Unit of competency Outline
Date retreived
22/07/2026 1:59 PM AWST
22/07/2026 1:59 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.
Manage employment relations
Manage employment relations
Unit of competency
National Code
PSPHR614A
PSPHR614A
State Code
C8155
C8155
TGA Status
Deleted
Deleted
DTWD Status
Deleted
Deleted
State Implementation and Classification
Approved Date
07/07/2014
Field of Education
080303 - Human Resource Management
Original Release Date
07/07/2014
Nominal Hours
50
Description
This unit covers the requirement to build and maintain the commitment of employees to achieving the goals of the organisation through effective employment relations. It includes developing and managing the implementation of employment relations strategies and plans, and negotiating employment arrangements.In practice, managing employment relations overlaps with other generalist and specialist workplace activities such as managing diversity, managing policy implementation, facilitating workforce effectiveness, managing human resource development etc.No licensing, legislative, regulatory or certification requirements apply to this unit at the time of publication
Notes
Elements and Performance Criteria
1. Develop employment relations strategies and plans
- 1.1 Analysis of present and future requirements within the organisation is undertaken using a variety of information sources, consultations with key stakeholders and consideration of good practice models of employment relations.
- 1.2 Employment relations strategies and plans are developed to address the full range of employment issues in accordance with organisational requirements.
- 1.3 Strategies and plans are developed in accordance with organisational policy and legislative requirements and are integrated with other key human resource functions and areas.
- 1.4 Changes within the organisation's operating environment which will impact upon the organisation's employment relations are identified and responses are formulated.
2. Negotiate employment arrangements
- 2.1 A negotiation framework is developed and agreed with the parties.
- 2.2 Documentation and advice are developed and disseminated to raise organisational awareness.
- 2.3 Responses are sought from employment relations bodies/representatives to gauge acceptance and to identify the nature and cause of any potential disputes.
- 2.4 Changes in the negotiating position are determined and endorsement of these is sought from key stakeholders.
- 2.5 An advocacy role is undertaken to represent the negotiating position and to resolve disputes which may arise.
- 2.6 Employment arrangements are agreed with stakeholders in accordance with organisational policy and procedures and legislative requirements.
3. Manage implementation of employment relations strategies and plans
- 3.1 Employment relations strategies and plans are implemented in accordance with organisational policy and procedures.
- 3.2 Systems are developed and implemented to monitor the effectiveness of employment relations strategies and plans 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 employment relations strategies and plans are monitored and responses are formulated.
- 3.4 Adjustments to strategies and plans are implemented as a result of monitoring and/or changed internal/external trends and/or events.
- 3.5 Employment relations strategies and plans are monitored to gauge their effectiveness in providing support to staff involved in implementation.
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.
Sources of informationmay include:
basic statistical analyses
interviews with stakeholders
surveys
focus groups interviews
research on existing programs
solicited and unsolicited feedback
organisational reviews
workforce management data
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
inter-agency forums
union and association representatives
boards of management
government
Ministers
Employment relations strategies and plansmay include initiatives which aim to:
develop and maintain the commitment of employees in times of change
promote effective communication within the organisation
develop and maintain effective negotiation and consultation processes with groups and individuals
link pay and performance
identify conditions and entitlements
link performance and professional development
determine work value
differentiate work levels and classification structures
develop effective grievance and disciplinary processes
Employment relations strategies and plansmay be expressed in:
workplace and enterprise bargains
certified agreements
Australian workplace agreements
awards
public service agreements
policies and guidelines
Employment issuesmay include:
terms and conditions of employment
national legislative and compliance requirements
awards
collective/workplace bargaining
enterprise bargaining
certified agreements
Australian workplace agreements
conciliation and arbitration
impact of labour market forces especially on equity and diversity
work value
classification of jobs, roles, levels
linking pay to performance
unfair dismissals
grievances
Policy and legislative requirementsmay include:
Commonwealth and State/Territory legislation including equal employment opportunity, anti-discrimination and industrial relations law
national and international codes of practice and standards
the organisation's policies and practices
government policy
codes of conduct
An advocacy rolemay include:
written or oral advocacy
Employment arrangementsmay include:
industrial instruments:
awards
