This qualification reflects the role of individuals who take the first line of management in a wide range of organisational and industry contexts. They may have existing qualifications and technical skills in any given vocation or profession, yet require skills or recognition in supervisory functions. Typically they would report to a manager.
At this level frontline managers provide leadership and guidance to others and take responsibility for the effective functioning and performance of the team and its work outcomes.
Job Roles
Coordinator
Leading Hand
Supervisor
Team Leader.
Subjects
Total number of units = 10
4 core units plus
6 elective units
At least 3 of the electiveunits must be selected from the elective units listed below.
The remaining 3 elective units may be selected from the elective units listed below, or any currently endorsed Training Package or accredited course at the same qualification level. If not listed below, 1 unit may be selected from either a Certificate III or Diploma qualification.
Elective units must be relevant to the work outcome, local industry requirements and the qualification level.
Licensing, Legislative, Regulatory or Certification Considerations
There is no direct link between this qualification and licensing, legislative and/or regulatory requirements. However, where required, a unit of competency will specify relevant licensing, legislative and/or regulatory requirements that impact on the unit.
Employability Skills
QUALIFICATION SUMMARY
Qualification Code and Title
The following table contains a summary of the Employability Skills required by industry for this qualification. The Employability Skills facets described here are broad industry requirements that may vary depending on qualification packaging options.
Employability Skill
Industry/enterprise requirements for this qualification include:
Communication
communicating with team members and management to ensure open communication channels and to clarify issues
resolving conflict and disputes in the work team
Teamwork
being a role model for other team members
consulting and developing objectives with the work team
Problem-solving
developing risk management approaches
developing techniques to address faults and inefficiencies
Initiative and enterprise
identifying and developing opportunities for improved work practices
Planning and organising
monitoring and adjusting operational performance by producing short-term plans, planning and acquiring resources and reporting on performance
preparing work plans and budgets
Self-management
actively seeking feedback on own performance from clients and colleagues
prioritising tasks
Learning
coaching and mentoring colleagues and team members to support the introduction of change
Technology
using business technology such as computer programs and telecommunications to collect and manage information
