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.
Workforce diversity data may include:
age
gender
diversity profile
competency profile
qualifications
Workforce datamay include:
absenteeism
age profile of staff
complaints
conference leave
costs associated with under-staffing
current functions, services and workplace practices
grievances
hard to fill jobs
learning and development
leave - annual, sick, recreation, personal
leave without pay
number, gender and diversity of staff at each classification level and across business units
permanent versus temporary versus contract workforce
recruitment and retention
staff nearing retirement
staff retention rates
staff satisfaction/dissatisfaction
staff turnover
study leave
sustainability practices
use of employee assistance program
vacancies
Scenario planningis:
a process for outlining the possible future as far as the organisation is concerned and developing a plan for dealing with that future. The uncertainty of both the forecasting process and the future itself may make it desirable to draw up a number of different scenarios. It is often advantageous to assign a degree of probability to a range of competing scenarios, for example, optimistic (best case scenario) or pessimistic (worst case scenario)
Results may include:
matrix of required skills
Managers may include:
line managers
business unit managers
senior executives
Aspects of workforce planningmay include:
downsizing
human resource forecasts
job redesign
labour market projections
organisational design
recruitment
retention strategies
skill set availability
succession planning
supply and demand forecasting
sustainability/environmental practice requirements
workforce capability requirements
Future workforce planning and management issuesmay include:
future workforce requirements (size and skill set)
projected labour shortages
projected skill shortages
interventions to address projected shortages
over-supply
hard to recruit jobs
retention of skilled staff
diverse workforce composition
environmental and sustainability practices
Succession planning is:
'... more than fingering a slate of replacements for certain positions. It is a deliberate and systematic effort to project leadership requirements, identify a pool of high potential candidates, develop leadership competencies in those candidates through intentional learning experiences, and then select leaders from among the pool of potential leaders' National Academy of Public Administration, Washington (1997)
Succession planning strategymay include:
inclusion of future development opportunities in position descriptions to encourage future progression
Candidate pools may be identified through:
leadership assessment activities
Legislation, policy and procedures may include:
Commonwealth and State/Territory legislation including equal employment opportunity, anti-discrimination and privacy law
national and international codes of practice and standards
the organisation's policies and practices
government policy
environmental/sustainability policies
codes of ethics/conduct
Succession processesmay include:
expressions of interest
formal interview process
acceptance into a candidate pool
learning and development
shadowing
coaching
mentoring

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:
PSPETHC501B Promote the values and ethos of public service
PSPGOV502B Develop client services
PSPGOV505A Promote diversity
PSPGOV507A Undertake negotiations
PSPGOV511A Provide leadership
PSPGOV512A Use complex workplace communication strategies
PSPLEGN501B Promote compliance with legislation in the public sector
PSPPM501B Design complex projects
PSPPM502B Manage complex projects
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)
workforce planning and succession strategies implemented in a range of (3 or more) contexts (or occasions, over time)
Resources required to carry out assessment
These resources include:
legislation, policies and procedures
workplace scenarios and case studies
forecasting models
workforce data for analysis
workforce planning guidelines and other relevant workplace materials
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 implementing workforce planning and succession strategies, including coping with difficulties, irregularities and breakdowns in routine
workforce planning and succession strategies implemented 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
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