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BSB51107: Diploma of Management: Recognition of Prior Learning Assessor Guide

BSB51107_RPL_Assessor Guide_SAMPLE - i - April 2012 © Sandy Welton

Table of Contents

Summary of the RPL Procedure ........................................................................................... 1

BSB51107: Diploma of Management .................................................................................... 2

Documentary Evidence ......................................................................................................... 3

Mapping Matrix for Documentary Evidence ........................................................................... 4

Third Party Verification of Competency ................................................................................. 8

Employability Skills Assessment ........................................................................................... 8

Competency Conversation .................................................................................................. 10

Practical Activities ............................................................................................................... 31

Summative Assessment Matrix ........................................................................................... 35


BSB51107_RPL_Assessor Guide_SAMPLE - 1 - April 2012 © Sandy Welton

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You are required to guide and support the candidate through the process of recognition of prior learning. However, you should ensure that the candidate understands that they are responsible for providing the necessary evidence of their competency.

STEP 1. An initial short interview where the assessor explains the process of RPL and the candidate completes an application form. At this time, the candidate should be asked to broadly discuss their work experience and you should give the candidate the Candidate Guide, and explain its purpose.

STEP 2. At this time you should also recommend the types of documentary evidence that the candidate should gather. Documentary evidence must always include a CV showing the candidate’s work experience for the past 5 years together with the names of at least two (2) referees who can confirm their experience.

STEP 3. The candidate should then gather the documentary evidence and references together and submit all documents and forms to you.

STEP 4. You should ask the candidate whether they wish to undergo an oral questioning session, or whether they would rather complete the answers in writing. This is the “competency conversation” stage.

STEP 5. Once you have the candidate’s answers to the questions (either through conducting a competency conversation or receiving typed or written answers) and have also received all the documentary evidence, you should review the evidence using the forms and matrix in this Assessor RPL Tool and advise the candidate whether the evidence is sufficient to assess them as competent in this qualification. If the evidence is not sufficient, you will need to identify practical activities or workplace projects that the candidate can complete, using the bank of practical activities provided in this RPL tool. The candidate may only need to complete a few practical activities and you should nominate those you require, using your expertise as a qualified assessor.

STEP 6. If you deem the candidate competent in the full qualification, they can then be issued with their Certificate. If you have identified “knowledge and skills gaps” you will need to recommend gap training, in order to enable the candidate to qualify.

If at any time during the assessment process, you consider that any person may be at risk, YOU MUST ABORT the assessment session.

CONTENT NOT SHOWN



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Descriptor

This qualification reflects the role of individuals who are engaged to manage the work of others or to add value to or review management practices. Their role may be in any industry or organisational setting. Typically people in these roles will have considerable experience in their respective industries or vocational areas and combine an informed perspective of specific work requirements with their managerial approaches. The qualification requires a sound theoretical knowledge base and managerial competencies to plan, carry out and evaluate own work or the work of a team.

Job roles

Job roles and titles vary across different industry sectors. A possible job title relevant to this qualification is:

manager

Pathways into the qualification

There are no entry requirements for this qualification.

Preferred pathways for candidates considering this qualification include:

BSB40807 Certificate IV in Frontline Management or other relevant qualification or

with vocational experience but without formal supervision or management qualification.

Pathways from the qualification

BSB60407 Advanced Diploma of Management or other Advanced Diploma qualifications

Packaging Rules Matrix

Refer to the qualification packaging rules for details. The following matrix is a summary.

8 units may be selected, as shown in the matrix below. Unit No

Group A Group B BSB07 Dip level

Other TP Dip level

Cert IV level Adv Dip level

1

2

3

4

5

6 7 8



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This RPL tool contains clustered (holistic) assessment activities covering all of the Performance Criteria, Required Skills, Required Knowledge and Critical Aspects of Evidence for the following units of competency.

1. BSBCUS501C: Manage quality customer service 2. BSBMGT502B: Manage people performance 3. BSBMGT515A: Manage operational plan 4. BSBMGT516C: Facilitate continuous improvement 5. BSBOHS509A: Ensure a safe workplace 6. BSBPMG510A: Manage projects 7. BSBWOR501A: Manage personal work priorities and professional development 8. BSBWOR502B: Ensure team effectiveness

These units have been selected after client consultation to reflect the characteristics and needs of the majority of candidates seeking recognition of prior learning.

In situations where one or more of the units do not reflect the needs of the candidate, you (the assessor) should provide the candidate with opportunities to demonstrate their knowledge and skills in other selected units. In this case, individual (unit based) RPL instruments may need to be used to supplement this RPL tool.

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The candidate should gather and present all of their documentary evidence prior to the competency conversation, so that you have time to evaluate and map the evidence.

The following note appears in the Candidate RPL Guide:

NOTE: You are required to present all documentary evidence in a folder, with each document numbered in the top right hand corner. Please use the following tables to list the documents and include the corresponding document number. Your assessor will use the document number as a reference when they map the documentary evidence to the competencies. Your ability to present information in a logical and professional manner forms part of your assessment. It is a requirement for the qualification.

Each document should therefore be numbered in the top right hand corner and you may use this number in the matrix on the following page, to identify the evidence requirements that it addresses.

Documentary evidence must address all of the Critical Aspects of Evidence (CAE).

If documentary evidence is insufficient to address one or more of the CAE, then the candidate should be required to complete the practical activity that corresponds to the required CAE.

The quality of the documentary evidence can be assessed against the elements and performance criteria for the relevant unit, and required skills.

The Rules of Evidence require the documentary evidence to be authentic (the candidate’s own work). You will need evidence to confirm that the documentary evidence was created by the candidate.



Name of Candidate

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(tick relevant checkboxes) Document

No/s Currency / Authenticity S/NYS

1. BSBCUS501C: Manage quality customer service

•plans, policies or procedures for delivering quality customer service

•demonstrated techniques in solving complex customer complaints and system problems that lead to poor customer service

•knowledge of techniques for solving complaints.

Documents are current (recent)

Documents are the candidate’s own work (authenticated)

S NYS

Assessor comments on how assessment decision was made Validity: Sufficiency

2. BSBMGT502B: Manage people performance

•documented performance indicators and a critical description and analysis of performance management system from the workplace

•techniques in providing feedback and coaching for improvement in performance

•knowledge of relevant awards and certified agreements



S NYS




Unit Evidence Requirements (tick relevant checkboxes)

Document No/s

Currency / Authenticity S/NYS

3. BSBMGT515A: Manage operational plan

•development of an operational plan with details of how it will be implemented and monitored

•knowledge of models and methods for operational plans.



S NYS


4. BSBMGT516C: Facilitate continuous improvement

•development and use of a range of strategies and approaches that improve work outcomes or organisational functioning, using continuous improvement models

•monitoring performance and customer service.



S NYS


5. BSBOHS509A: Ensure a safe workplace

•detailed knowledge and application of all relevant OHS legislative frameworks

•establishment and maintenance of arrangements for managing OHS within the organisations' business systems and practices

•identification of intervention points for expert OHS advice

•principles and practice of effective OHS management in a small, medium or large business.


Documents are the candidate’s own work or confirm the candidate’s personal participation in validation (authenticated)

S NYS




Document No/s



6. BSBPMG510A: Manage projects

•development of a project plan

•details of monitoring arrangement/s and evaluation of the project plan's efficacy to address time lines and budgets of project

•knowledge of relevant legislation.



