Unit of competency Outline
Date retreived
22/07/2026 8:27 PM AWST
22/07/2026 8:27 PM AWST
Whilst all efforts are made to provide accurate and timely information from the relevant source/documentation, please be aware that the information supplied may not be the most current version. The accuracy of the detail has not been confirmed by the Department and therefore should not be relied upon without first confirming the contents.
Undertake and promote career management
Undertake and promote career management
Unit of competency
National Code
PSPGOV510A
PSPGOV510A
State Code
C8040
C8040
TGA Status
Replaced
Replaced
DTWD Status
Replaced
Replaced
State Implementation and Classification
Approved Date
07/07/2014
Field of Education
120501 - Career Development Programmes
Original Release Date
07/07/2014
Nominal Hours
50
Description
This unit covers active management of one's own career to meet goals and achieve life plans, as well as contributing to the career management of others. It includes identifying current career strengths, identifying and mapping career opportunities, developing and implementing career plans, monitoring progress and contributing to others' career management.In practice, career management may overlap with a range of other generalist or specialist work activities, such as acting ethically, complying with legislation, providing client service, leading a group, using emotional intelligence, etc.This is one of 2 units of competency in the Working in Government Competency Field that deal with career planning/management. The related unit is:PSPGOV410A Undertake career planningNo licensing, legislative, regulatory or certification requirements apply to this unit at the time of publication
Notes
Elements and Performance Criteria
1. Identify current career strengths
- 1.1 A self-directed search is conducted of current knowledge, skills, abilities, interests and values.
- 1.2 Life and work experiences, current and latent abilities are included and ranked in order of personal importance.
- 1.3 Personal preferences are determined in broad terms, including areas of work/skills that are acceptable in the long term.
- 1.4 A personal profile is prepared that identifies strengths, preferences and opportunities for learning and growth.
2. Identify and map career opportunities
- 2.1 Careers and occupations are scanned to identify a list of possibilities and their requirements for skills, qualifications and experience.
- 2.2 Economic and industry scan is continually undertaken to identify the outlook for possible careers/occupations and to identify emerging careers throughout work life.
- 2.3 Opportunities for entering possible careers/occupations are investigated to ensure the feasibility of pursuing those options.
- 2.4 Personal profile is matched to possible career opportunities and a decision made on the best option/s to pursue.
3. Develop and implement career plan
- 3.1 Career goals are established that cater for transition from existing career/work to preferred future career.
- 3.2 A career plan is developed that identifies immediate priorities for learning and development as well as medium to long-term strategies to obtain additional skills and experience.
- 3.3 Gap analysis is undertaken to identify dated/lost skills and skills that are common to both preferred future career and the organisation's requirements.
- 3.4 Career development activities are initiated in accordance with the career plan and in accordance with organisational legislation, policy and procedures.
4. Monitor progress
- 4.1 Acquisition of skills and experience is monitored and feedback is obtained on performance achievements.
- 4.2 Feedback is considered and integrated as necessary into the career plan.
- 4.3 Organisational requirements and future career requirements are monitored and the career plan is adjusted to take account of new information.
- 4.4 Progress towards future career is monitored and career goals are adjusted as required.
5. Contribute to others' career management
- 5.1 Others are assisted to take responsibility for their own careers, research career information and plan for future job placements, learning and development.
- 5.2 Feedback on performance is provided and development opportunities suggested to address immediate performance gaps or build on performance strengths linked to career plans.
- 5.3 Medium to long-term plans are agreed and implemented to address barriers to career development and meet individual and group learning and development needs.
- 5.4 Staff are encouraged to monitor their progress against career goals and adjust long-term plans to integrate changed circumstances or new skill requirements.
- 5.5 Staff are encouraged and supported in applying new skills and knowledge in the workplace.
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.
Sources of career/occupation information may include:
public sector/organisational sources/documents such as:
organisational chart
business plans/strategies
vision statements
future plans
cultural climate data
manuals, handbooks
policy and practices
person specifications, job profiles, job descriptions
reports
social and political information
ethics, values and conduct requirements
colleagues, supervisors, mentors.
