Elements and Performance Criteria

The Range Statement adds definition to the unit by elaborating critical or significant aspects of the performance requirements of the unit. The Range Statement establishes the range of indicative meanings or applications of these requirements in different operating contexts and conditions. The specific aspects which require elaboration are identified by the use of italics in the Performance Criteria.
Legislation, codes and national standards relevant to the workplace may include:
award and enterprise agreements and relevant industrial instruments
relevant legislation from all levels of government that affects business operation, especially in regard to occupational health and safety (OHS) and environmental issues, equal opportunity, industrial relations, anti-discrimination and record keeping standards and legislation
relevant industry codes of practice
OHS considerations may include:
provision of information about OHS legislative requirements, guidelines and the organisation's OHS policies, procedures and programs
OHS practice as an ethical standard and legislative requirement
training of all employees in health and safety procedures, and updating of records
Team purpose, roles, responsibilities, goals, plans and objectives may include:
goals for individuals and the work team
expected outcomes and outputs
individual and team performance plans and Key Performance Indicators (KPIs)
action plans, business plans and operational plans linked to strategic plans
OHS responsibilities
Consultation may refer to:
attending meetings, interviews, brainstorming sessions and using email/intranet communications, newsletters or other processes and devices which ensure that all employees have the opportunity to contribute to team and individual effectiveness
using mechanisms used to provide feedback to the work team in relation to outcomes of consultation
Responsibility for own work may involve:
individuals and teams
individual and joint actions
Feedback may refer to:
informal communication of ideas and thoughts on specific tasks, outcomes, decisions, issues or behaviours
formal/informal gatherings between team members where there is communication on work related matters
Relevant persons may include:
frontline manager's direct superior or other management representatives
colleagues
OHS committees and other people with specialist responsibilities
Communication may include:
verbal, written or electronic communication
face-to-face
formal/informal interaction
Line manager/management may refers to:
frontline manager's direct superior or other management representatives
The Range Statement adds definition to the unit by elaborating critical or significant aspects of the performance requirements of the unit. The Range Statement establishes the range of indicative meanings or applications of these requirements in different operating contexts and conditions. The specific aspects which require elaboration are identified by the use of italics in the Performance Criteria.
Legislation, codes and national standards relevant to the workplace may include:
award and enterprise agreements and relevant industrial instruments
relevant legislation from all levels of government that affects business operation, especially in regard to occupational health and safety (OHS) and environmental issues, equal opportunity, industrial relations, anti-discrimination and record keeping standards and legislation
relevant industry codes of practice
OHS considerations may include:
provision of information about OHS legislative requirements, guidelines and the organisation's OHS policies, procedures and programs
OHS practice as an ethical standard and legislative requirement
training of all employees in health and safety procedures, and updating of records
Team purpose, roles, responsibilities, goals, plans and objectives may include:
goals for individuals and the work team
expected outcomes and outputs
individual and team performance plans and Key Performance Indicators (KPIs)
action plans, business plans and operational plans linked to strategic plans
OHS responsibilities
Consultation may refer to:
attending meetings, interviews, brainstorming sessions and using email/intranet communications, newsletters or other processes and devices which ensure that all employees have the opportunity to contribute to team and individual effectiveness
using mechanisms used to provide feedback to the work team in relation to outcomes of consultation
Responsibility for own work may involve:
individuals and teams
individual and joint actions
Feedback may refer to:
informal communication of ideas and thoughts on specific tasks, outcomes, decisions, issues or behaviours
formal/informal gatherings between team members where there is communication on work related matters
Relevant persons may include:
frontline manager's direct superior or other management representatives
colleagues
OHS committees and other people with specialist responsibilities
Communication may include:
verbal, written or electronic communication
face-to-face
formal/informal interaction
Line manager/management may refers to:
frontline manager's direct superior or other management representatives

The Evidence Guide provides advice to inform and support appropriate assessment of this unit. It contains an overview of the assessment requirements followed by identification of specific aspects of evidence that will need to be addressed in determining competence. The Evidence Guide is an integral part of the unit and should be read and interpreted in conjunction with the other components of competency. Assessment must reflect the endorsed Assessment Guidelines of the parent Training Package.
