Elements and Performance Criteria

The Range Statement adds definition to the unit by elaborating critical or significant aspects of the performance requirements of the unit. The Range Statement establishes the range of indicative meanings or applications of these requirements in different operating contexts and conditions. The specific aspects which require elaboration are identified by the use of italics in the Performance Criteria.
Legislation, codes and national standards relevant to the workplace may include:
award and enterprise agreements and relevant industrial instruments
relevant legislation from all levels of government that affects business operation, especially in regard to occupational health and safety (OHS) and environmental issues, equal opportunity, industrial relations and anti-discrimination
relevant industry codes of practice
OHS considerations may include:
provision of information about OHS legislative requirements, guidelines and the organisation's OHS policies, procedures and programs
training of all employees in health and safety procedures
participation in the regular update of OHS systems and procedures
changes to work practices, procedures and the working environment which impact on OHS
Team purpose, roles, responsibilities, goals, plans and objectives may include:
goals for individuals and the work team
expected outcomes and outputs
individual and team performance plans and Key Performance Indicators (KPIs)
action plans, business plans and operational plans linked to strategic plans
OHS responsibilities
Feedback may refer to:
communication of ideas and thoughts which focus on specific tasks, outcomes, decisions, issues or behaviours
formal/informal gatherings between team members where there is discussion on work-related matters
Relevant persons may include:
frontline manager's direct superior or other management representatives
colleagues
designated personnel e.g. safety officer
Responsibility for their actions may involve:
individuals and teams
individual and joint actions
Communication may include:
verbal, written or electronic communication
face-to-face
formal/informal interaction
Line manager/management may refer to:
frontline manager's direct superior or other management representatives
Unresolved issues may include:
issues, concerns and tensions
problems related to work roles and responsibilities
grievances and complaints
any matters affecting workplace relationships and team cohesion
The Range Statement adds definition to the unit by elaborating critical or significant aspects of the performance requirements of the unit. The Range Statement establishes the range of indicative meanings or applications of these requirements in different operating contexts and conditions. The specific aspects which require elaboration are identified by the use of italics in the Performance Criteria.
Legislation, codes and national standards relevant to the workplace may include:
award and enterprise agreements and relevant industrial instruments
relevant legislation from all levels of government that affects business operation, especially in regard to occupational health and safety (OHS) and environmental issues, equal opportunity, industrial relations and anti-discrimination
relevant industry codes of practice
OHS considerations may include:
provision of information about OHS legislative requirements, guidelines and the organisation's OHS policies, procedures and programs
training of all employees in health and safety procedures
participation in the regular update of OHS systems and procedures
changes to work practices, procedures and the working environment which impact on OHS
Team purpose, roles, responsibilities, goals, plans and objectives may include:
goals for individuals and the work team
expected outcomes and outputs
individual and team performance plans and Key Performance Indicators (KPIs)
action plans, business plans and operational plans linked to strategic plans
OHS responsibilities
Feedback may refer to:
communication of ideas and thoughts which focus on specific tasks, outcomes, decisions, issues or behaviours
formal/informal gatherings between team members where there is discussion on work-related matters
Relevant persons may include:
frontline manager's direct superior or other management representatives
colleagues
designated personnel e.g. safety officer
Responsibility for their actions may involve:
individuals and teams
individual and joint actions
Communication may include:
verbal, written or electronic communication
face-to-face
formal/informal interaction
Line manager/management may refer to:
frontline manager's direct superior or other management representatives
Unresolved issues may include:
issues, concerns and tensions
problems related to work roles and responsibilities
grievances and complaints
any matters affecting workplace relationships and team cohesion

The Evidence Guide provides advice to inform and support appropriate assessment of this unit. It contains an overview of the assessment requirements followed by identification of specific aspects of evidence that will need to be addressed in determining competence. The Evidence Guide is an integral part of the unit and should be read and interpreted in conjunction with the other components of competency. Assessment must reflect the endorsed Assessment Guidelines of the parent Training Package.
