Unit of competency Outline
Date retreived
22/07/2026 10:11 PM AWST
22/07/2026 10:11 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.
Lead and develop staff
Lead and develop staff
Unit of competency
National Code
SIRXSRM803
SIRXSRM803
State Code
WD991
WD991
TGA Status
Deleted
Deleted
DTWD Status
Deleted
Deleted
State Implementation and Classification
Approved Date
20/06/2014
Field of Education
080303 - Human Resource Management
Original Release Date
20/06/2014
Nominal Hours
60
Description
This unit describes the performance outcomes, skills and knowledge required to lead and develop staff within a diverse and dynamic industry, such as the retail industry.Building a strong team culture, setting clear goals for performance, and motivating and leading team members are essential for business success. It is also critical that the appropriate profile and number of staff are available to drive the business and that legal and regulatory requirements for the engagement of staff are fully reflected in organisational practice.The application of a clearly thought out leadership style and an understanding of the motivation and psychology of teams are required for effective performance.
Notes
Elements and Performance Criteria
1. Plan the staffing needs of the organisation.
- 1.1.Identify and analyse organisational vision, mission, and goals to inform understanding of staffing requirements.
- 1.2.Analyse current and projected volume and type of work to be undertaken.
- 1.3.Assess existing staff skills, knowledge and behaviours to ensure access to the required mix and level of skills.
- 1.4.Identify need for additional staff to meet organisational human resource requirements.
- 1.5.Ensure appropriate HR policies are in place to support the effective operation of staff and the organisation.
2. Analyse and apply personal leadership skills.
- 2.1.Review and assess personal leadership style for impact on the successful management of the team and other work responsibilities.
- 2.2.Analyse and reflect upon personal characteristics and style of working and the impact on the operation of the organisation.
- 2.3.Assess current personal skills and knowledge and match to organisation’s immediate and longer-term needs.
- 2.4.Seek professional development opportunities to meet organisational needs and support longer-term personal career choices.
3. Lead the team effectively.
- 3.1.Establish and foster effective and open communication channels with staff.
- 3.2.Provide clear guidance to staff regarding individual and team work roles and performance expectations in line with organisational policies.
- 3.3.Communicate updates of the organisation’s plans and business needs to staff to engender their active involvement.
- 3.4.Provide opportunities to staff to be involved in planning processes and the review and improvement of work processes.
- 3.5.Foster effective team collaboration and take a leadership role to resolve intra-team conflict.
- 3.6.Develop, trial and implement effective strategies to facilitate team growth and increase motivation.
4. Monitor staff performance.
- 4.1.Establish and communicate the goals and objectives of roles in line with organisational policies.
- 4.2.Conduct performance appraisals according to the organisation’s standard procedures and using a structured performance appraisal system.
- 4.3.Analyse results of performance appraisals to identify resource requirements and professional development needs of staff.
- 4.4.Provide support to individuals and teams to enhance performance and achievement of organisational goals and the effective completion of work requirements.
- 4.5.Manage poor performance in line with organisational standards, policies and procedures, and legal requirements.
5. Review and respond to the development needs of staff.
- 5.1.Identify current and future staff development needs using a range of methods and in line with organisational policies.
- 5.2.Provide ongoing personal advice, coaching and mentoring to staff to build skill and team performance.
- 5.3.Provide opportunities for staff to develop their skills and knowledge within the organisation in line with organisational policies.
- 5.4.Include cost of staff training and development needs in relevant budgets and operational plans.
- 5.5.Provide feedback and direction to staff on the professional development needs that will be provided.
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 individual, accessibility of the item, and local industry and regional contexts) may also be included.
HR policies must conform to current legal requirements and may include:
application of industrial relations legislation and regulation (e.g. Fair Work Act)
enterprise bargaining agreements and awards
HR administration of records and databases
induction processes and programs
job description and performance appraisals
leave entitlements
work health and safety (WHS)
recruitment and selection
remuneration practices
rewards and recognition practices
termination procedures
workforce capacity planning.
Leadership style can be understood by reference to a range of theories that may include:
behavioural theories, such as:
role theory
the managerial grid
contingency theories, such as:
Fiedler's least preferred co-worker (LPC)
cognitive resource
strategic contingencies
great man theory
participative leadership styles, such as:
Lewin
Likert
situational leadership, such as:
Hersey and Blanchard's situational leadership
Vroom and Yetton's normative model
House's Path-Goal theory of leadership
trait theory
transactional leadership, such as leader-member exchange (LMX) theory
transformational leadership, such as:
Bass’ transformational leadership theory
Burns’ transformational leadership theory
Kouzes and Posner's leadership participation inventory.
Personal characteristics:
that impact on individual’s performance within the workplace and leadership may be understood by reference to theories and techniques, including:
emotional intelligence inventories
Morey’s Personality Assessment Inventory
Myers-Briggs Personality Indicator Test (MBTI)
16 Personality Factor (16 PF) questionnaire.
Motivation of staff may be understood by reference to theories, including:
David C. McClelland’s theories of achievement motivation
Herzberg’s motivation theory
Maslow’s hierarchy of needs
Theory X
Theory Y.
