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Elements and Performance Criteria

  1. Plan the staffing needs of the organisation.
  2. Analyse and apply personal leadership skills.
  3. Lead the team effectively.
  4. Monitor staff performance.
  5. Review and respond to the development needs of staff.

Required Skills

Required skills

communication and interpersonal skills to

convey organisational values to a range of section department or store managers and staff

interact with staff from diverse backgrounds

leadership and management skills to motivate staff to embrace and act on organisational values

problemsolving skills to

analyse performance appraisals and manage poor performance

develop strategies to improve team performance

Required knowledge

adult learning and development processes

communications theories and methodologies

leadership styles and their application

legislative and regulatory requirements governing employment and contracting of staff

methodologies for performance management and review

organisational mission vision values and goals

organisational policies and procedures for employing and contracting staff

psychology of teams

theories of motivation

Evidence Required

The evidence guide provides advice on assessment and must be read in conjunction with the performance criteria required skills and knowledge range statement and the Assessment Guidelines for the Training Package

Critical aspects for assessment and evidence required to demonstrate competency in this unit

Evidence of the following is essential

analyses organisational staffing needs and plans for future skill requirements

understands personal leadership style and delivers leadership that is appropriate to organisational needs

demonstrates effective team leadership built on open communication clear identification of performance requirements and articulation of organisational goals and objectives

provides staff development and support to achieve organisational outcomes

manages staff performance according to organisational and legislative requirements

Context of and specific resources for assessment

Assessment must ensure access to

a retail work environment

current relevant range of text and online information sources

a structured performance appraisal system

organisational human resources policies and procedures

retail store or department staff

Method of assessment

A range of assessment methods should be used to assess practical skills and knowledge The following examples are appropriate for this unit

observation of performance in the workplace

a role play

answers to questions about specific skills and knowledge

review of portfolios of evidence and thirdparty workplace reports of onthejob performance

Guidance information for assessment

Holistic assessment with other units relevant to the industry sector workplace and job role is recommended


Range Statement

The range statement relates to the unit of competency as a whole. It allows for different work environments and situations that may affect performance. Bold italicised wording, if used in the performance criteria, is detailed below. Essential operating conditions that may be present with training and assessment (depending on the work situation, needs of the individual, accessibility of the item, and local industry and regional contexts) may also be included.

HR policies must conform to current legal requirements and may include:

application of industrial relations legislation and regulation (e.g. Fair Work Act)

enterprise bargaining agreements and awards

HR administration of records and databases

induction processes and programs

job description and performance appraisals

leave entitlements

work health and safety (WHS)

recruitment and selection

remuneration practices

rewards and recognition practices

termination procedures

workforce capacity planning.

Leadership style can be understood by reference to a range of theories that may include:

behavioural theories, such as:

role theory

the managerial grid

contingency theories, such as:

Fiedler's least preferred co-worker (LPC)

cognitive resource

strategic contingencies

great man theory

participative leadership styles, such as:

Lewin

Likert

situational leadership, such as:

Hersey and Blanchard's situational leadership

Vroom and Yetton's normative model

House's Path-Goal theory of leadership

trait theory

transactional leadership, such as leader-member exchange (LMX) theory

transformational leadership, such as:

Bass’ transformational leadership theory

Burns’ transformational leadership theory

Kouzes and Posner's leadership participation inventory.

Personal characteristics:

that impact on individual’s performance within the workplace and leadership may be understood by reference to theories and techniques, including:

emotional intelligence inventories

Morey’s Personality Assessment Inventory

Myers-Briggs Personality Indicator Test (MBTI)

16 Personality Factor (16 PF) questionnaire.

Motivation of staff may be understood by reference to theories, including:

David C. McClelland’s theories of achievement motivation

Herzberg’s motivation theory

Maslow’s hierarchy of needs

Theory X

Theory Y.

Performance appraisals may include:

360 degree feedback

counselling meetings

formal annual, half yearly or quarterly performance appraisals Note: performance appraisals may be linked to outcome targets negotiated annually with staff members

informal one-to-one review discussions

probationary reviews.

Support to individuals and teams to improve and enhance workplace performance may include:

additional capital resources, such as updated software or technology

additional human resources

buddy systems

coaching

counselling

mentoring

on or off-the-job training and development.

Staff development needs may be determined by many factors, including:

changes to work practices and processes

customer feedback

individual staff requests for training

introduction of new technologies or software applications

performance appraisals

staff surveys

supervisor reports on individual staff.