Overview of Assessment Requirements
A person who demonstrates competence in this unit must be able to provide evidence that they are able to demonstrate leadership in developing and implementing plans, in leading and facilitating teamwork and in actively liaising with management. They must also provide evidence that teamwork is actively promoted, supported and encouraged within the work team; and their own performance serves as a role model for others and enhances the organisation's image.
Specific Evidence Requirements
Required knowledge and understanding includes:
relevant legislation from all levels of government that affects business operation, especially in regard to occupational health and safety and environmental issues, equal opportunity, industrial relations and anti-discrimination
organisational policies and procedures
organisational goals, objectives and plans
organisational structure, including organisational chart
the principles and techniques associated with:
- leadership
- delegation and work allocation
- group dynamics and processes
- motivation
- goal setting
- planning
- negotiation
- individual behaviour and difference
Required skills and attributes include:
ability to relate to people from a range of social, cultural and ethnic backgrounds and physical and mental abilities
communication skills
basic training skills, including mentoring and coaching
planning and organising skills
problem solving skills
leadership skills
group facilitation skills
attributes:
- empathic
- communicative
- showing positive leadership
- self-aware
- supportive
- trusting
- open
- flexible
- accommodating
- initiating
- loyal
- recognising achievement
- fair
- adaptable
- assertive
- persuasive
Key competencies or generic skills relevant to this unit
The seven key competencies represent generic skills considered essential for effective work participation. Innovation skills represent a further area of generic competence. The bracketed numbering indicates the performance level required in this unit:
Level (1) represents the competence to undertake tasks effectively
Level (2) represents the competence to manage tasks
Level (3) represents the competence to use concepts for evaluating and reshaping tasks. The bulleted points provide examples of how the key competencies can be applied for this unit.
Communicating ideas and information (2)
communicating verbally to lead a team including negotiating, basic training, conducting meetings, questioning and discussing
communicating in writing, including report writing, communicating with management, identifying issues and concerns in writing
Collecting, analysing and organising information (2)
maintaining currency of own knowledge and skills and that of team members relevant to organisation planning
undertaking analysis following planning activities
using data collection and analysis for monitoring and review
Planning and organising activities (2)
planning for own work and that of team members including delegation and work allocation
Working in a team (2)
working with team members and providing leadership to team
working with line manager/management to represent team interests
Using mathematical ideas and techniques (1)
using calculation skills associated with data manipulation relevant to work of team, including financial data
Solving problems (2)
applying problem solving skills as required to address problems arising in leading team
Using technology (1)
using word processing packages, spreadsheets, databases, and other packages to produce written correspondence and reports related to operations and leadership of team
understanding assistive technologies, as necessary
Innovation skills (2)
developing an innovative approach to the implementation of strategies to improve team effectiveness
Products that could be used as evidence include:
documentation produced in managing people within the work team, such as:
- reports
- minutes or records of meetings
- work journals or diaries
- records of actions taken to address issues raised by team members
Processes that could be used as evidence include:
how communication process has been managed and how processes have been implemented to ensure that consultation takes place
examples of how team members were supported and encouraged to meet expected outcomes
examples of strategies which have been developed to develop and facilitate team cohesion
how performance plan was implemented
how team members were guided and supported in performing their role, including induction process for new team members
how performance management system was implemented within work team
how problems and issues within the work team were addressed
how input and advice was provided to management in relation to human resource management of the work team
how own people management processes were reviewed and evaluated, improvements identified, reported and acted upon
Resource implications for assessment include:
access by the learner and trainer to appropriate documentation and resources normally used in the workplace
Validity and sufficiency of evidence requires:
that this unit can be assessed in the workplace or in a closely simulated work environment
that where assessment is part of a learning experience, evidence will need to be collected over a period of time, involving both formative and summative assessment
that examples of actions taken by candidate to promote team effectiveness are provided
Integrated competency assessment means:
that this unit should be assessed with other frontline management units taken as part of this qualification, as applicable to the candidate's leadership role in a work team and as part of an integrated assessment activity
The Evidence Guide provides advice to inform and support appropriate assessment of this unit. It contains an overview of the assessment requirements followed by identification of specific aspects of evidence that will need to be addressed in determining competence. The Evidence Guide is an integral part of the unit and should be read and interpreted in conjunction with the other components of competency. Assessment must reflect the endorsed Assessment Guidelines of the parent Training Package.