S NYS


7. BSBWOR501A: Manage personal work priorities and professional development

•systems and processes (electronic or paper-based) used to organise and prioritise tasks, which show how work is managed

•personal development plan, with career objectives and an action plan

•knowledge of relevant legislation.



S NYS





Document No/s


8. BSBWOR502B: Ensure team effectiveness

•range of techniques that can be used to build work teams, strengthen communications in the team and resolve issues

•methods for engaging with stakeholders and obtaining advice from outside the work team, to ensure team is focussed and on track

•knowledge of group behaviour.



S NYS




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The Candidate RPL Tool has a form for third party verification of competency.

Instructions given to the candidate in that document are:

The following forms are designed for completion by your supervisor, manager or a senior colleague, in order to authenticate your work experience and verify your competency in each of the units that comprise the above qualification.

The questions are predominantly aligned to the Critical Aspects of Evidence (CAE). In other words, the third party is confirming that the candidate has actually performed the various activities.

The third party is instructed as follows:

Please tick each box where you can confirm from your own knowledge that the candidate has performed the activities. (It is not necessary to tick every box.)

This means that you will need to check the form carefully and identify any gaps. If there are no gaps in the third party form, this will give strong evidence to address all of the CAE. The third party verification will therefore supplement the documentary evidence requirements.

The third party has not been specifically asked to confirm the quality of the candidate’s work. This is something you may choose to discuss with the third party, and make notes to supplement your own evaluation of the candidate’s quality of work.

Use the summative assessment matrix in the Candidate RPL Tool to record your review of the third party verification.

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Every unit in BSB51107: Diploma of Management requires the candidate to demonstrate Employability Skills.

Therefore, whether they are applying for the full qualification or a Statement of Attainment for a partial qualification, the candidate must demonstrate Employability Skills.

A form has been provided in the Candidate RPL Tool for this purpose

Instructions to Candidate are as follows:

You are required to provide evidence of your employability skills.

You may either type a separate document, or write your answers in the right hand column of the following table.

Choose one only of the industry/enterprise requirements for each employability skill and give a specific example of an occasion when you used that skill in your work role.

The candidate needs to provide one example only of how they apply each employability skill. There are sufficient overlaps between the industry / enterprise requirements that you are justified in considering that all of the requirements will be addressed by one example.



You should use the form in the Candidate RPL Tool to record your assessment of employability skills.

The following table contains the employability skills for the qualification, for your reference and as a benchmark when assessing the candidate’s employability skills.

Employability Skill Industry/enterprise requirements for this qualification include

Communication communicating with business contacts to promote the goals and

objectives of the business

obtaining feedback from colleagues and clients

Teamwork leading, planning and supervising the performance of team

members to develop team cohesion and to foster innovative work

practices

Problem solving accessing and assessing information for accuracy and relevance

developing strategies for minimising risks

Initiative and enterprise

identifying networking opportunities and developing operational

strategies to ensure the viability of the business

instigating new or different work practices to improve

productivity or service delivery

Planning and organising

allocating work to meet time and budget constraints

developing plans and schedules

Self management prioritising tasks

Learning participating in professional networks and associations to obtain

and maintain personal knowledge and skills

systematically identifying learning and development needs

Technology using business technology to access, organise and monitor

information



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The following forms are for you, the assessor, to use when conducting the competency conversation. They contain spaces for you to write notes on the candidate’s responses to the questions. They also contain checkboxes next to sample “benchmark” answers, so that you can tick the relevant checkbox when the candidate addresses the criteria in discussion.

Remember that a competency conversation is not an oral examination. It is an informal discussion intended to draw out the candidate and prompt them to discuss their experience, knowledge and skills.

This Competency Conversation Instrument is intended as a tool for you, a qualified and experienced assessor, to use for this purpose. The questions are intended to begin the conversation. You may need to ask further questions in order to draw out the candidate’s responses.

This instrument contains benchmarks for the candidate’s responses and therefore you should not give this document to the candidate.

The questions are all listed in the Candidate RPL Tool, so that they may think about their answers and be prepared when attending the competency conversation meeting with you. The candidate may instead opt to write or type their answers rather than provide them orally. Regardless, you should use the following forms to record your assessment.

IMPORTANT NOTE It is essential that you record the reasons for your assessment in the forms.



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Question Bank No Question (tick if answer is satisfactory Mapping

1. Describe your job role/s as a manager, the team that you manage, the role of the team in achieving organisational

objectives and the characteristics and needs of internal and external customers

BSBCUS501C BSBMGT515A BSBMGT502B BSBWOR502B

Benchmark criteria for answers (tick when candidate discusses) Assessor notes of candidate’s responses

Question is mapped holistically to the above units in order to clarify candidate’s experience in a management role

Must have worked in a management role leading a team / workgroup

Depending upon the job role, customers may be internal or external

If the candidate has a frontline management role, external customers should be identified

Members of the team should be identified by job role and number

Organisation and its overall goals / objectives should be identified

The role of the team in achieving organisational objectives should focus on outcomes rather than tasks

Needs of customers should be identified

Assessment and reasons for assessment:

Satisfactory

Not Satisfactory (knowledge gaps identified and explained above)

Name of Candidate:



No Question (tick if answer is satisfactory Mapping

2. Describe a time when you developed an operational plan for the day to day operations of an organisation as

a whole or for a section of the organisation, including: o The information that you researched in the planning stage o The internal and external people that you consulted in the planning stage o The performance standards that you identified and how they were measured o The risks that you identified and how they were controlled o The resource requirements that you identified and the way you aligned resource acquisition to budgets o The organisational processes for approval of the plan

BSBMGT515A:PC 1.1-1.6 BSBMGT515A:PC 2.1-2.2 BSBMGT515A:RS 1-3, 5 BSBMGT515A:RK 1-3 BSBMGT515A:CAE 1-2 BSBWOR502B:PC 1.1-1.2, 2.1 BSBPMG510A:RK 2

Benchmark criteria for answers (tick when candidate discusses)

Assessor notes of candidate’s responses

Research involves identification of organisational strategic objectives from strategic plan / business plan. Operational plans can be called action plans, management plans, annual plans, tactical plans

Internal people should include other managers within the organisation who will be impacted by the plan or have expertise in planning

Internal people should include stakeholders such as team members and others who will be involved in its implementation such as union officials

External people may be consulted for their expertise

External people may also include customers or suppliers who will be impacted by the plan

Performance standards must be identified in terms of targets that align with the organisation’s objectives - expressed as quality standards

Key Performance Indicators should be identified as a measurable outcome

Risks may relate to OHS or (more likely) financial risks to the organisation. Risk mitigation measures should include regular monitoring of the operation of the plan. They may include: o contracting out or outsourcing human resources and other functions or tasks o diversification of outcomes o finding cheaper or lower quality raw materials and consumables o increasing sales or production o recycling and re-using o rental, hire purchase or alternative means of procurement of required materials,

equipment and stock o restructuring of organisation to reduce labour costs o risk identification, assessment and management processes



o seeking further funding o strategies for reducing costs, wastage, stock or consumables o succession planning

Resources may include location, equipment, furniture, tools, consumables.

Resources must include human resources

Budgets may be established by the candidate after investigation of income and expenditure requirements, profit margins etc or may be established by senior management

Methods of ensuring that resource acquisition is aligned to budgets may involve tendering, spreading costs over a financial period, leasing etc. HR costs should also be discussed.

