
1.00
Current Release Date
18/03/2013
View on TGA
State Implementation and Classification
Approved Date
11/04/2013
Field of Education
080303 - Human Resource Management
Original Release Date
11/04/2013
Nominal Hours
40
Description
This unit describes the performance outcomes, skills and knowledge required to assist in the effective implementation of a performance-management system and to facilitate employee performance.The unit involves assisting with administrative infrastructure, providing information and advice, and facilitating review mechanisms.Please note that this unit does not address the line management responsibilities of performance management addressed in BSBMGT502B Manage people performance.
Notes
Elements and Performance Criteria
1. Review performance-management infrastructure
  • 1.1 Ensure that all positions have current position descriptions specifying key requirements of the role
  • 1.2 Assist in reviewing the performance-management system to ensure it aligns with the strategic direction of the organisation
  • 1.3 Ensure that managers have provided reports of performance indicators that are consistent with the position description requirements
  • 1.4 Check that performance appraisal meetings are held in line with organisational timeframes, that correct documentation has been completed, and that necessary parties have recorded agreement
  • 1.5 Check that appropriate organisational procedures have been followed for acknowledging good performance and addressing under-performance
  • 1.6 Provide advice and support where there is dissention about performance appraisal outcomes
2. Promote performance-management system
  • 2.1 Clarify goals and methods of the performance-management system to employees
  • 2.2 Promote the performance-management system to stakeholders
  • 2.3 Arrange or deliver training or instruction in how to use the performance-management system
  • 2.4 Encourage ongoing and regular feedback on personnel performance as well as formal performance appraisals
3. Recommend improvements to performance-management system in response to collated data
  • 3.1 Review performance-management documentation to establish trends or problem areas requiring attention
  • 3.2 Review patterns in skill or performance gaps and consider requirements and options for performance development
  • 3.3 Assist in revising policies and procedures where necessary
  • 3.4 Suggest improvements to the performance-management system
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.

Position descriptions may also be known as or include:
duty statements
job specifications
role statements.
Performance appraisal meetings may consider:
data from tailored software
feedback from peers, those whose performance has been reviewed, customers and clients
key performance indicators
perspectives of the manager and the person being reviewed
qualitative and quantitative measurement of performance.
Acknowledgement may include:
monetary rewards, such as:
additional superannuation
bonuses
incentives
innovative motor vehicle and other salary packaging opportunities
salary increases
nonmonetary rewards, such as:
conference registrations
purchase of special equipment
training.
Promoting the performance-management system may include explaining:
employee motivation and engagement strategies
financial and other consequences of managing under-performance
how performance management links to business objectives
impact of high and low performing staff
links between performance management and learning and development
links between quality and costs
system benefits.
Performance development may include:
action learning sets
job rotation
mentoring or coaching
pairing with more experienced staff
shadowing
training.
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 ability to:

support the implementation of the performance-management system and analyse its strengths and weaknesses
provide information about the performance-management system
explain the benefits of effective performance management and how it links with performance development.
Context of and specific resources for assessment
Assessment must ensure:

access to samples of documents and resources normally used in a workplace performance-management process.
Method of assessment
A range of assessment methods should be used to assess practical skills and knowledge. The following examples are appropriate for this unit:

assessment of reports on performance management
demonstration of techniques in providing advice on performance feedback
direct questioning combined with review of portfolios of evidence and third-party workplace reports of onthejob performance by the candidate
observation of presentations on performance-management systems
evaluation of documentation outlining training or instruction provided in using the performance-management system
oral or written questioning to assess knowledge of rewards and incentive schemes.
Guidance information for assessment
Holistic assessment with other units relevant to the industry sector, workplace and job role is recommended, for example:

other units from the Certificate IV in Human Resources.
Replaces
State Code National Code Title Type
D0733 BSBHRM403A Support performance management process Unit of competency
Replaced By
State Code National Code Title Type
AUJ49 BSBHRM403 Support performance management process Unit of competency