This unit applies to frontline managers who may be supervisors or team leaders who have responsibility for overseeing the work of off site staff.

Increasingly, managers and staff are at different locations and the opportunities for face to face communication are reduced. In these cases managers must develop different techniques and approaches to ensure quality standards and work outcomes are met.

ELEMENT

PERFORMANCE CRITERIA

1. Facilitate off site work outcomes

1.1. Clarify roles and responsibilities of off-site work supervisors with management and off-site staff

1.2. Provide leadership and direction to off-site staff to foster independent self-managed work practices that address agreed outcomes in terms of quality and milestones

1.3. Ensure that work objectives for off-site staff are linked to measurable targets and include agreed timeframes

1.4. Use participative, transparent decision making to review work allocation responsibilities of off-site staff and related on-site staff

2. Support off site staff

2.1. Provide guidance to off-site staff to establish and maintain a supportive working environment in accordance with legal and organisational requirements

2.2. Assign key personnel/mentors to support off-site staff and to provide a link between off-site staff and the organisation

2.3. Establish and maintain effective working relations between on-site staff and off-site staff through regular meetings and other occasions used to build organisational culture and values

3. Manage off site staff performance

3.1. Plan and conduct regular meetings to determine individual progress, identify needs, clarify and solve issues, and provide networking opportunities

3.2. Evaluate performance against agreed goals and targets, and address in accordance with organisational policy and practice

3.3. Address problems in work performance through constructive solutions identified with off-site staff

3.4. Ensure evidence relating to performance is valid, documented and evaluated to identify learning and development requirements

Required skills

communication skills to negotiate and manage conflict and to manage performance

computer skills to undertake online communication

literacy skills to interpret requirements and to document performance management outcomes

numeracy skills to determine time lines and milestones.

Required knowledge

e-work policy and practices

legal and ethical requirements for e-work

occupational health and safety

relationship management.

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.

Overview of assessment

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

Evidence of the following is essential:

strategies to facilitate work and provide support for off-site staff

methods for providing feedback and adapting the performance management system so that work outcomes are met

knowledge of legal and ethical requirements for e-work.

Context of and specific resources for assessment

Assessment must ensure:

access to appropriate documentation and resources normally used in the workplace.

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:

analysis of responses to case studies and scenarios

assessment of written reports

demonstration of techniques

direct questioning combined with review of portfolios of evidence and third party workplace reports of on-the-job performance by the candidate

Guidance information for assessment

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 candidate, accessibility of the item, and local industry and regional contexts) may also be included.

Role and responsibilities of supervisors of off-site work supervisors may include:

assessing progress

coaching

early identification and handling of problems

flexibility in supervisory practices

focus on quality of work rather than time spent

goal setting

including off-site staff in office meetings, both official and social

off-site visits

management based on outcomes

recruitment and selection

regular feedback

telephone supervision

Off-site work may include:

home-based work where staff members work at home with access to various types of employer equipment, databases and networks

hotelling or hot-desking where employees work out of the office for significant periods of time but can reserve a workspace, for example office or workstation in the organisation's facilities

staff who travel and work in remote locations

telecommuting where employees are physically situated at an alternative workplace such as a home office and continue to carry out their duties

virtual office, which is a remote electronic work station for employees or work station for self-employed workers

Legal and organisational requirements of off-site work may include:

business contents insurance against damage and theft

other insurance e.g. travel

public liability

taxation law

workers compensation for work related injury/accident

Regular meetings may involve:

meeting with mentor/supervisor or with other team members or stakeholders

periodic meetings at the off-site workplace

periodic meetings at the organisation's premises

Unit sector

Management and Leadership - Management

This unit contains employability skills.