Organisational process for approval should demonstrate knowledge of organisational policies, procedures and reporting requirements


Satisfactory



3. Describe the ways that you measure and monitor operational performance. Include:

o The technology that you use for the purpose o The time frame (intervention points) for measuring performance o How you track resource usage against budgets o How you track quality standards o The role of your team in measuring and monitoring performance o An example of how you would vary an operational plan during the implementation

BSBMGT515A:PC 3.1-3.6 BSBMGT515A:RS 1-3, 5 BSBMGT515A:RK 2-3 BSBMGT515A:CAE 1-2 BSBCUS501C:PC 1.1-1.2 BSBCUS501C: PC 2.2 BSBCUS501C:PC 3.1, 3.3 BSBCUS501C:CAE 1 BSBMGT502B:PC 1.1-1.2, 1.5-1.6 BSBMGT502B:PC 2.1, 2.4 BSBMGT502B:PC 3.4 BSBMGT502B:RS 2-3, RK 3





Technology may include spreadsheets, databases and accounting or other organisational software

Time frame should be identified as weekly, monthly, quarterly etc

Resource usage may include records of purchases, salaries and may also include tracking items used in manufacturing and wastage. These should be compared with projected usage as indicated by the original (or amended) budget. KPIs may be discussed

Quality standards should be identified as performance indicators. For manufacturing etc this may be quality control, inspections of products etc. For customer service this may include seeking and analysing customer feedback, tracking complaints. KPIs may be discussed.

Candidate may delegate the role of tracking and presenting reports.

Example of varying operational plan may be changing schedules, resources, tasks or re-allocation of roles on the basis of monitoring and identifying areas for improvement.


Satisfactory





4. Explain the techniques and organisational procedures that you use to resolve customer service

issues and customer complaints. Include: o An explanation of your customer service standards and whether this relates to internal or

external customers. o The ways that you personally assist colleagues and team members to overcome customer

service problems o The strategies that you use to obtain feedback from customers o An example of a problem with customer service that you overcame o The ways that you monitor, measure, record and analyse customer service

BSBCUS501C:PC 2.1, 2.3 BSBCUS501C:PC 3.2, 3.4-3.5 BSBCUS501C:RS 1-2, RK 1 BSBCUS501C:CAE 1-3



Customer service standards may relate to: o Customer service charter or code of conduct o Developed KPIs which may be based on analysing complaints statistics or customer

feedback, repeat customers etc

Personally assisting colleagues and team may relate to: o Ensuring they are available to resolve issues o Coaching and mentoring o Making decisions that are outside team authority

Feedback from customers can be informal or formal, but should be documented and regularly analysed. examples of feedback strategies may include: o •electronic feedback mechanisms using intranet, internet and email o feedback forms and other devices to enable communication from customers o questionnaires, survey and interviews

Examples of customer service problems will vary. Candidate should describe the situation, how it was resolved and how they used the situation as a “lesson learned” to improve customer service in future.

Positive and negative feedback (eg complaints) must be regularly documented and analysed. Methods may include: o databases o spreadsheets o other software applications




Satisfactory



5. Describe the ways that you manage the performance of your team or workgroup. Include:

o The factors that you take into account when allocating work o The ways that you communicate performance standards to your team and ensure they are

understood o The ways that you ensure that your team is motivated to achieve performance standards o The ways that you monitor your team’s performance and give them feedback o Describe a time when you identified a poor performance issue and how you overcame it. o Explain the organisational procedures and legislative requirements that you must comply with

when dealing with performance issues, disciplinary procedures and termination, and the consultation that you undertake in order to ensure that you comply

o Describe your organisation’s procedures for giving formal performance feedback and your role o The ways that you recognise excellence in performance

BSBMGT502B:PC 1.1-1.5 BSBMGT502B:PC 2.1-2.4 BSBMGT502B:PC 3.1-3.5 BSBMGT502B:PC 4.1-4.7 BSBMGT502B:RS 1-4, RK 1-5 BSBMGT502B:CAE 2-3 BSBWOR502B: PC 1.3, 2.3 BSBWOR502B: RK 2-4 BSBPMG510A:RK 1, 3 BSBWOR501A:CAE 3



Work needs to be allocated in a way that is efficient, cost effective and outcome focussed. Factors to take into account may include: o skills and knowledge of individuals o time that tasks will take o current workload o deadlines for achieving outcomes o resources, equipment and facilities o job rotation / multi-skilling

Team must be outcomes focused as opposed to task focused. Communication may



include: o written (emails, memos, notices etc) o team meetings o meetings with individuals (formal or informal) o coaching o mentoring o formal training o training in-house (workshops, information sessions, seminars etc)

Motivation requires the team to “own” the standards. Key factor is to involve the team in the development of the standards and to negotiate agreement with stakeholders. Standards should not be imposed without consultation.

The poor performance issue identified will vary. Key factors include: o taking action immediately - without delay o counselling meeting - manager must investigate, identify all the facts, prepare -

meeting should be private - may need to discuss with HR o outcome of counselling meeting to be an agreement - documented action plan /

performance improvement plan - outcome may involve action by the manager to provide training or other resources

o manager must follow up and monitor whether improvement occurred o manager may provide ongoing coaching and /or mentoring

Legislative and organisational procedures - must include knowledge of relevant Awards for their team: o HR are experts - consult and seek support as required o Fair Work Act 2009 o Dismissal for poor performance - after counselling and no improvement - written

warning and individual must have opportunity to reply / explain before dismissed. Individual has a right to apply to Fair Work Ombudsman to investigate

o Summary dismissal - for misconduct (theft, violence etc) o Anti-discrimination and EEO legislation o Duty of care and OHS - responsibility to provide a safe workplace includes preventing

harassment

Formal performance feedback is normally annual performance review - manager’s role to conduct the meeting after preparation - to give the individual opportunity to prepare - discuss, agree on outcomes and follow up outcomes o Usually aligned to salary review but purpose is to recognise good performance and

find opportunities to develop the individual. (Important for staff retention)



Recognition of excellence in performance should include financial incentives such as increased salary, fringe benefits etc. Manager must comply with organisational procedures in awarding financial benefits. Key factor is that the employee feels valued and appreciated. Recognition can also include: o saying “thank you” o acknowledgement in team meeting o opportunities for advancement / training / career development o recognition through organisational channels - reports to management, newsletters

“employee of the month” etc.


Satisfactory



6. Describe how you promote and support your team to be “self-managing”. Include:

o Your policies and procedures to ensure that the team achieves performance standards o How you ensure that problems and issues raised by team members are addressed and

resolved o The ways that you act as a role model for your team and why this is important o The ways that you liaise with stakeholders within the organisation on team related issues o The strategies you use to promote group loyalty and co-operation

BSBWOR502B:PC 2.2, 2.4 BSBWOR502B:PC 3.1-3.3 BSBWOR502B:PC 4.1-4.4 BSBWOR502B:RS 1-2 BSBWOR502B:RK 1-4 BSBWOR502B:CAE 1-3 BSBMGT516C:PC 1.1



Policies and procedures include: o consultation in planning o focusing on goals / outcomes rather than tasks o training in performance standards o team meetings o KPIs are SMARTT (specific, measurable, achievable, realistic, time framed, trackable)



o appropriate delegation o rewarding team achievement o regular monitoring, measuring, recording, reporting o coaching, mentoring, training

