Elements and Performance Criteria

RANGE STATEMENT
The range statement relates to the unit of competency as a whole. It allows for different work environments and situations that may affect performance. Bold italicised wording, if used in the performance criteria, is detailed below. Essential operating conditions that may be present with training and assessment (depending on the work situation, needs of the candidate, accessibility of the item, and local industry and regional contexts) may also be included.
Impact of systems may be positive or negative and relate to:
administrative processes
degree of freedom or restriction for individuals, workers and teams
extent of collaboration and cooperation within the organisation
operational procedures
quality of communication channels and processes
quality of the physical environment
responsiveness of the organisation to customer needs.
Systems might relate to:
human resources
innovation reward systems
learning and development systems
product or service review processes
project management
quality management
team management.
System objectives may include:
addressing operational or service problems
changing the culture of the organisation
developing workforce skills
diversifying the business
enhancing customer service quality
generating more income
improving competitiveness
reducing operating costs
winning more projects.
Gaps or barriers might relate to:
differences between management rhetoric and reality
hierarchical system of management
inadequate reporting or recording
managers who do not accept new ideas
overly bureaucratic processes
people not communicating with each other or sharing information
staff not being involved in decisions
teams who work in rigid and inflexible ways.
Other organisations and contexts may be:
competitor organisations
local, national or international
organisations of similar size or structure
totally different organisations who have developed interesting or successful systems
wider community or business contexts in which innovation occurs.
Resources and other commitment may include:
financial
human
management commitment
physical
preparedness to change at all levels of the organisation.
Key stakeholders may include:
boards or committees
customers
government departments or other statutory authorities
management
specialist advisors
work colleagues.
Individual and group techniques may include:
brainstorming
cost-benefit analysis
flow charts
jotting down words
mind maps
process analysis
review of approaches/procedures used by competitors
strengths, weaknesses, opportunities and threats (SWOT) analysis
value analysis
visual imagining
other creative thinking strategies.
Ongoing testing, exploration and challenge may include:
comparing
contrasting
gaining input from those who do not support the concept
playing 'devil's advocate'
seeking objective internal or external review.
Specialised assistance may include:
external consultants or advisers
internal colleagues with specialist or technical knowledge relevant to the system.

EVIDENCE GUIDE
The Evidence Guide provides advice on assessment and must be read in conjunction with the performance criteria, required skills and knowledge, range statement and the Assessment Guidelines for the Training Package.

Overview of assessment

Critical aspects for assessment and evidence required to demonstrate competency in this unit
Evidence of the following is essential:
designing, trialling and reviewing more than one work system that is planned and structured to maximise opportunities for innovation by workers and managers in the workplace
clearly articulating and understanding how and why the work system fosters workplace innovation among workers and managers
knowledge of concepts and theories of innovation.

Context of and specific resources for assessment
Assessment must ensure:
interaction with others to reflect the collaborative nature of systems development and of innovation more broadly
use of current industry technology in the development of systems.

Method of assessment
A range of assessment methods should be used to assess practical skills and knowledge. The following examples are appropriate for this unit:
direct questioning combined with review of portfolios of evidence and third party workplace reports of on-the-job performance by the candidate
evaluation of systems developed by the candidate for a particular workplace context, with a focus on innovation (both in terms of process and outcome)
oral or written questioning to assess knowledge of links between systems and innovation, wider innovation concepts and change management processes
review of analysis of current organisational systems to identify gaps or barriers to innovation
review of operational plan developed for the system
review of communication strategy developed to support the introduction of the new system
evaluation of learning and development strategy for users of the system.

Guidance information for assessment
Holistic assessment with other units relevant to the industry sector, workplace and job role is strongly recommended, for example:
BSBHRM506A Manage recruitment, selection and induction processes
BSBINM601A Manage knowledge and information
BSBINN601B Manage organisational change
BSBLED705A Plan and implement a mentoring program.