workplace and enterprise bargains
certified agreements
Australian workplace agreements
public service agreements
Internal and external factorsmay include:
changed financial or political circumstances
downsizing or organisation restructuring
retention of high performing employees
opportunities for outsourcing changes in legislation or core business activities
changes in activities or aspirations of customers
organisational changes
labour market
Sources of informationmay include:
basic statistical analyses
interviews with stakeholders
surveys
focus groups interviews
research on existing programs
solicited and unsolicited feedback
organisational reviews
workforce management data
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
inter-agency forums
union and association representatives
boards of management
government
Ministers
Employment relations strategies and plansmay include initiatives which aim to:
develop and maintain the commitment of employees in times of change
promote effective communication within the organisation
develop and maintain effective negotiation and consultation processes with groups and individuals
link pay and performance
identify conditions and entitlements
link performance and professional development
determine work value
differentiate work levels and classification structures
develop effective grievance and disciplinary processes
Employment relations strategies and plansmay be expressed in:
workplace and enterprise bargains
certified agreements
Australian workplace agreements
awards
public service agreements
policies and guidelines
Employment issuesmay include:
terms and conditions of employment
national legislative and compliance requirements
awards
collective/workplace bargaining
enterprise bargaining
certified agreements
Australian workplace agreements
conciliation and arbitration
impact of labour market forces especially on equity and diversity
work value
classification of jobs, roles, levels
linking pay to performance
unfair dismissals
grievances
Policy and legislative requirementsmay include:
Commonwealth and State/Territory legislation including equal employment opportunity, anti-discrimination and industrial relations law
national and international codes of practice and standards
the organisation's policies and practices
government policy
codes of conduct
An advocacy rolemay include:
written or oral advocacy
Employment arrangementsmay include:
industrial instruments:
awards
workplace and enterprise bargains
certified agreements
Australian workplace agreements
public service agreements
Internal and external factorsmay include:
changed financial or political circumstances
downsizing or organisation restructuring
retention of high performing employees
opportunities for outsourcing changes in legislation or core business activities
changes in activities or aspirations of customers
organisational changes
labour market
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 unit 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
PSPGOV605A Persuade and influence opinion
PSPHR617A Manage redeployment
PSPHR619A Manage remuneration strategies and plans
PSPLEGN601B Manage compliance with legislation in the public sector
PSPMNGT604B Manage change
PSPMNGT605B Manage diversity
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)
employment relations managed in a range of (2 or more) contexts (or occasions, over time)
Resources required to carry out assessment
These resources include:
legislation, policy, procedures and guidelines relating to employment relations
workplace scenarios and case studies
contemporary models for employment relations
industrial instruments
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 employment relations strategies, including coping with difficulties, irregularities and breakdowns in routine
employment relations managed in a range of (2 or more) employment relations contexts
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
questioning
scenarios
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
Units to be assessed together
Pre-requisite units that must be achieved prior to this unit:Nil
Co-requisite unit 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
PSPGOV605A Persuade and influence opinion
PSPHR617A Manage redeployment
PSPHR619A Manage remuneration strategies and plans
PSPLEGN601B Manage compliance with legislation in the public sector
PSPMNGT604B Manage change
PSPMNGT605B Manage diversity
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)
employment relations managed in a range of (2 or more) contexts (or occasions, over time)
Resources required to carry out assessment
These resources include:
legislation, policy, procedures and guidelines relating to employment relations
workplace scenarios and case studies
contemporary models for employment relations
industrial instruments
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 employment relations strategies, including coping with difficulties, irregularities and breakdowns in routine
employment relations managed in a range of (2 or more) employment relations contexts
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
questioning
scenarios
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 |
|---|---|---|---|
| C3427 | PSPHR604A | Manage employee relations strategies and plans | Unit of competency |
| State Code | National Code | Title | Type |
|---|---|---|---|
| J325 | PSP60412 | Advanced Diploma of Government (Human Resources) | Qualification |
| C810 | PSP60404 | Advanced Diploma of Government (Human Resources) | Qualification |