Problems and issues raised by team members should be addressed promptly. o encourage team to raise problems and make suggestions for improvement o investigate issues raised and identify cause / facts o take action - may involve liaising with other stakeholders in the organisation o advising team members of outcomes and management decisions - including reasons

for decisions

Manager must act as a role model. Team members will model their own behaviour on the manager. Demonstrate: o respect o professionalism o honesty o loyalty o personal presentation o time keeping o reliability o no discrimination / bias / preferences o correct language

Manager should act as an advocate for the team. Stakeholders may include o board members o business or government contacts o funding bodies o union/employee groups and representatives

Group loyalty and co-operation is achieved when: o The team know what is expected of them - clarity o The team focuses on goals rather than tasks o Behavioural issues are dealt with promptly and fairly by the manager o Team achievement as a whole is recognised




Satisfactory



7. Describe the continuous improvement systems and processes that you lead and manage.

Include: o strategies for cyclic auditing of workplace, team and individual performance and the types of

data that you evaluate o strategies for ongoing evaluation and monitoring of effectiveness o strategies for promoting and implementing improvements to systems, processes, services

and/or products o stakeholders in continuous improvement within the organisation and how you liaise with them o knowledge and quality management systems o an example of how you identified and implemented a sustainability practice and the importance

of environmental sustainability to business practices

BSBMGT516C:PC 1.1-1.5 BSBMGT516C:PC 2.1-2.2 BSBMGT516C:PC 3.1-3.3 BSBMGT516C:RS 1-5 BSBMGT516C:RK 1-4 BSBMGT516C:CAE 1-2



Strategies for cyclic auditing workplace, team and individual performance o formal performance review process o using performance management software o setting and monitoring KPIs on a regular basis o ensuring KPIs are SMARTT (specific, measurable, achievable, realistic, trackable,

time framed) o tracking costs against budget o tracking income against projections o tracking resource usage o quality control, inspections of products etc



Strategies for ongoing evaluation and monitoring of effectiveness o supervision and monitoring by manager o feedback (formal and informal) - in both directions o team and individual meetings to review outcomes against targets

Strategies for promoting and implementing improvements to systems, processes, services and/or products o training o coaching o mentoring o communication - both directions o self-managing teams o networking and information gathering o team participation in decision making

Stakeholders within the organisation may include: o individuals within the work team o senior management and board members o unions and employee groups. o other managers and teams within the organisation

Methods of liaison may be informal and ongoing or formal and cyclic (eg action sets). May include face to face, email, telephone, video conference, written reports, shared data.

Knowledge and quality management systems may include: o Intranet / internet o Databases, spreadsheets and documents o Quality standards supported by version control o ISO9001 Quality Standard Certification

Environmental sustainability is important because: o it is a legislative requirement (air, water, noise, land, waste) o there can be cost benefits (waste reduction, recycling, improved working conditions

etc) o there can be cost increases (capital outlay on new technology / research and

development)

Candidate should identify a time when they identified and implemented a new process for environmental sustainability (eg recycling).




Satisfactory



8. Explain the following models for continuous improvement.

o Kaizen and how it relates to process thinking o Action learning and action research o The “plan / do / check / act” cycle

BSBMGT516C:RK 1 BSBMGT516C:CAE 1



Kaizen and how it relates to process thinking o relates primarily to management thinking o promoting a shared understanding of business processes o relating business processes to customer service outcomes o identifying organisational capabilities o understanding and improving the flow of cross-functional activities

Action learning and action research o managers meet together in small groups, to share their experiences and ask each

other questions about what they saw and heard o group is an “action learning set” o purpose is to reflect on a problem or question together, then put the answer into

practice o group then meets to reflect on outcome of action o process can be used for a team to encourage self-managing team o may need a facilitator (action learning coach)

Plan / do / check cycle o fits with action learning o intended for problem solving



o Plan - identify the problem and give ideas for solving o Do - implement on a small scale only o Check - results of small scale implementation o Act - to implement on a larger scale if warranted


Satisfactory



9. Describe a project that you planned and implemented for a specific outcome. Include:

o An outline of the project’s scope and how it related to the organisation’s objectives o The project stakeholders o The relationship of the project to other projects and day to day activities o The resources that you identified in the project plan o Any project management tools or software that you used in the planning and implementation of

the project o The OHS and other risks that you identified in the planning stage o The way that you aligned the project with the budget o The approvals process for implementation of the project plan o The team members involved in the project and their roles o The project deliverables and how you monitored progress in achieving the deliverables o The outcome of the project and how you finalised it o The “lessons learned” during the implementation of the project, that you would apply to further

projects

BSBPMG510A:PC 1.1-1.6 BSBPMG510A:PC 2.1-2.6 BSBPMG510A:PC 3.1-3.7 BSBPMG510A:PC 4.1-4.3 BSBPMG510A:5.1-5.3 BSBPMG510A:RS 1-5 BSBPMG510A:RK 3 BSBPMG510A:CAE 1-2



Project scope should identify the objective

Project stakeholders may include:



o project sponsor o project team o customers / clients o other members of the organisation o suppliers and external contractors

Relationship of the project should identify: o any other organisational projects which may have impact on the project o any other organisational projects which may be impacted by the project o work-in-progress (day to day work) that may be impacted by the project

Resources may include: o Human resources (may require additional staff or re-allocation of duties) o Location, furniture, tools, equipment, space o Consumables and raw materials o External support (consultants / contractors) o Suppliers

Project management tools may include: o Microsoft Project or other project management software o Excel / spreadsheets for budgeting, planning, scheduling o Gantt charts o Databases

OHS risks associated with the project should have been identified in the planning stage

Other risks such as financial risks or risks to work-in-progress or other projects should have been identified in the planning stage.

The project budget may be established by the candidate as manager or be established by senior management. Resource acquisition (including human resources) costs need to be calculated and compared with the budget.

Approvals process involves documenting the project plan in consultation with stakeholders and presenting to the project sponsor for approval.

Project deliverables are targets - performance standards, KPIs. Project plan should identify the deliverables in measurable format and also any boundaries - what the project is not designed to achieve.

The project is to be implemented and monitored, using KPIs and milestones for targets to achieve the final outcome.

Once the project is finalised, resources (eg human resources) may need to be re-



allocated.

Finalisation process should include reporting and review of outcomes against the original project scope and plan.

Review process should identify successes and areas where lessons can be learned to apply on future projects. This should include consultation with the project team at a minimum and possibly other stakeholders.


Satisfactory



10. Describe how you plan and prioritise your own work tasks, your work goals and your professional

development plan. Include: o the organisational goals and objectives that you work towards achieving in your job role o the types of tasks that you perform in order to achieve the objectives o the ways that you prioritise and schedule the tasks o the technology that assists you in planning and prioritising your work tasks o how you measure and evaluate whether you have achieved objectives o how you ensure that you maintain an appropriate work/life balance o the methods you use to identify your personal professional development opportunities and

needs

BSBWOR501A:PC 1.1-1.3 BSBWOR501A:PC 2.1-2.3 BSBWOR501A:PC 3.1-3.5 BSBWOR501A:RS 1-3 BSBWOR501A:RK 1-5 BSBWOR501A:CAE 1



Organisational goals and objectives must be briefly identified (the organisation’s purpose or mission)

Own role is as a team leader / manager facilitating the team to achieve organisational



goals Thus, team goals are the manager’s goals

Tasks may include: o managing customer service (internal and/or external) o managing the team to achieve organisational goals o performance planning and performance management (developing and implementing

KPIs) o operational planning or work plans / work allocation o facilitating continuous improvement and maintaining quality and performance

standards o managing OHS within the workgroup o managing projects

Key aspects of prioritisation and scheduling are: o knowing how important each task is o knowing how long each task will take o knowing when each task must be completed o determining the order of completion

Technology to assist in planning and scheduling may include o Microsoft Office Outlook (tasks, calendar, meeting scheduler) o Microsoft Excel o Lotus Notes o Email o Graphs, charts and Gantt charts

Performance standards need to be established for the manager as well as the team. The manager may set their own standards based on team outcomes. Measurement should be ongoing on the basis of established Key Performance Indicators.