Overview of Assessment Requirements
A person who demonstrates competence in this unit must be able to show that they are able to demonstrate leadership in contributing to team plans, in leading and facilitating teamwork and in actively communicating with management. They must also provide evidence that teamwork is actively promoted, supported and encouraged within the work team; and that their own performance serves as a role model for others and enhances the organisation's image within the work team, the organisation and with clients/customers.
Specific Evidence Requirements
Required knowledge and understanding includes:
relevant legislation from all levels of government that affects business operation, especially in regard to occupational health and safety and environmental issues, equal opportunity, industrial relations and anti-discrimination
organisational policies and procedures
organisational goals, objectives and plans at both tactical and strategic levels
organisational structure including organisational chart
learning and development options available within and through organisation
a general understanding of the principles and techniques of:
- group dynamics and processes
- motivation
- planning
- negotiation
- individual behaviour and difference
Required skills and attributes include:
ability to relate to people from a range of social, cultural and ethnic backgrounds and physical and mental abilities
communication skills, including listening
basic training skills, including mentoring and coaching
planning and organising skills
problem solving skills
attributes:
- empathic
- communicative
- self aware
- supportive
- trusting
- open
- flexible
- accommodating
- initiating
- loyal
- fair
- adaptable
Key competencies or generic skills relevant to this unit
The seven key competencies represent generic skills considered essential for effective work participation. Innovation skills represent a further area of generic competence. The bracketed numbering indicates the performance level required in this unit:
Level (1) represents the competence to undertake tasks effectively
Level (2) represents the competence to manage tasks
Level (3) represents the competence to use concepts for evaluating and reshaping tasks. The bulleted points provide examples of how the key competencies can be applied for this unit.
Communicating ideas and information (2)
communicating verbally to lead a team, including negotiating, training, participating in meetings, questioning and discussing
communicating in writing, including report writing
Collecting, analysing and organising information (1)
managing information flow to and from line manager/management
Planning and organising activities (2)
planning for own work and that of team members
Working in a team (2)
working with team members and providing leadership to team
working with line manager/management to represent team interests
Using mathematical ideas and techniques (1)
using calculation skills associated with data manipulation relevant to work of team, including financial data
Solving problems (2)
applying problem solving skills as required to address problems arising in leading team
Using technology (1)
using word processing packages, spreadsheets, databases, and other packages to produce written correspondence and reports related to operations and leadership of the team
understanding assistive technologies, as necessary
Innovation skills (1)
developing an innovative approach to the support of team effectiveness
Products that could be used as evidence include:
documentation produced from working in a team, such as:
- reports
- minutes or records of meetings
- work journals or diaries
- learning and development plans developed with team members
- records of actions taken to address issues raised by team members
Processes that could be used as evidence include:
how communication process has been managed and examples of how consultations have taken place
examples of how team members have been supported and encouraged to meet expected outcomes
examples of processes which have been developed to facilitate team cohesion
how performance plan was communicated to team
how team members were guided and supported in performing their role including induction process for new team members
how performance management system was implemented within work team
how problems and issues within the work team were addressed
how input and advice was provided to management in relation to human resource management of the work team
Resource implications for assessment include:
access by the learner and trainer to appropriate documentation and resources normally used in the workplace
Validity and sufficiency of evidence requires:
that this unit can be assessed in the workplace or in a closely simulated work environment
that where assessment is part of a learning experience, evidence will need to be collected over a period of time, involving both formative and summative assessment
that examples of actions taken by candidate to contribute to team effectiveness are provided
Integrated competency assessment means:
that this unit should be assessed with other frontline management units taken as part of this qualification, as applicable to the candidate's role in a work team, and as part of an integrated assessment activity
The Evidence Guide provides advice to inform and support appropriate assessment of this unit. It contains an overview of the assessment requirements followed by identification of specific aspects of evidence that will need to be addressed in determining competence. The Evidence Guide is an integral part of the unit and should be read and interpreted in conjunction with the other components of competency. Assessment must reflect the endorsed Assessment Guidelines of the parent Training Package.
