Elements and Performance Criteria

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.
Supervisory role may include:
team leadership
cultural leadership
positive role modelling
mentoring
training
assessment
performance management
offering a wide range of support oriented to:
achieving work related goals
individual and team development
guidance in personal or career growth
advice in adjusting to a culturally different work environment
positive reinforcement and guidance
positive role modelling
workplace cultural support and advocacy
identifying and applying relevant organisational policies, procedures and ethical standards
developing and working with culturally diverse supporting networks
establishing open working relationships
identifying aspects of the work environment that may contribute to cultural conflict
working with individuals to identify:
goals and objectives
strengths
barriers to workforce participation
support networks
providing appropriate support to achieve personal and career goals
Support may include:
information, strategies and resources oriented to:
successfully adjusting to a culturally different work environment
achieving skills development and work related goals
individual and team development
personal or career growth
positive reinforcement and guidance
positive role modelling
workplace cultural support and advocacy
mentoring
referral to specialist support agencies including:
health
drug and alcohol services
language, literacy and numeracy
financial
accommodation
family
transport
Expectations and conditions may include:
requirements of policies and procedures
job descriptions and employment conditions
workplace code of conduct
training and competency assessment
agreement on the role of mentoring and role models
active involvement of parties in the goal setting process and the development and review of personal management plans
relevant relationships with family and community
relationship with team members and management
Stakeholders may include:
industry experts
trainees
management
trainers
community leaders and members
Relationships and conditions may include:
informal workplace development program based on support from personal relationships
formal mentoring process associated with a contracted apprenticeship or traineeship, involving a formal training and development plan
the role of buddies, peer support and role models
individual management plans
performance management and feedback
Appropriate networks may include:
advisors with special knowledge of cultural practices, history, relationships and obligation relevant to members of the work team including:
leaders in the relevant culture community
team members belonging to the culture
special culture consultants
human resource consultants
role models
mentors
trainers
wellbeing services
health, drug and alcohol monitoring services
Performance expectations may include:
individual management plans
agreed performance standards
individual and team goals and targets
skills development and competencies
personal and team objectives and productivity
career opportunities and development
Decision making may include:
personal and family aspirations
work experiences
further training and education
career development and progression
application for promotion positions
consensus decision making
financial security
Cultural differences may include:
the effects of the history of contact between Indigenous and European cultures and its impact on current cross cultural issues including:
traditional lifestyle and values
cultural cohesiveness and divisions
racism
assumptions
stereotyping
differences specific to individuals and communities including:
work and family values
ways of communicating
language
individual and collective responsibilities
taboos and prohibitions
death in family or community
personal and workplace expectations
experiences with drugs and alcohol
experience with the justice system
relationships and communication between members of a culture group
relationships and status in the community and the workplace
family history, connections and responsibilities
cultural knowledge and influence
cultural politics
tribal justice
ceremonies
sorry business
Barriers may include:
confusion and conflict
misunderstandings
discrimination and stereotyping
perceived and real inconsistencies in behaviour and treatment
poor self esteem, social withdrawal and isolation
conflict between work and family expectations and obligations
avoidance relationships within kinship systems such as poison cousins
poor literacy and numeracy
feelings of shame and inadequacy
limited exposure and experience
conflict of values
language
different learning and working styles
workplace culture
Changes may include:
adjustments to individual management plan
alternative duties and rosters
different mentoring arrangements
different levels of support and resources
implementing recommendations from advisors
adjustments in response to personal and family obligations
work locations
accommodation
financial management
new training and work experiences
Tension and conflict may include:
perception of nepotism and favouritism
racism
clash of values
inconsistent behaviour and responses
failure of communication
conflicting expectations
false or misleading assumptions
stereotyping
concepts of identity
concepts of belonging and group behaviour
Work practices, objectives and workplace outcomes may include:
work routines and timeframes
management and supervision
roles and responsibilities
compliance with policies and procedures
relationship with authority
work effectiveness and behaviour
levels of literacy and numeracy
communication
employee retention
induction, training and skills development
career progression
Strategies may include:
taking time to develop personal relationships and trust with individual team members
developing trust and credibility through honest and reliable communication and actions
fair and open feedback and advice
taking account of personal styles in learning and working
flexible allowances made in times and rosters
separating or combining individuals and groups
clarification and review of objectives
negotiated individual management plans
recognising and acknowledging good work performance
respecting confidences and personal sensitivities
taking the initiative when team members don't promote themselves
being aware of personal and family needs and issues
building networks with communities
seeking and respecting advice and leadership from cultural experts
recognising and rewarding talent
Benefits may include:
increased levels of commitment, engagement and confidence
team harmony and mutual respect
increased productivity and worksite safety
development of workplace competence and self-confidence
skills recognition and job satisfaction
improved retention and career progression
developing insight into organisational culture, attitudes and expected behaviours
supportive environment in which strengths, weaknesses, successes and failures can be evaluated
improved networking opportunities and support
improved relations with local communities

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
The evidence required to demonstrate competency in this unit must be relevant to worksite operations and satisfy all of the requirements of the performance criteria, required skills and knowledge and the range statement of this unit and include evidence of the ability to:
prepare personal development plans in partnership with Indigenous team members that reflect both individual and organisational goals and performance outcomes
monitor and review the performance and development of Indigenous team members through performance feedback and addressing barriers to progress
identify and respond to cultural needs, obligations, identity and values
address potential and experienced conflict in the workplace
identify community networks, and liaise with relevant workplace networks to provide support and resources for Indigenous team members
report and recommend on effective support and outcomes for Indigenous team members
Context of and specific resources for assessment
This unit must be assessed in the context of the work environment. Assessment may occur in a simulated environment provided it is realistic and sufficiently rigorous to cover all aspects of workplace performance, including task skills, task management skills, contingency management skills and job role environment skills.
Assessment of this competency requires resources that reflect a culturally diverse environment that includes Indigenous employees. Selection and use of resources for particular worksites may differ due to the site circumstances and local Indigenous issues.
The assessment environment should not disadvantage the participant. For example, language, literacy and numeracy demands of assessment should not be greater than those required on the job.
Customisation of assessment and delivery environment should sensitively accommodate cultural diversity.
Aboriginal people and other people from a non English speaking background may have second language issues
Where applicable, physical resources should include equipment modified for people with disabilities. Access must be provided to appropriate learning and/or assessment support when required.
It is recommended that this unit be assessed with advice from appropriate Indigenous cultural advisers who may be included on an assessment panel.
Method of assessment
This unit may be assessed in a holistic way with other units of competency. The assessment strategy for this unit must verify required knowledge and skill and practical applications using more than one of the following assessment methods:
written and/or oral assessment of the candidate's required knowledge of specific cultural issues and strategies in undertaking the support and supervision of individual Indigenous employees and diverse work teams. This may include case studies to demonstrate the candidate's ability to develop strategies for effectively supporting and supervising diverse groups in particular industry and cultural contexts.
observed, documented and/or first hand testimonial evidence of the candidate's:
implementation of appropriate requirement, procedures and techniques for the safe, effective and efficient achievement of required outcomes
identification of the relevant information and scope of the work required to meet the required outcomes
identification of viable options and the selection of individual and group process management that best meet the required outcomes
consistent achievement of required outcomes
first hand testimonial evidence of the candidate's:
working with others to undertake and complete the support and supervision of individual Indigenous employees and diverse work teams
provision of clear and timely required support and advice on the management of Indigenous employees and diverse work teams
Guidance information for assessment
Consult the SkillsDMC User Guide for further information on assessment including access and equity issues.