Stress is caused by inappropriate work/life balance. Work should be planned and time also planned for family, sport, hobbies and other activities.

Methods of identifying personal professional development needs may include: o Performance reviews o Informal feedback o Self-evaluation - training needs analysis to identify competency standard and compare

current abilities o Investigating options and competency standards including nationally recognised

qualifications o Seeking advice from experts




Satisfactory



11. Describe the ways that you manage policies and procedures for occupational health and safety in

your workplace. Include: o A description of your personal role in managing OHS, in the context of the organisation o A description of the ways you ensure that your team members are trained and kept up to date

on OHS rights, responsibilities and procedures o Identification of the Act, Regulations and statutory body for workplace safety in your State and

the key responsibilities of all employers under the Act. o Identification of the statutory body for workplace safety that applies in the whole of Australia. o A description of the consultative and communication processes and the key personnel within

your organisation responsible for the administration of OHS o A description of the ways that employees are represented on OHS matters within your

organisation and the methods you use to ensure they are kept informed of OHS decisions, procedures and issues

o An explanation of your procedures for hazard identification and reporting o An explanation of your procedures for assessing risks, and the tools that you use for this

purpose o An explanation of how you apply the hierarchy of control o The OHS reporting requirements in your organisation

BSBOHS509A:PC 1.1-1.3 BSBOHS509A:PC 2.1-2.3 BSBOHS509A:PC 3.1-3.5 BSBOHS509A:PC 4.1-4.5 BSBOHS509A:RS 1-4 BSBOHS509A:RK 1-4 BSBOHS509A:CAE 1-4





Personal role should include the majority of the following: o Establishing OHS procedures for the work group in compliance with legislation and

organisational policy o Monitoring and managing OHS issues for the work group o Identifying and approving resources for operating the OHS system o Attending OHS committee meetings o Liaising with OHS representatives and OHS officer/s o Communicating OHS decisions, policies, procedures and outcomes of OHS

committee meetings to the work group o Managing / implementing the OHS induction program o Arranging OHS training as required o Analysing safety information and promoting continuous improvement in safety

practices

Training includes mandatory OHS induction for all new employees

OHS representatives are entitled to formal training if requested (paid by employer)

Manager’s job (as well as OHS representative) is to keep staff informed

Qld Workplace Health & Safety Act, 1995 and Regulation 2008. Administered by WHS Qld - see web site www.deir.qld.gov.au

Employer obligations are: o •providing and maintaining a safe and healthy work environment o •providing and maintaining safe plant o •ensuring the safe use, handling, storage and transport of substances o •ensuring safe systems of work o •providing information, instruction, training and supervision to ensure health and

safety.

Safe Work Australia is the Commonwealth body

Consultation should take place at every stage in the risk management process (see Risk Management Code of Practice on www.deir.qld.gov.au

OHS committee should meet regularly and include employer and employee representative/s

OHS officer is an expert - required for organisations with more than 30 full time

http://www.deir.qld.gov.au/

http://www.deir.qld.gov.au/



employees

OHS representatives are not expert - they are workers elected by their colleagues

A hazard is something with the potential to cause harm. Must be reported and controlled

A risk is assessed by comparing the likelihood and consequence

Hierarchy of risk control: o elimination o substitution o isolation o engineering controls o administrative procedures o PPE

OHS reporting requirements for incidents and hazards must be identified in accordance with organisational procedures.


Satisfactory




Overall Assessment of Competency Conversation Responses

Assessor: Assessment and reasons for assessment

Satisfactory

Not Satisfactory (knowledge gaps summarised below) Assessor recommendations and feedback to candidate:

Signed Date

Assessor



PPrraaccttiiccaall AAccttiivviittiieess

The following instructions have been given to the candidate:

The following section contains practical activities for each of the units.

Your assessor will advise whether you need to complete any of the following practical activities.

Where sufficient evidence is available through questioning, documentary evidence and third party verification, the practical activities will not be required.

Evidence must be gathered in the workplace wherever possible. Where no workplace is available, a simulated workplace will be provided by your assessor.

The practical activities will only be necessary if, in your opinion as a qualified and experienced assessor, the:

Documentary Evidence

Third Party Verification

Employability Skills questionnaire; and

Competency Conversation

do not provide sufficient evidence of competency.

They are particularly relevant where documentary evidence does not address all of the critical aspects of evidence, as they have been designed for the candidate to provide the relevant evidence.

The practical activities are also mapped to all of the performance criteria and all required skills.

After you have assessed all of the evidence, you should advise the candidate if you require any practical activities to be completed and submitted.

You may select only one or two activities from each sector, and for this reason the activities are all internally mapped.



PPrraaccttiiccaall AAccttiivviittiieess

The following practical activities will enable the candidate to address the Critical Aspects of Evidence.

The instructions to the candidate clearly state the benchmark criteria for assessment. The matching critical aspects of evidence from the unit have also been given in this Assessor RPL Guide in order for you to confirm the benchmark criteria. BSBCUS501C: Manage quality customer service

Conduct the necessary research within your organisation or on the internet and present a portfolio of evidence which incorporates: 1. Customer service policy 2. Customer service charter or code of practice 3. Customer service complaints procedure

CAE 1. plans, policies or procedures for delivering quality customer service CAE 2. demonstrated techniques in solving complex customer complaints and system problems that lead to poor customer service CAE 3. knowledge of techniques for solving complaints

BSBMGT502B: Manage people performance

Using your own organisation as an example, present a report on the performance management system: 1. Describe the performance management system and outline its

strengths and weaknesses. 2. List 3 performance standards within your organisation and how they

were identified. 3. For each of the 3 performance standards, evaluate them against

SMARTT criteria. 4. For those performance standards that meet the SMARTT criteria,

develop Key Performance Indicators to measure achievement of the standards.

5. Identify the information that will be analysed on a regular basis to determine whether KPIs are being achieved.

CAE 1. documented performance indicators and a critical description and analysis of performance management system from the workplace

BSBMGT515A: Manage operational plan

Conduct the necessary research within your organisation or on the internet and present a portfolio of evidence which incorporates: 1. A strategic plan 2. An operational plan that relates to the strategic plan 3. A report explaining the key features of the operational plan, its

strengths and weaknesses.

CAE 1 development of an operational plan with details of how it will be implemented and monitored CAE 2. knowledge of models and methods for operational plans



BSBMGT516C: Facilitate continuous improvement

Using your own work role as an example, present a report recommending methods of promoting and facilitating continuous improvement in 3 ways: 1. Kaizan 2. Action learning / action research 3. One other continuous improvement model of your choice.