Overview of Assessment Requirements
A person who demonstrates competence in this unit must be able to provide evidence that they are able to demonstrate leadership in developing and implementing plans, in leading and facilitating teamwork and in actively liaising with management. They must also provide evidence that teamwork is actively promoted, supported and encouraged within the work team; and their own performance serves as a role model for others and enhances the organisation's image.
Specific Evidence Requirements
Required knowledge and understanding includes:
relevant legislation from all levels of government that affects business operation, especially in regard to occupational health and safety and environmental issues, equal opportunity, industrial relations and anti-discrimination
organisational policies and procedures
organisational goals, objectives and plans
organisational structure, including organisational chart
the principles and techniques associated with:
- leadership
- delegation and work allocation
- group dynamics and processes
- motivation
- goal setting
- planning
- negotiation
- individual behaviour and difference
Required skills and attributes include:
ability to relate to people from a range of social, cultural and ethnic backgrounds and physical and mental abilities
communication skills
basic training skills, including mentoring and coaching
planning and organising skills
problem solving skills
leadership skills
group facilitation skills
attributes:
- empathic
- communicative
- showing positive leadership
- self-aware
- supportive
- trusting
- open
- flexible
- accommodating
- initiating
- loyal
- recognising achievement
- fair
- adaptable
- assertive
- persuasive
Key competencies or generic skills relevant to this unit
The seven key competencies represent generic skills considered essential for effective work participation. Innovation skills represent a further area of generic competence. The bracketed numbering indicates the performance level required in this unit:
Level (1) represents the competence to undertake tasks effectively
Level (2) represents the competence to manage tasks
Level (3) represents the competence to use concepts for evaluating and reshaping tasks. The bulleted points provide examples of how the key competencies can be applied for this unit.
Communicating ideas and information (2)
communicating verbally to lead a team including negotiating, basic training, conducting meetings, questioning and discussing
communicating in writing, including report writing, communicating with management, identifying issues and concerns in writing
Collecting, analysing and organising information (2)
maintaining currency of own knowledge and skills and that of team members relevant to organisation planning
undertaking analysis following planning activities
using data collection and analysis for monitoring and review
Planning and organising activities (2)
planning for own work and that of team members including delegation and work allocation
Working in a team (2)
working with team members and providing leadership to team
working with line manager/management to represent team interests
Using mathematical ideas and techniques (1)
using calculation skills associated with data manipulation relevant to work of team, including financial data
Solving problems (2)
applying problem solving skills as required to address problems arising in leading team
Using technology (1)
using word processing packages, spreadsheets, databases, and other packages to produce written correspondence and reports related to operations and leadership of team
understanding assistive technologies, as necessary
Innovation skills (2)
developing an innovative approach to the implementation of strategies to improve team effectiveness
Products that could be used as evidence include:
documentation produced in managing people within the work team, such as:
- reports
- minutes or records of meetings
- work journals or diaries
- records of actions taken to address issues raised by team members
Processes that could be used as evidence include:
how communication process has been managed and how processes have been implemented to ensure that consultation takes place
examples of how team members were supported and encouraged to meet expected outcomes
examples of strategies which have been developed to develop and facilitate team cohesion
how performance plan was implemented
how team members were guided and supported in performing their role, including induction process for new team members
how performance management system was implemented within work team
how problems and issues within the work team were addressed
how input and advice was provided to management in relation to human resource management of the work team
how own people management processes were reviewed and evaluated, improvements identified, reported and acted upon
Resource implications for assessment include:
access by the learner and trainer to appropriate documentation and resources normally used in the workplace
Validity and sufficiency of evidence requires:
that this unit can be assessed in the workplace or in a closely simulated work environment
that where assessment is part of a learning experience, evidence will need to be collected over a period of time, involving both formative and summative assessment
that examples of actions taken by candidate to promote team effectiveness are provided
Integrated competency assessment means:
that this unit should be assessed with other frontline management units taken as part of this qualification, as applicable to the candidate's leadership role in a work team and as part of an integrated assessment activity