Unit of competency Outline

Date retreived
22/07/2026 3:04 PM AWST

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Manage performance management system

Manage performance management system

Unit of competency
National Code
PSPHR616A
State Code
C8157
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
29/10/2014
Field of Education
080303 - Human Resource Management
Original Release Date
29/10/2014
Nominal Hours
50
Description
This unit covers the management of an organisation's performance management system to review and enhance employee performance. It includes developing a new or existing performance management framework, developing performance management processes, and managing the implementation of these processes.In practice, managing a performance management system overlaps with other generalist and specialist workplace activities such as managing diversity, managing policy implementation, facilitating workforce effectiveness, managing human resource development.No licensing, legislative, regulatory or certification requirements apply to this unit at the time of publication
Notes
Elements and Performance Criteria
1. Develop performance management framework
  • 1.1 Goals, objectives and required outcomes for the organisation's performance management framework are determined/confirmed in consultation with key stakeholders to improve the work effectiveness of the organisation.
  • 1.2 The performance management framework is established/developed through consideration of existing good practice models and is integrated with other key human resource functions and areas.
  • 1.3 The framework is linked to the organisation's operating context and strategic direction and developed through consultation with key stakeholders.
  • 1.4 Key performance management elements are included in the framework.
  • 1.5 The framework is developed based on the principles of natural justice, equity and fairness.
2. Develop performance management processes
  • 2.1 Performance management processes are developed which utilise performance standards established and validated by key stakeholders.
  • 2.2 The processes are structured to provide for ongoing two-way communication between the performance manager, the employee, key stakeholders and clients.
  • 2.3 Inclusive processes are developed to respond to the needs of the range of business units, position types and diverse employee working styles represented within the organisation.
  • 2.4 The processes are structured to be flexible enough to allow for changes in the organisation's operating context and strategic direction.
  • 2.5 Options for dealing with inappropriate, over- or under-performance are detailed in the processes.
  • 2.6 Information and advice is provided to facilitate effective implementation and assessment of processes.
3. Manage implementation of performance management processes
  • 3.1 An implementation plan is agreed in consultation with key stakeholders.
  • 3.2 Systems are managed to monitor the effectiveness of performance management processes in accordance with contractual obligations, legislation, organisational policy and needs, and in consultation with managers.
  • 3.3 External and/or internal trends or events which have an effect on the organisation's performance management processes are monitored and responses are formulated.
  • 3.4 Adjustments to processes are implemented as a result of monitoring and/or changed internal/external trends and/or events.
  • 3.5 Processes are monitored to gauge their effectiveness in providing support to staff involved in implementation.
RANGE STATEMENT
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.
Stakeholders may include:
all those individuals and groups both inside and outside the organisation that have some direct interest in the organisation's behaviour, actions, products and services such as:
users of the human resource service
employees at all levels of the organisation
other public sector organisations
union and association representatives
boards of management
government
Ministers
Key performance management elementsmay include:
framework
culture
tools
processes
work level standards
common language for standards and appraisals
reward and recognition strategies
professional development strategies
career management strategies
under-performance policy
grievance processes
Performance management refers to:
planning and review of the on-the-job performance of individuals and groups of employees
Performance management processes may include:
planning
measurement
reviews and appraisals
monitoring
evaluation
feedback
coaching
performance agreements
learning and development plans
Information about performance management processesmay be distributed through:
written documentation
manuals
policy and procedure statements, guides
information brochures and pamphlets
oral advice and guidance
one-on-one meetings
small group meetings
telephone contact and/or electronic mail
training programs
Legislation and policy may include:
Commonwealth and State/Territory legislation including equal employment opportunity, 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
public sector standards
security policy and procedures
Internal and external factors impacting upon performance management processes may include:
emerging human resource development needs
changed financial or political circumstances
downsizing or organisation restructuring
opportunities for outsourcing changes in legislation or core business activities
changes in activities or aspirations of customers
organisational changes
labour market
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
PSPGOV604A Foster leadership and innovation
PSPGOV605A Persuade and influence opinion
PSPHR603B Provide advisory and mediation services
PSPHR615A Manage human resource development strategies
PSPHR619A Manage remuneration strategies and plans
PSPLEGN601B Manage compliance with legislation in the public sector
PSPMNGT611A Manage evaluations
PSPMNGT615A Influence workforce effectiveness
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)
performance management system managed in a range of (3 or more) contexts (or occasions, over time)
Resources required to carry out assessment
These resources include:
legislation, policies and procedures relating to performance management system development and management in the public sector
workplace scenarios and case studies to capture the range of situations likely to be encountered when managing a performance management system
performance management guidelines and other relevant workplace materials
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 managing performance management processes, including coping with difficulties, irregularities and breakdowns in routine
performance management system managed 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
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
Replaces
State Code National Code Title Type
C3429 PSPHR606A Manage performance management processes Unit of competency