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.
Purpose of negotiation may include:
required outcomes
other possible outcomes
organisational priorities
consequences of negotiation failing
Negotiating approach may be:
consultative
collaborative
competitive
confrontational
soft
passive
Information relating to the negotiation may include:
background to the dispute/issues under consideration
background information on the parties
organisational information
legislative requirements
organisational policy and procedures
material to support bargaining position
precedents
Negotiation plan may include:
roles and responsibilities of negotiation team members, if any
identification of team leader
timing
logistics
key facts
tactics
personal strengths and weaknesses
techniques to be used for negotiating, breaking deadlocks, dealing with conflict
fallback position
areas where compromise is possible
process management strategies
alternative dispute resolution processes
Negotiation techniques may include:
speaking skills
presentation techniques
effective listening
questioning techniques
verbal and non-verbal communication
using personal attributes
culturally and linguistically appropriate strategies
constructive feedback
issues identification
exploring options
identifying areas of agreement
recording agreements
Contingencies may include:
changed circumstances
changed tactics
changed agenda
new information
decision to withdraw
Techniques for breaking deadlocks may include:
clarifying
restating position
summarising progress
deferring decision
preparing a compromise
using a mediator/third party
Stakeholders may include:
management
union
colleagues/other staff
clients
public

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:
PSPCRT506A Perform quasi-judicial functions
PSPETHC501B Promote the values and ethos of public service
PSPGOV504B Undertake research and analysis
PSPGOV505A Promote diversity
PSPGOV508A Manage conflict
PSPGOV511A Provide leadership
PSPGOV512A Use complex workplace communication strategies
PSPLEGN501B Promote compliance with legislation in the public sector
PSPOHS501A Monitor and maintain workplace safety
PSPPM501B Design complex projects
PSPPROC502A Establish contract management arrangements
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
negotiations undertaken in a range of (3 or more) contexts (or occasions, over time)
Resources required to carry out assessment
These resources include:
legislation, policy, procedures and protocols relating to negotiation, including freedom of information, privacy, equal employment opportunity, anti-discrimination, occupational health and safety
case studies and workplace scenarios to capture the range of negotiation situations likely to be encountered as an individual or as a team member
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 negotiations, including coping with difficulties, irregularities and breakdowns in routine
negotiations undertaken 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:
demonstration
observation
portfolios
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