Unit of competency Outline

Date retreived
22/07/2026 8:40 AM AWST

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Influence workforce effectiveness

Influence workforce effectiveness

Unit of competency
National Code
PSPMNGT615A
State Code
C8218
TGA Status
Deleted
DTWD Status
Deleted
Current Release Number
3.00
Current Release Date
01/11/2012
View on TGA
State Implementation and Classification
Approved Date
05/11/2014
Field of Education
080301 - Business Management
Original Release Date
05/11/2014
Nominal Hours
60
Description
This unit covers the competency to ensure the effectiveness of the workforce, whether staff or contractors, in promoting the attainment of strategic objectives. It includes providing leadership to individuals and work teams, creating a cooperative work environment, capitalising on workplace emotions, motivating the workforce to achieve quality results, and delegating work to achieve strategic objectives, and managing up.In practice influencing workforce effectiveness occurs in the context of other generalist or specialist work functions such as managing performance, managing diversity, managing change, managing client service.This unit is one of a series of 4 units of competency relating to working with others, located in the Competency fields of Working in Government and Management. Related units are:PSPGOV302B Contribute to workgroup activitiesPSPGOV404B Develop and implement work unit plansPSPGOV511A Provide leadershipThis unit replaces PSPMNGT601A Facilitate workforce effectiveness. The units are not equivalent as elements dealing with emotional intelligence and managing up have been added.No licensing, legislative, regulatory or certification requirements apply to this unit at the time of publication
Notes
Elements and Performance Criteria
1. Provide leadership to individuals and work teams
  • 1.1 The vision and strategic goals of the organisation that impact on the work area are identified and promoted.
  • 1.2 Workforce members are regularly consulted on business objectives, plans and operational issues to minimise role ambiguity and uncertainty.
  • 1.3 Roles, functions, responsibilities and work goals are defined in accordance with organisational requirements, and are communicated and agreed.
  • 1.4 Opportunities are provided for workforce members to clarify aspects of particular tasks, resolve issues and seek feedback or further direction.
  • 1.5 Encouragement is provided to develop new and innovative practices, procedures, processes, technologies and strategies in line with corporate values, vision and goals.
  • 1.6 Leadership is provided appropriate to changing priorities and situations and takes account of the specific needs of a diverse workforce.
2. Create a cooperative work environment
  • 2.1 Cooperation in the work environment is actively facilitated through balanced and fair work allocation and recognition of all contributions.
  • 2.2 Teams and individuals are encouraged to find styles of working which are consistent both with team and individual competencies, preferences and business unit objectives.
  • 2.3 Conflict management strategies are used to facilitate a cooperative work environment.
  • 2.4 Cooperative and productive relationships with individuals and teams are established.
  • 2.5 Leadership style and guidance that take into account the differing needs and background of a diverse workforce are used.
3. Monitor and respond to workplace emotions
  • 3.1 Emotional strengths and triggers are identified for self and others in the workplace, and communication, client service or work allocations are tailored to take account of these.
  • 3.2 Self-reflection and feedback is used to identify the effect on others of own emotions, and emotional control is exerted to model positive workplace behaviour.
  • 3.3 Opportunities are provided for others to express their thoughts and feelings, and emotions are taken into account in decision making to maintain a positive emotional climate in the workplace.
  • 3.4 Assistance is provided to others to identify the effect of emotions in the workplace and to develop and use their own emotional intelligence to build productive relationships and maximise workplace outcomes.
4. Motivate the workforce to achieve quality results
  • 4.1 Ways to motivate a diverse workforce are explored and matched to individual needs.
  • 4.2 Opportunities are identified for individuals to develop competencies required to meet work objectives.
  • 4.3 Individuals' career development requirements are recognised and balanced with team objectives.
  • 4.4 Feedback that is prompt, consistent and constructive and ongoing is provided on performance.
  • 4.5 Achievements are promoted and rewarded in a way which openly acknowledges the contribution of individuals and teams.
  • 4.6 Team building strategies are applied to strengthen individual and team commitment to organisational vision and work unit goals.
5. Delegate work to achieve business unit strategic objectives
  • 5.1 Work is delegated in accordance with individual competencies or as development opportunities arise, and sufficient information is communicated, resources allocated and support provided to enable tasks to be completed successfully.
  • 5.2 Responsibilities are delegated while still accepting accountability for their success/failure.
  • 5.3 Mechanisms for monitoring progress in achieving work goals are established and implemented in accordance with organisational policy and practices.
  • 5.4 Areas for improvement are determined collaboratively and improved processes/strategies are implemented.
  • 5.5 Tasks are delegated effectively to facilitate the attainment of business unit objectives and the continuous improvement of business processes.
  • 5.6 Up-to-date and accessible record of delegations is maintained in accordance with organisational policy and procedures.
6. Manage up
  • 6.1 People and influences outside the immediate work environment with the potential to affect work priorities, outcomes and resources are identified.
  • 6.2 Role relationships and responsibilities for managing up are analysed.
  • 6.3 Strategies are developed and implemented to ensure executives consider the operational consequences of policy changes.
  • 6.4 Strategies are used to engage support for public sector activities and ensure sufficient resources are provided to implement initiatives.
  • 6.5 Self-evaluation and feedback from others on own performance is used to continuously improve performance and outcomes.
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 members may include:
employees
consultants
external contractors
job rotation staff
trainees
Leadership refers to:
the process of influencing others to engage in work behaviours that facilitate the attainment of the business unit's strategic objectives
Business unit may refer to:
a program
sub-program
cost centre
area
division
branch
production unit or section located within the organisation
Emotional strengths may include ability to:
monitor and control negative emotions
recognise and respond to others' emotional states
see beyond an immediate emotional reaction to the real cause, rather than responding to the emotions on face value
Identification of emotions may need to take account of:
the varying cultural expressions of emotion
Others in the workplace may include:
management
staff
clients
contractors
Emotions may include:
anger
anxiety
apprehension
caring
confidence
depression
elation
enthusiasm
excitement
fear
happiness
inadequacy
joy
nervousness
over-confidence
pride
stress
under-confidence
unhappiness
Development of emotional intelligence may occur through:
mentoring
shadowing
coaching
training
simulation
Emotional intelligence is:
widely recognised as the ability of an individual to monitor their own and others' emotions in a social or work environment, to discriminate among the emotions and to use the information to guide their thinking and actions
characterised by self-awareness (personal), self-management (personal), social awareness (social) and relationship management (social)
Team building strategies may include:
defining and clarifying objectives/work area plans
strengthening communication processes
clarifying ground rules and behavioural expectations
fostering creativity
offering constructive feedback
providing facilitated meetings
recognising achievements
Others may include:
superiors
reportees
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:
PSPETHC601B Maintain and enhance confidence in public service
PSPGOV601B Apply government systems
PSPGOV602B Establish and maintain strategic networks
PSPLEGN601B Manage compliance with legislation in the public sector
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)
workforce effectiveness influenced in a range of (3 or more) contexts (or occasions, over time) such as working with staff, clients and contractors
Resources required to carry out assessment
These resources include:
procedures and protocols
public sector policies and legislation such as those dealing with:
human resource management and development
workforce capability
case studies and workplace scenarios to capture the range of situations likely to be encountered when influencing workforce effectiveness
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 facilitating workforce effectiveness, including coping with difficulties, irregularities and breakdowns in routine
workforce effectiveness influenced in a range of (3 or more) contexts (or occasions, over time) such as working with staff, clients and contractors
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
simulation or role plays
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
C3440 PSPMNGT601A Facilitate workforce effectiveness Unit of competency