CAE 1. development and use of a range of strategies and approaches that improve work outcomes or organisational functioning, using continuous improvement models

BSBOHS509A: Ensure a safe workplace

Conduct the necessary research and present a report summarising State and Commonwealth legislative requirements for OHS, as they relate to your organisation. (Include a copy of the title page for each legislative instrument): 1. Workplace Health and Safety legislation 2. Anti-discrimination legislation 3. Workplace relations legislation 4. Specific Industry Codes of Practice, as relevant to your organisation

CAE 1. detailed knowledge and application of all relevant OHS legislative frameworks

BSBPMG510A: Manage projects

Using your own work role as an example, develop a project plan for a short-term project designed to meet organisational goals. Your project plan must include: 1. Objective 2. Approvals process 3. Deliverables and boundaries 4. Risk management plan 5. Schedule of tasks and timeframes - including a Gantt chart 6. Resource requirements - including human resources 7. Budget 8. Identification of stakeholders 9. Performance standards and KPIs 10. Methods of monitoring the implementation 11. Finalisation plan - closure, reallocation of resources and review

CAE 1. development of a project plan CAE 2 details of monitoring arrangement/s and evaluation of the project plan's efficacy to address time lines and budgets of project CAE 3 knowledge of relevant legislation



BSBWOR501A: Manage personal work priorities and professional development

Submit a professional development plan for your personal development over the next 5 years. Include: 1. Training needs analysis of your current job role, identifying the skills

and knowledge required for the role. 2. Training needs analysis of your own current skills and knowledge,

identifying any knowledge or skills gaps. 3. Career development plan 4. A summary of the competency standard that you seek to achieve in

5 years, stated in terms of: a. Skills b. Knowledge c. Experience

5. Summary of research you have performed to identify qualifications that align to your career development plan.

6. A schedule for study / networking / research etc for the next 5 years, together with a clear outcome statement.

CAE 2. personal development plan, with career objectives and an action plan

BSBWOR502B: Ensure team effectiveness

Prepare a PowerPoint presentation together with detailed speaker notes that you could present to a group of line managers on the subject of: ‘Getting the best out of your team’ Your presentation should be designed to give information but also to motivate the line managers. It should be approximately 20 minutes in length and cover the following: 1. Focusing on goals 2. Leadership styles 3. Agreeing on performance standards and KPIs 4. Recognising and rewarding team performance 5. Dealing with behavioural problems 6. Training, coaching and mentoring 7. The role of the HR expert in dealing with disciplinary issues

CAE 1. •range of techniques that can be used to build work teams, strengthen communications in the team and resolve issues



SSuummmmaattiivvee AAsssseessssmmeenntt MMaattrriixx KEY

D Workplace Documents / Documentary Evidence - refer to mapping matrix and tick where evidence is submitted and satisfactory

T Third Party Verification

E Employability skills questionnaire

Q Competency Conversation / Questioning

P Practical Activities

S SUFFICIENT - tick if evidence is sufficient

Assessor to complete

This matrix is intended as a tool for you, the assessor, to summarise the evidence submitted and to assist you in determining whether evidence is sufficient.

Tick the columns where evidence is satisfactory. Tick the SUFFICIENT column if evidence is sufficient to confirm competency

NOTE: Practical activities are optional at your expert discretion.

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Sufficient

BSBCUS501C: Manage quality customer service 1. Plan to meet internal and external customer requirements 1.1 Investigate, identify, assess, and include the needs of customers in planning processes

1.2 Ensure plans achieve the quality, time and cost specifications agreed with customers

2. Ensure delivery of quality products and/or services 2.1 Deliver products and/or services to customer specifications within organisation's business plan

2.2 Monitor team performance to consistently meet the organisation's quality and delivery standards

2.3 Assist colleagues to overcome difficulty in meeting customer service standards

3. Monitor, adjust and review customer service 3.1 Develop and use strategies to monitor progress in achieving product and/or service targets and standards

3.2 Develop and use strategies to obtain customer feedback to improve the provision of products and/or services

3.3 Develop, procure and use resources effectively to provide quality products and/or services to customers

3.4 Make decisions to overcome problems and to adapt customer services, products and/or service delivery in consultation with appropriate individuals and groups

Name of Candidate



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Sufficient

3.5 Manage records, reports and recommendations within the organisation's systems and processes

Required skills

RS 1. analytical skills to identify trends and positions of products and services

RS 2. communication skills to:

coach and mentor staff and colleagues

monitor and advise on customer service strategies

RS 3. literacy skills to:

edit and proofread texts to ensure clarity of meaning and accuracy of grammar and punctuation

prepare general information and papers according to target audience

read and understand a variety of texts

RS 4. problem solving skills to:

deal with customer enquiries or complaints

deal with complex and non-routine difficulties

RS 5. technology skills to select and use technology appropriate to a task

RS 6. self management skills to:

comply with policies and procedures

consistently evaluate and monitor own performance

seek learning opportunities

Required knowledge

RK 1. key provisions of relevant legislation from all levels of government that may affect aspects of business operations, such as:

anti discrimination legislation

Australian consumer law

ethical principles

codes of practice

privacy laws

financial legislation

occupational health and safety (OHS)

RK 2. organisational policy and procedures for customer service including handling customer complaints

RK 3. service standards and best practice models RK 4. public relations and product promotion RK 5. techniques for dealing with customers,

including customers with specific needs



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Sufficient

RK 6. techniques for solving complaints including the principles and techniques involved in the management and organisation of:

customer behaviour

customer needs research

customer relations

ongoing product and/or service quality

problem identification and resolution

quality customer service delivery

record keeping and management methods

strategies for monitoring, managing and introducing ways to improve customer service relationships

strategies to obtain customer feedback

Critical aspects of evidence

CAE 1. •plans, policies or procedures for delivering quality customer service

CAE 2. •demonstrated techniques in solving complex customer complaints and system problems that lead to poor customer service

CAE 3. •knowledge of techniques for solving complaints.

BSBMGT502B: Manage people performance 1. Allocate work 1.1 Consult relevant groups and individuals on work to be allocated and resources available

1.2 Develop work plans in accordance with operational plans

1.3 Allocate work in a way that is efficient, cost effective and outcome focussed

1.4 Confirm performance standards, Code of Conduct and work outputs with relevant teams and individuals

1.5 Develop and agree performance indicators with relevant staff prior to commencement of work

1.6 Conduct risk analysis in accordance with the organisational risk management plan and legal requirements

2. Assess performance 2.1 Design performance management and review processes to ensure consistency with organisational objectives and policies

2.2 Train participants in the performance management and review process

2.3 Conduct performance management in accordance with organisational protocols and time lines

2.4 Monitor and evaluate performance on a continuous basis

3. Provide feedback 3.1 Provide informal feedback to staff on a regular basis

3.2 Advise relevant people where there is poor performance and take necessary actions

3.3 Provide on-the-job coaching when necessary to improve performance and to confirm excellence in performance



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Sufficient

3.4 Document performance in accordance with the organisational performance management system

3.5 Conduct formal structured feedback sessions as necessary and in accordance with organisational policy

4. Manage follow up 4.1 Write and agree performance improvement and development plans in accordance with organisational policies

4.2 Seek assistance from human resources specialists where appropriate

4.3 Reinforce excellence in performance through recognition and continuous feedback

4.4 Monitor and coach individuals with poor performance

4.5 Provide support services where necessary 4.6 Counsel individuals who continue to perform below expectations and implement the disciplinary process if necessary

4.7 Terminate staff in accordance with legal and organisational requirements where serious misconduct occurs or ongoing poor-performance continues

Required skills

RS 1. •communication skills to articulate expected standards of performance, to provide effective feedback and to coach staff who need development

RS 2. •risk management skills to analyse, identify and develop mitigation strategies for identified risks

RS 3. •planning and organisation skills to ensure a planned and objective approach to the performance management system.