Overview of Assessment Requirements
A person who demonstrates competence in this unit must be able to show that they are able to demonstrate leadership in contributing to team plans, in leading and facilitating teamwork and in actively communicating with management. They must also provide evidence that teamwork is actively promoted, supported and encouraged within the work team; and that their own performance serves as a role model for others and enhances the organisation's image within the work team, the organisation and with clients/customers.
Specific Evidence Requirements
Required knowledge and understanding includes:
relevant legislation from all levels of government that affects business operation, especially in regard to occupational health and safety and environmental issues, equal opportunity, industrial relations and anti-discrimination
organisational policies and procedures
organisational goals, objectives and plans at both tactical and strategic levels
organisational structure including organisational chart
learning and development options available within and through organisation
a general understanding of the principles and techniques of:
- group dynamics and processes
- motivation
- planning
- negotiation
- individual behaviour and difference
Required skills and attributes include:
ability to relate to people from a range of social, cultural and ethnic backgrounds and physical and mental abilities
communication skills, including listening
basic training skills, including mentoring and coaching
planning and organising skills
problem solving skills
attributes:
- empathic
- communicative
- self aware
- supportive
- trusting
- open
- flexible
- accommodating
- initiating
- loyal
- fair
- adaptable
Key competencies or generic skills relevant to this unit
The seven key competencies represent generic skills considered essential for effective work participation. Innovation skills represent a further area of generic competence. The bracketed numbering indicates the performance level required in this unit:
Level (1) represents the competence to undertake tasks effectively
Level (2) represents the competence to manage tasks
Level (3) represents the competence to use concepts for evaluating and reshaping tasks. The bulleted points provide examples of how the key competencies can be applied for this unit.
Communicating ideas and information (2)
communicating verbally to lead a team, including negotiating, training, participating in meetings, questioning and discussing
communicating in writing, including report writing
Collecting, analysing and organising information (1)
managing information flow to and from line manager/management
Planning and organising activities (2)
planning for own work and that of team members
Working in a team (2)
working with team members and providing leadership to team
working with line manager/management to represent team interests
Using mathematical ideas and techniques (1)
using calculation skills associated with data manipulation relevant to work of team, including financial data
Solving problems (2)
applying problem solving skills as required to address problems arising in leading team
Using technology (1)
using word processing packages, spreadsheets, databases, and other packages to produce written correspondence and reports related to operations and leadership of the team
understanding assistive technologies, as necessary
Innovation skills (1)
developing an innovative approach to the support of team effectiveness
Products that could be used as evidence include:
documentation produced from working in a team, such as:
- reports
- minutes or records of meetings
- work journals or diaries
- learning and development plans developed with team members
- records of actions taken to address issues raised by team members
Processes that could be used as evidence include:
how communication process has been managed and examples of how consultations have taken place
examples of how team members have been supported and encouraged to meet expected outcomes
examples of processes which have been developed to facilitate team cohesion
how performance plan was communicated to team
how team members were guided and supported in performing their role including induction process for new team members
how performance management system was implemented within work team
how problems and issues within the work team were addressed
how input and advice was provided to management in relation to human resource management of the work team
Resource implications for assessment include:
access by the learner and trainer to appropriate documentation and resources normally used in the workplace
Validity and sufficiency of evidence requires:
that this unit can be assessed in the workplace or in a closely simulated work environment
that where assessment is part of a learning experience, evidence will need to be collected over a period of time, involving both formative and summative assessment
that examples of actions taken by candidate to contribute to team effectiveness are provided
Integrated competency assessment means:
that this unit should be assessed with other frontline management units taken as part of this qualification, as applicable to the candidate's role in a work team, and as part of an integrated assessment activity