Elements describe the essential outcomes. | Performance criteria describe the performance needed to demonstrate achievement of the element. Where bold italicised text is used, further information is detailed in the range of conditions. |
1. | Manage resource requirements of a building surveying team. | 1.1. | Scope and nature of work undertaken by the practice are reviewed and range of expertise required is identified and analysed to ensure sufficient resourcing. |
1.2. | Competence of existing staff to perform tasks is assessed and gaps in competence required by the practice are identified. |
1.3. | Strategies to address skill and knowledge gaps, including the planned recruitment of staff with additional expertise, are formulated and implemented. |
1.4. | Development and implementation of human resource policies are managed to ensure effective resourcing of the practice. |
1.5. | Practice workload is assessed and work is allocated to building surveyors according to level of competence and relevant licensing requirements. |
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2. | Develop and implement service standards. | 2.1. | Operational policies and processes are developed and implemented to ensure work complies with legal and organisational requirements. |
2.2. | Professional standards are sourced or developed and communicated to staff. |
2.3. | Service levels consistent with statutory guidelines are established and monitored to ensure work is undertaken in line with agreed service levels and legislative and regulatory requirements where appropriate. |
2.4. | Internal complaints resolution process is developed and details provided to staff to ensure consistent access to the process when required. |
2.5. | Service standards are communicated to staff, and training is conducted or arranged where necessary to develop shared knowledge of organisational requirements. |
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3. | Monitor and manage staff performance. | 3.1. | Performance objectives are developed, negotiated and agreed to by individual staff. |
3.2. | Work undertaken by staff is monitored to identify areas for improvement and used to formulate targeted professional development activities. |
3.3. | Annual performance reviews are conducted, and structured feedback aligned to job role and performance objectives is provided to individuals according to organisational procedures. |
3.4. | Strategies to improve underperformance are developed in conjunction with relevant individuals and monitored according to workplace procedures. |
3.5. | Reward and recognition processes are implemented according to workplace procedures. |
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4. | Respond to staff professional development needs. | 4.1. | Individual staff development plans are formulated and implemented to encourage ongoing learning and professional development. |
4.2. | Staff meetings, feedback sessions and mentoring opportunities are developed and implemented to promote knowledge sharing and consistent application of policies and processes. |
4.3. | Opportunities for staff to develop new skills and knowledge are identified and managed. |
4.4. | Skills and competencies of junior staff are monitored to identify opportunities for extending the range of work undertaken, within licensing limitations. |
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5. | Manage team effectiveness. | 5.1. | Strategies to facilitate effective communication within and across teams are developed and implemented. |
5.2. | Regular feedback and direction are provided to the team to reinforce successful work and to correct underperformance. |
5.3. | Teams are equipped with required human and technical resources to ensure effective performance. |
5.4. | Conflict within or between teams is identified and addressed according to organisational procedures. |
5.5. | Own leadership style is monitored and revised where appropriate to suit different workplace and staff management challenges. |