Elements and Performance Criteria

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.
Internal and external factors within the organisation's operating environmentmay include:
changed financial or political circumstances
government policies
downsizing or organisation restructuring
future directions for the organisation
opportunities for outsourcing
changes in legislation or core business activities
changes in activities or aspirations of customers
changes in environmental and sustainability practices
organisational changes
labour market shortages
hard to fill positions
hard to attract staff
changes in demographic and social trends
existing skill base in relation to achievement of corporate goals
Workforce datamay include:
analysis of the size, shape and structure of the current workforce
projected future workforce requirements
performance management issues
turnover
separation
transition
redeployment levels
Forward planning toolsmay include:
supply and demand forecasting
scenario planning
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
Legislative and policy requirementsmay 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
environmental and sustainability policies
government policy
codes of conduct
Strategies to manage the workforcemay include:
recruitment and induction
performance management
learning and development
rotation
acting opportunities
strategies to reduce the incidence of turnover/separation
Sources of information for evaluationmay include:
workforce profile
basic statistical analyses
interviews with stakeholders
surveys
focus groups interviews
research on existing programs
solicited and unsolicited feedback
organisational reviews
workforce management data
exit interviews

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:
PSPETHC701A Lead and influence ethical practice in the public sector
PSPHR703A Provide leadership in strategic human resource management
PSPMNGT701B Provide strategic direction
PSPMNGT702A Influence and shape diversity management
PSPMNGT703A Lead and influence change
PSPMNGT704A Undertake enterprise risk management
PSPPOL701A Influence strategic policy
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)
strategic human resource plans formulated in a range of (2 or more) contexts (or occasions, over time)
Resources required to carry out assessment
These resources include:
strategic planning guidelines
legislation, policies and procedures relating to strategic human resource planning
workplace information such as mission, vision, strategic and business goals
workplace scenarios and case studies to capture the range of situations likely to be encountered when formulating strategic human resource plans
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 formulating strategic plans, including coping with difficulties, irregularities and breakdowns in routine
strategic human resource plans formulated in a range of (2 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
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