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. |
Workforce diversity data may include: | age gender diversity profile competency profile qualifications |
Workforce datamay include: | absenteeism age profile of staff complaints conference leave costs associated with under-staffing current functions, services and workplace practices grievances hard to fill jobs learning and development leave - annual, sick, recreation, personal leave without pay number, gender and diversity of staff at each classification level and across business units permanent versus temporary versus contract workforce recruitment and retention staff nearing retirement staff retention rates staff satisfaction/dissatisfaction staff turnover study leave sustainability practices use of employee assistance program vacancies |
Scenario planningis: | a process for outlining the possible future as far as the organisation is concerned and developing a plan for dealing with that future. The uncertainty of both the forecasting process and the future itself may make it desirable to draw up a number of different scenarios. It is often advantageous to assign a degree of probability to a range of competing scenarios, for example, optimistic (best case scenario) or pessimistic (worst case scenario) |
Results may include: | matrix of required skills |
Managers may include: | line managers business unit managers senior executives |
Aspects of workforce planningmay include: | downsizing human resource forecasts job redesign labour market projections organisational design recruitment retention strategies skill set availability succession planning supply and demand forecasting sustainability/environmental practice requirements workforce capability requirements |
Future workforce planning and management issuesmay include: | future workforce requirements (size and skill set) projected labour shortages projected skill shortages interventions to address projected shortages over-supply hard to recruit jobs retention of skilled staff diverse workforce composition environmental and sustainability practices |
Succession planning is: | '... more than fingering a slate of replacements for certain positions. It is a deliberate and systematic effort to project leadership requirements, identify a pool of high potential candidates, develop leadership competencies in those candidates through intentional learning experiences, and then select leaders from among the pool of potential leaders' National Academy of Public Administration, Washington (1997) |
Succession planning strategymay include: | inclusion of future development opportunities in position descriptions to encourage future progression |
Candidate pools may be identified through: | leadership assessment activities |
Legislation, policy and procedures may include: | Commonwealth and State/Territory legislation including equal employment opportunity, anti-discrimination and privacy law national and international codes of practice and standards the organisation's policies and practices government policy environmental/sustainability policies codes of ethics/conduct |
Succession processesmay include: | expressions of interest formal interview process acceptance into a candidate pool learning and development shadowing coaching mentoring |