Required knowledge

RK 1. •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

RK 2. •relevant awards and certified agreements RK 3. •performance measurement systems utilised

within the organisation

RK 4. •unlawful dismissal rules and due process RK 5. •staff development options and information. Critical aspects of evidence CAE 1. •documented performance indicators and a

critical description and analysis of performance management system from the workplace

CAE 2. •techniques in providing feedback and coaching for improvement in performance

CAE 3. •knowledge of relevant awards and certified agreements.



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Sufficient

BSBMGT515A: Manage operational plan 1. Develop operational plan 1.1 Research, analyse and document resource requirements and develop an operational plan in consultation with relevant personnel, colleagues and specialist resource managers

1.2 Develop and/or implement consultation processes as an integral part of the operational planning process

1.3 Ensure details of the operational plan include the development of key performance indicators to measure organisational performance

1.4 Develop and implement contingency plans at appropriate stages of operational planning

1.5 Ensure the development and presentation of proposals for resource requirements is supported by a variety of information sources and seek specialist advice as required

1.6 Obtain approval for plan from relevant parties and ensure understanding among work teams involved

2. Plan and manage resource acquisition 2.1 Develop and implement strategies to ensure that employees are recruited and/or inducted within the organisation's human resources management policies and practices

2.2 Develop and implement strategies to ensure that physical resources and services are acquired in accordance with the organisation's policies, practices and procedures

3. Monitor and review operational performance 3.1 Develop, monitor and review performance systems and processes to assess progress in achieving profit and productivity plans and targets

3.2 Analyse and interpret budget and actual financial information to monitor and review profit and productivity performance

3.3 Identify areas of under performance, recommend solutions, and take prompt action to rectify the situation

3.4 Plan and implement systems to ensure that mentoring and coaching are provided to support individuals and teams to effectively, economically and safely use resources

3.5 Negotiate recommendations for variations to operational plans and gain approval from designated persons/groups

3.6 Develop and implement systems to ensure that procedures and records associated with documenting performance are managed in accordance with organisational requirements

Required skills

RS 1. •literacy skills to access and use workplace information and to write a succinct and practical plan

RS 2. •technology skills to use software to produce and monitor the plan against performance indicators



D

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Sufficient

RS 3. •planning and organisational skills RS 4. •coaching skills to work with people with poor

performance

RS 5. •numeracy skills to allocate and manage financial resources.

Required knowledge

RK 1. •models and methods for operational plans RK 2. •budgeting processes RK 3. •alternative approaches to improving

resource usage and eliminating resource inefficiencies and waste.

Critical aspects of evidence

CAE 1. •development of an operational plan with details of how it will be implemented and monitored

CAE 2. •knowledge of models and methods for operational plans.

BSBMGT516C: Facilitate continuous improvement 1. Lead continuous improvement systems and processes 1.1 Develop strategies to ensure that team members are actively encouraged and supported to participate in decision-making processes, assume responsibility and exercise initiative as appropriate

1.2 Establish systems to ensure that the organisation's continuous improvement processes are communicated to stakeholders

1.3 Ensure that change and improvement processes meet sustainability requirements

1.4 Develop effective mentoring and coaching processes to ensure that individuals and teams are able to implement and support the organisation's continuous improvement processes

1.5 Ensure that insights and experiences from business activities are captured and accessible through knowledge management systems

2. Monitor and adjust performance strategies 2.1 Develop strategies to ensure that systems and processes are used to monitor operational progress and to identify ways in which planning and operations could be improved

2.2 Adjust and communicate strategies to stakeholders according to organisational procedures

3. Manage opportunities for further improvement 3.1 Establish processes to ensure that team members are informed of outcomes of continuous improvement efforts

3.2 Ensure processes include recording of work team performance to assist in identifying further opportunities for improvement

3.3 Consider areas identified for further improvement when undertaking future planning

Required skills RS 1. •communication skills to communicate

opportunities for improvement



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Sufficient

RS 2. •learning skills to coach and mentor staff, using a range of methods to cater for different learning styles

RS 3. •innovation and lateral thinking skills to design better ways for achieving work outcomes

RS 4. •planning skills to establish and monitor systems and process for continuous improvement

RS 5. •teamwork and leadership skills to gain the confidence and trust of others

Required knowledge RK 1. •continuous improvement models RK 2. •knowledge management systems RK 3. •quality systems RK 4. •sustainability principles Critical aspects of evidence CAE 1. •development and use of a range of

strategies and approaches that improve work outcomes or organisational functioning, using continuous improvement models

CAE 2. •monitoring performance and customer service

BSBOHS509A: Ensure a safe workplace 1. Establish and maintain an OHS system 1.1 Locate and communicate OHS policies which clearly express the organisation's commitment to implement relevant OHS legislation in the enterprise

1.2 Define OHS responsibilities for all workplace personnel in accordance with OHS policies, procedures and programs

1.3 Identify and approve financial and human resources for the effective operation of the OHS system

2. Establish and maintain participative arrangements for the management of OHS 2.1 Establish and maintain participative arrangements with employees and their representatives in accordance with relevant OHS legislation

2.2 Appropriately resolve issues raised through participative arrangements and consultation

2.3 Promptly provide information about the outcomes of participation and consultation in a manner accessible to employees

3. Establish and maintain procedures for identifying hazards, and assessing and controlling risks 3.1 Develop procedures for ongoing hazard identification, and assessment and control of associated risks

3.2 Include hazard identification at the planning, design and evaluation stages of any change in the workplace to ensure that new hazards are not created by the proposed changes

3.3 Develop and maintain procedures for selection and implementation of risk control measures in accordance with the hierarchy of control



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Sufficient

3.4 Identify inadequacies in existing risk control measures in accordance with the hierarchy of control and promptly provide resources to enable implementation of new measures

3.5 Identify intervention points for expert OHS advice 4. Establish and maintain a quality OHS management system 4.1 Develop and provide an OHS induction and training program for all employees as part of the organisation's training program

4.2 Utilise system for OHS record keeping to allow identification of patterns of occupational injury and disease in the organisation

4.3 Measure and evaluate the OHS system in line with the organisation's quality systems framework

4.4 Develop and implement improvements to the OHS system to achieve organisational OHS objectives

4.5 Ensure compliance with the OHS legislative framework so that legal OHS standards are maintained as a minimum

Required skills RS 1. •analytic skills to analyse relevant workplace

data in order to identify hazards, and to assess and control risks

RS 2. •communication skills to consult with staff and to promote a safe workplace

RS 3. •problem-solving skills to deal with complex and non-routine difficulties

RS 4. •technology skills to store and retrieve relevant workplace data.

Required knowledge RK 1. •application of the hierarchy of control (the

preferred order of risk control measures from most to least preferred, that is, elimination, engineering controls, administrative controls, personal protective equipment)

RK 2. •hazard identification and risk management RK 3. •relevant legislation from all levels of

government that affects business operation, especially in regard to OHS and environmental issues, equal opportunity, industrial relations and anti-discrimination

RK 4. •reporting requirements. Critical aspects of evidence CAE 1. •detailed knowledge and application of all

relevant OHS legislative frameworks

CAE 2. •establishment and maintenance of arrangements for managing OHS within the organisations' business systems and practices

CAE 3. •identification of intervention points for expert OHS advice

CAE 4. •principles and practice of effective OHS management in a small, medium or large business.