books
workshops
notice of vacancies
Internet sites
local, national and international publications
statistical workforce data
Australian Bureau of Statistics data
labour market statistics
futurists' papers on career and demographic changes
career expos
personal networks
word-of-mouth
'hidden job market' where more than 50% of jobs are won
job search/personnel placement agencies
graduate career counselling organisations
feedback from job interviews
newspapers or other media (such as radio)
Investigation of opportunities may include:
actual availability of work
number of jobs available
remuneration
how jobs are advertised
how people enter the career/occupation
difficulty of entering
Career plan may include:
person/organisation match/values match
updating career portfolio/curriculum vitae on a regular basis
learning and development related to job search and interview practice
learning and development of career-related skills
Career development activities may include:
accredited courses/other courses
action learning
career counselling
coaching
competency development processes
education and training programs
feedback
higher duties
induction and orientation programs
industry experience
job exchange - local, national, international
mentoring
networking
opportunities to act in other positions (higher or lower)
project assignments/experiences
secondments
shadowing
temporary positions
working parties
Legislation, policy and procedures may include:
Commonwealth and State/Territory legislation including equal employment opportunity, privacy, confidentiality, anti-discrimination and employment law
national and international codes of practice and standards
the organisation's policies and practices
government policy
codes of conduct
codes of ethics
Sources of information on organisational requirements may include:
strategic human resource plan
strategic workforce plan
statements of workforce capability requirements
workforce planning and analysis data/reports
new positions advertised
Sources of career/occupation information may include:
public sector/organisational sources/documents such as:
organisational chart
business plans/strategies
vision statements
future plans
cultural climate data
manuals, handbooks
policy and practices
person specifications, job profiles, job descriptions
reports
social and political information
ethics, values and conduct requirements
colleagues, supervisors, mentors.
books
workshops
notice of vacancies
Internet sites
local, national and international publications
statistical workforce data
Australian Bureau of Statistics data
labour market statistics
futurists' papers on career and demographic changes
career expos
personal networks
word-of-mouth
'hidden job market' where more than 50% of jobs are won
job search/personnel placement agencies
graduate career counselling organisations
feedback from job interviews
newspapers or other media (such as radio)
Investigation of opportunities may include:
actual availability of work
number of jobs available
remuneration
how jobs are advertised
how people enter the career/occupation
difficulty of entering
Career plan may include:
person/organisation match/values match
updating career portfolio/curriculum vitae on a regular basis
learning and development related to job search and interview practice
learning and development of career-related skills
Career development activities may include:
accredited courses/other courses
action learning
career counselling
coaching
competency development processes
education and training programs
feedback
higher duties
induction and orientation programs
industry experience
job exchange - local, national, international
mentoring
networking
opportunities to act in other positions (higher or lower)
project assignments/experiences
secondments
shadowing
temporary positions
working parties
Legislation, policy and procedures may include:
Commonwealth and State/Territory legislation including equal employment opportunity, privacy, confidentiality, anti-discrimination and employment law
national and international codes of practice and standards
the organisation's policies and practices
government policy
codes of conduct
codes of ethics
Sources of information on organisational requirements may include:
strategic human resource plan
strategic workforce plan
statements of workforce capability requirements
workforce planning and analysis data/reports
new positions advertised
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
PSPGOV503B Coordinate resource allocation and usage
PSPGOV504B Undertake research and analysis
PSPGOV505A Promote diversity
PSPGOV506A Support workplace coaching and mentoring
PSPGOV507A Undertake negotiations
PSPGOV511A Provide leadership
PSPGOV512A Use complex workplace communication strategies
PSPGOV514A Facilitate change
PSPGOV515A Develop and use political nous
PSPGOV516A Develop and use emotional intelligence
PSPLEGN501B Promote compliance with legislation in the public sector
PSPOHS501A Monitor and maintain workplace safety
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 Employability Skills as they relate to this unit
career management undertaken and promoted in a range of (3 or more) contexts (or occasions, over time)
Resources required to carry out assessment
These resources include:
legislation policies, procedures and guidelines relating to career management
workplace scenarios and case studies
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 undertaking and promoting career management, including coping with difficulties, irregularities and breakdowns in routine
career management undertaken and promoted 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
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
PSPGOV503B Coordinate resource allocation and usage
PSPGOV504B Undertake research and analysis
PSPGOV505A Promote diversity
PSPGOV506A Support workplace coaching and mentoring
PSPGOV507A Undertake negotiations
PSPGOV511A Provide leadership
PSPGOV512A Use complex workplace communication strategies
PSPGOV514A Facilitate change
PSPGOV515A Develop and use political nous
PSPGOV516A Develop and use emotional intelligence
PSPLEGN501B Promote compliance with legislation in the public sector
PSPOHS501A Monitor and maintain workplace safety
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 Employability Skills as they relate to this unit
career management undertaken and promoted in a range of (3 or more) contexts (or occasions, over time)
Resources required to carry out assessment
These resources include:
legislation policies, procedures and guidelines relating to career management
workplace scenarios and case studies
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 undertaking and promoting career management, including coping with difficulties, irregularities and breakdowns in routine
career management undertaken and promoted 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
Replaced By
| State Code | National Code | Title | Type |
|---|---|---|---|
| AWV50 | PSPGEN052 | Undertake and promote career management | Unit of competency |
| State Code | National Code | Title | Type |
|---|---|---|---|
| J301 | PSP50112 | Diploma of Government | Qualification |
| C769 | PSP50104 | Diploma of Government | Qualification |
| J316 | PSP52112 | Diploma of Government (Workplace Relations) | Qualification |