Performance appraisals may include:
360 degree feedback
counselling meetings
formal annual, half yearly or quarterly performance appraisals Note: performance appraisals may be linked to outcome targets negotiated annually with staff members
informal one-to-one review discussions
probationary reviews.
Support to individuals and teams to improve and enhance workplace performance may include:
additional capital resources, such as updated software or technology
additional human resources
buddy systems
coaching
counselling
mentoring
on or off-the-job training and development.
Staff development needs may be determined by many factors, including:
changes to work practices and processes
customer feedback
individual staff requests for training
introduction of new technologies or software applications
performance appraisals
staff surveys
supervisor reports on individual staff.
HR policies must conform to current legal requirements and may include:
application of industrial relations legislation and regulation (e.g. Fair Work Act)
enterprise bargaining agreements and awards
HR administration of records and databases
induction processes and programs
job description and performance appraisals
leave entitlements
work health and safety (WHS)
recruitment and selection
remuneration practices
rewards and recognition practices
termination procedures
workforce capacity planning.
Leadership style can be understood by reference to a range of theories that may include:
behavioural theories, such as:
role theory
the managerial grid
contingency theories, such as:
Fiedler's least preferred co-worker (LPC)
cognitive resource
strategic contingencies
great man theory
participative leadership styles, such as:
Lewin
Likert
situational leadership, such as:
Hersey and Blanchard's situational leadership
Vroom and Yetton's normative model
House's Path-Goal theory of leadership
trait theory
transactional leadership, such as leader-member exchange (LMX) theory
transformational leadership, such as:
Bass’ transformational leadership theory
Burns’ transformational leadership theory
Kouzes and Posner's leadership participation inventory.
Personal characteristics:
that impact on individual’s performance within the workplace and leadership may be understood by reference to theories and techniques, including:
emotional intelligence inventories
Morey’s Personality Assessment Inventory
Myers-Briggs Personality Indicator Test (MBTI)
16 Personality Factor (16 PF) questionnaire.
Motivation of staff may be understood by reference to theories, including:
David C. McClelland’s theories of achievement motivation
Herzberg’s motivation theory
Maslow’s hierarchy of needs
Theory X
Theory Y.
Performance appraisals may include:
360 degree feedback
counselling meetings
formal annual, half yearly or quarterly performance appraisals Note: performance appraisals may be linked to outcome targets negotiated annually with staff members
informal one-to-one review discussions
probationary reviews.
Support to individuals and teams to improve and enhance workplace performance may include:
additional capital resources, such as updated software or technology
additional human resources
buddy systems
coaching
counselling
mentoring
on or off-the-job training and development.
Staff development needs may be determined by many factors, including:
changes to work practices and processes
customer feedback
individual staff requests for training
introduction of new technologies or software applications
performance appraisals
staff surveys
supervisor reports on individual staff.
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.
Critical aspects for assessment and evidence required to demonstrate competency in this unit
Evidence of the following is essential:
analyses organisational staffing needs and plans for future skill requirements
understands personal leadership style and delivers leadership that is appropriate to organisational needs
demonstrates effective team leadership, built on open communication, clear identification of performance requirements, and articulation of organisational goals and objectives
provides staff development and support to achieve organisational outcomes
manages staff performance according to organisational and legislative requirements.
Context of and specific resources for assessment
Assessment must ensure access to:
a retail work environment
current relevant range of text and online information sources
a structured performance appraisal system
organisational human resources policies and procedures
retail store or department staff.
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:
observation of performance in the workplace
a role play
answers to questions about specific skills and knowledge
review of portfolios of evidence and third-party workplace reports of on-the-job performance.
Guidance information for assessment
Holistic assessment with other units relevant to the industry sector, workplace and job role is recommended.
Critical aspects for assessment and evidence required to demonstrate competency in this unit
Evidence of the following is essential:
analyses organisational staffing needs and plans for future skill requirements
understands personal leadership style and delivers leadership that is appropriate to organisational needs
demonstrates effective team leadership, built on open communication, clear identification of performance requirements, and articulation of organisational goals and objectives
provides staff development and support to achieve organisational outcomes
manages staff performance according to organisational and legislative requirements.
Context of and specific resources for assessment
Assessment must ensure access to:
a retail work environment
current relevant range of text and online information sources
a structured performance appraisal system
organisational human resources policies and procedures
retail store or department staff.
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:
observation of performance in the workplace
a role play
answers to questions about specific skills and knowledge
review of portfolios of evidence and third-party workplace reports of on-the-job performance.
Guidance information for assessment
Holistic assessment with other units relevant to the industry sector, workplace and job role is recommended.
No information
| State Code | National Code | Title | Type |
|---|---|---|---|
| J153 | SIR80112 | Graduate Certificate In Retail Leadership | Qualification |