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Sufficient

BSBPMG510A: Manage projects 1. Define project 1.1 Access project scope and other relevant documentation

1.2 Define project stakeholders 1.3 Seek clarification from delegating authority of any issues related to project and project parameters

1.4 Identify limits of own responsibility and reporting requirements

1.5 Clarify relationship of project to other projects and to the organisation's objectives

1.6 Determine and access available resources to undertake project

2. Develop project plan 2.1 Develop project plan including timelines, work breakdown structure, role and responsibilities and other details of how the project will be managed in relation to the project parameters

2.2 Identify and access appropriate project management tools

2.3 Formulate risk management plan for project, including occupational health and safety (OHS)

2.4 Develop and approve project budget 2.5 Consult team members and take their views into account in planning the project

2.6 Finalise project plan and gain any necessary approvals to commence project according to documented plan

3. Administer and monitor project 3.1 Take action to ensure project team members are clear about their responsibilities and the project requirements

3.2 Provide support for project team members, especially with regard to specific needs, to ensure that the quality of the expected outcomes of the project and documented time lines are met

3.3 Establish and maintain required record keeping systems throughout the project

3.4 Implement and monitor plans for managing project finances, resources (human, physical and technical) and quality

3.5 Complete and forward project reports as required to stakeholders

3.6 Undertake risk management as required to ensure project outcomes are met

3.7 Achieve project deliverables 4. Finalise project 4.1 Complete financial record keeping associated with project and check for accuracy

4.2 Assign staff involved in project to new roles or reassign to previous roles

4.3 Complete project documentation and obtain any necessary sign offs for concluding project

5. Review project 5.1 Review project outcomes and processes against the project scope and plan



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5.2 Involve team members in the project review 5.3 Document lessons learnt from the project and report within the organisation

Required skills RS 1. •communication and negotiation skills to work

with team members and other stakeholders to maintain project schedules

RS 2. •literacy skills to read, write and review a range of documentation

RS 3. •planning and organising skills to develop, monitor and maintain implementation schedules

RS 4. •numeracy skills to analyse data, and to compare time lines and promotional costs against budgets

RS 5. •culturally appropriate communication skills to relate to people from diverse backgrounds and people with diverse abilities.

Required knowledge RK 1. •relevant legislation from all levels of

government that may affect aspects of business operations, such as: a. ◦anti-discrimination legislation b. ◦ethical principles c. ◦codes of practice d. ◦privacy laws e. ◦environmental issues f. ◦OHS

RK 2. •organisational structure, and lines of authority and communication within the organisation

RK 3. •how the project relates to organisation's overall mission, goals, objectives and operations.

Critical aspects of evidence CAE 1. •development of a project plan CAE 2. •details of monitoring arrangement/s and

evaluation of the project plan's efficacy to address time lines and budgets of project

CAE 3. •knowledge of relevant legislation. BSBWOR501A: Manage personal work priorities and professional development 1. Establish personal work goals 1.1 Serve as a positive role model in the workplace through personal work planning and organisation

1.2 Ensure personal work goals, plans and activities reflect the organisation's plans, and own responsibilities and accountabilities

1.3 Measure and maintain personal performance in varying work conditions, work contexts and contingencies

2. Set and meet own work priorities 2.1 Take initiative to prioritise and facilitate competing demands to achieve personal, team and organisational goals and objectives

2.2 Use technology efficiently and effectively to manage work priorities and commitments



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2.3 Maintain appropriate work-life balance, and ensure stress is effectively managed and health is attended to

3. Develop and maintain professional competence 3.1 Assess personal knowledge and skills against competency standards to determine development needs, priorities and plans

3.2 Seek feedback from employees, clients and colleagues and use this feedback to identify and develop ways to improve competence

3.3 Identify, evaluate, select and use development opportunities suitable to personal learning style/s to develop competence

3.4 Undertake participation in networks to enhance personal knowledge, skills and work relationships

3.5 Identify and develop new skills to achieve and maintain a competitive edge

Required skills RS 1. •communication skills to receive, analyse and

report on feedback

RS 2. •literacy skills to interpret written and verbal information about workplace requirements

RS 3. •organisational skills to set and achieve priorities.

Required knowledge RK 1. •principles and techniques involved in the

management and organisation of: a. ◦performance measurement b. ◦personal behaviour, self-awareness and

personality traits identification c. ◦personal development plan d. ◦personal goal setting e. ◦time management

RK 2. •management development opportunities and options for self

RK 3. •organisation's policies, plans and procedures

RK 4. •types of learning style/s and how they relate to the individual

RK 5. •types of work methods and practices that can improve personal performance.

Critical aspects of evidence CAE 1. •systems and processes (electronic or paper-

based) used to organise and prioritise tasks, which show how work is managed

CAE 2. •personal development plan, with career objectives and an action plan

CAE 3. •knowledge of relevant legislation. BSBWOR502B: Ensure team effectiveness 1. Establish team performance plan 1.1 Consult team members to establish a common understanding of team purpose, roles, responsibilities and accountabilities in accordance with organisational goals, plans and objectives



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1.2 Develop performance plans to establish expected outcomes, outputs, key performance indicators and goals for work team

1.3 Support team members in meeting expected performance outcomes

2. Develop and facilitate team cohesion 2.1 Develop strategies to ensure team members have input into planning, decision making and operational aspects of work team

2.2 Develop policies and procedures to ensure team members take responsibility for own work and assist others to undertake required roles and responsibilities

2.3 Provide feedback to team members to encourage, value and reward individual and team efforts and contributions

2.4 Develop processes to ensure that issues, concerns and problems identified by team members are recognised and addressed

3. Facilitate teamwork 3.1 Encourage team members and individuals to participate in and to take responsibility for team activities, including communication processes

3.2 Support the team in identifying and resolving work performance problems

3.3 Ensure own contribution to work team serves as a role model for others and enhances the organisation's image for all stakeholders

4. Liaise with stakeholders 4.1 Establish and maintain open communication processes with all stakeholders

4.2 Communicate information from line manager/management to the team

4.3 Communicate unresolved issues, concerns and problems raised by team members and follow-up with line manager/management and other relevant stakeholders

4.4 Evaluate and take necessary corrective action regarding unresolved issues, concerns and problems raised by internal or external stakeholders

Required skills RS 1. •communication skills to explain team goals,

to address team conflict and to build an environment of trust

RS 2. •planning and organisational skills to keep team on track and focussed on work outcomes.

Required knowledge RK 1. •group behaviour RK 2. •strategies for mentoring and coaching to

informally guide and instruct team members

RK 3. •issue resolution RK 4. •strategies for gaining consensus.



D

T#

E#

Q

P#

Sufficient

Critical aspects of evidence CAE 1. •range of techniques that can be used to

build work teams, strengthen communications in the team and resolve issues

CAE 2. •methods for engaging with stakeholders and obtaining advice from outside the work team, to ensure team is focussed and on track

CAE 3. •knowledge of group behaviour.

EMPLOYABILITY SKILLS ES 1. Communication ES 2. Teamwork ES 3. Problem solving ES 4. Initiative and enterprise ES 5. Planning and organising ES 6. Self-management ES 7. Learning ES 8. Technology

Assessor Name (please print) Assessor Signature

Date

ASSESSOR NOTE: Use the Summative Assessment form in the Candidate RPL Tool to record your assessment.

You should ensure that feedback given to the candidate is recorded in this form.

Both the Candidate RPL Tool and this Assessor RPL Tool must be completed and retained in the candidate’s evidence folder.