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Follow the links below to find material targeted to the unit's elements, performance criteria, required skills and knowledge

Elements and Performance Criteria

  1. Determine options for remunerating employees
  2. Negotiate remuneration strategies and plans
  3. Manage the implementation of remuneration strategies and plans

Required Skills

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

Skillrequirements

Look for evidence that confirms skills in

undertaking effective negotiation and consultation with stakeholders

using numeracy for assessing and designing remuneration strategies

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

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

preparing written strategies and plans requiring reasoning and precision of expression

responding to diversity including gender and disability

observing occupational health and safety and environmental requirements in the context of managing remuneration strategies and plans

Knowledge requirements

Look for evidence that confirms knowledge and understanding of

types of remuneration structures

design of remuneration structures

national andor international good practice models applicable to public sector remuneration

concept of retaining an organisations humanintellectual capital through effective remuneration strategies and plans

remuneration in the context of enterpriseworkplace agreements

awards legislation and agreements pertaining to employment framework and conditions

employment contracts

organisational goals policies and procedures

equal employment opportunity equity and diversity principles

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

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

PSPHRA Manage recruitment

PSPHR612A Manage recruitment

PSPHRA Manage employment relations

PSPHR614A Manage employment relations

PSPHRA Manage performance management system

PSPHR616A Manage performance management system

PSPLEGNB Manage compliance with legislation in the public sector

PSPLEGN601B Manage compliance with legislation in the public sector

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

remuneration strategies and plans managed 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 remuneration

workplace scenarios and case studies to capture the range of situations likely to be encountered when managing remuneration strategies and plans

environmental factors and relevant workplace materials that might influence remuneration strategies and plans

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 remuneration strategies and plans including coping with difficulties irregularities and breakdowns in routine

remuneration strategies and plans managed 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

projects

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

union and association representatives

boards of management

government

Ministers

Remuneration refers to:

non-financial rewards

wages, salaries, allowances and other forms of monetary payments

employment benefits to reward and recognise the performance of employees

Remuneration strategies and plans may include:

types of remuneration structures

job and role analysis

job description

job and role evaluation

job grading

development of work level standards

skills-based remuneration

competency-based remuneration

remuneration tied to work level

enterprise/workplace agreements

salary packaging

incentive schemes

salary progression requirements (such as linking to performance or time served)

salary scales/tables

arrangements for ongoing versus non-ongoing employment

arrangements for temporary higher duties

arrangements for paying above/below the salary band

allowances and special payments (such as those for remote placements, overseas service or life-threatening environments)

atypical work issues

Internal and external factorsmay include:

available funds

political pressures

operational context

workforce issues such as attraction, reward and retention of high performing employees

outsourcing options

Other key human resource policiesmay include:

equity and diversity

workforce planning

organisational development

career management

organisational design

redeployment

learning and development

Legislation and policymay include:

Commonwealth and State/Territory legislation including equal employment opportunity, anti-discrimination and employment law

national and international codes of practice and standards

the organisation's policies and practices

government policy

codes of conduct

contractual obligations

Information may be made available to employees through:

written documentation

manuals

policy and procedure statements

guides

information brochures and pamphlets

oral advice and guidance

individual and group meetings

telephone contact and/or electronic mail

training programs

Factors impacting on implementationmay 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