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Elements and Performance Criteria

  1. Develop strategies for retention andseparation
  2. Manage implementation of separation/ retention strategies
  3. Develop strategies for retention andseparation
  4. Manage implementation of separation/ retention strategies

Required Skills

This section describes the essential skills and knowledge and their level required for this unit

Skill requirements

Look for evidence that confirms skills in

undertaking effective consultation counselling and negotiation

assessing separation situations to see whether retention options are relevantpreferred

interpreting and explaining complex requirements and assisting others to apply them in the workplace

using a variety of words and language structures to explain complex ideas to different audiences

preparing written advice requiring reasoning and precision of expression

engaging in discussion using exchange of complex oral information

responding to diversity including gender and disability

applying occupational health and safety and environmental procedures in the context of managing separation and retention

Knowledge requirements

Look for evidence that confirms knowledge and understanding of

alternatives to dismissal

award interpretation and employee entitlements

concept of misconduct in the context of public sector employment

concept of redundancy

concept of retirement

concept of voluntary termination

concepts of dismissal and suspension

concepts of natural justice and procedural fairness

disputes and grievance procedures

employment contracts

equal employment opportunity equity and diversity principles

jurisdictional legislation applying to human resources including environmental and occupational health and safety requirements

national andor international models of good practice in the separation and retention of employees

organisational goals policies and procedures relating to separation and retention

retention purposes and strategies

the organisations employee assistance programs

workers compensation and superannuation schemes

employment law

Evidence Required

The Evidence Guide specifies the evidence required to demonstrate achievement in the unit of competency as a whole It must be read in conjunction with the Unit descriptor Performance Criteria the Range Statement and the Assessment Guidelines for the Public Sector Training Package

Units to be assessed together

Prerequisite units that must be achieved prior to this unitNil

Corequisite units that must be assessed with this unitNil

Coassessed units that may be assessed with this unit to increase the efficiency and realism of the assessment process include but are not limited to

PSPETHCB Maintain and enhance confidence in public service

PSPETHC601B Maintain and enhance confidence in public service

PSPGOVB Apply government systems

PSPGOV601B Apply government systems

PSPLEGNB Manage compliance with legislation in the public sector

PSPLEGN601B Manage compliance with legislation in the public sector

PSPHRB Provide advisory and mediation services

PSPHR603B Provide advisory and mediation services

PSPHRA Manage human resource development strategies

PSPHR615A Manage human resource development strategies

PSPHRA Manage performance management system

PSPHR616A Manage performance management system

PSPHRA Manage remuneration strategies and plans

PSPHR619A Manage remuneration strategies and plans

PSPMNGTB Manage resources

PSPMNGT602B Manage resources

PSPMNGTB Manage diversity

PSPMNGT605B Manage diversity

PSPMNGTA Manage evaluations

PSPMNGT611A Manage evaluations

PSPPOLA Manage policy implementation

PSPPOL603A Manage policy implementation

Overview of evidence requirements

In addition to integrated demonstration of the elements and their related performance criteria look for evidence that confirms

the knowledge requirements of this unit

the skill requirements of this unit

application of the Employability Skills as they relate to this unit see Employability Summaries in Qualifications Framework

management of retention and separation strategies in a range of or more contexts or occasions over time

Resources required to carry out assessment

These resources include

legislation policies and procedures relating to separation and retention

organisational plans and documents

workplace scenarios and case studies to capture the range of situations likely to be encountered when managing retention and separation

environmental factors and relevant workplace materials that might affect retention and separation

Where and how to assess evidence

Valid assessment of this unit requires

a workplace environment or one that closely resembles normal work practice and replicates the range of conditions likely to be encountered when managing retention and separation including coping with difficulties irregularities and breakdowns in routine

management of retention and separation strategies in a range of or more contexts or occasions over time

Assessment methods should reflect workplace demands such as literacy and the needs of particular groups such as

people with disabilities

people from culturally and linguistically diverse backgrounds

Aboriginal and Torres Strait Islander people

women

young people

older people

people in rural and remote locations

Assessment methods suitable for valid and reliable assessment of this competency may include but are not limited to a combination of or more of

case studies

portfolios

questioning

scenarios

authenticated evidence from the workplace andor training courses

For consistency of assessment

Evidence must be gathered over time in a range of contexts to ensure the person can achieve the unit outcome and apply the competency in different situations or environments


Range Statement

The Range Statement provides information about the context in which the unit of competency is carried out. The variables cater for differences between States and Territories and the Commonwealth, and between organisations and workplaces. They allow for different work requirements, work practices and knowledge. The Range Statement also provides a focus for assessment. It relates to the unit as a whole. Text in bold italics in the Performance Criteria is explained here.

Stakeholders may include:

all those individuals and groups both inside and outside the organisation that have some direct interest in the organisation's behaviour, actions, products and services such as:

users of the human resource service

employees at all levels of the organisation

other public sector organisations

inter-agency forums

union and association representatives

boards of management

government

Ministers

Separation situations may relate to:

organisational restructure or down-sizing

redundancy as an individual or group where redeployment is not available under employment conditions

resignation

loss of essential skills required, e.g. technological change

retirement

termination at the end of a contract period

involuntary termination, such as dismissal due to misconduct

retirement on medical grounds

security-based redeployment

Other key human resource policiesmay include:

equity and diversity

workforce planning

knowledge management

staff/expertise retention

retention incentives

flexible working hours

retention of older workers

phased retirement arrangements

organisational development

career management

organisational design

redeployment

Legislation and policiesmay include:

Commonwealth and State/Territory legislation including equal employment opportunity, anti-corruption, anti-discrimination law, freedom of information and archives

national and international codes of practice and standards

the organisation's policies and practices

government policy

codes of conduct

codes of ethics

public sector standards

security requirements

Counselling and support services may be for:

employees and their immediate families

managers

other staff

Internal and external factors impacting upon separation strategies and plansmay include:

changed financial or political circumstances

downsizing or organisation restructuring

retention of high performing employees

opportunities for outsourcing changes in legislation or core business activities

changes in activities or aspirations of customers

organisational changes

labour market