ELEMENT

PERFORMANCE CRITERIA

1.Promote the value of human resource function

1.1 The role of human resources and human resource management in adding value to the organisation's strategic goals is promoted within and across business units.

1.2 The organisation's key stakeholders are informed of current good practice in the area of human resource management and its potential impact.

1.3 Future human resource trends and issues which might impact upon the organisation are identified, analysed and communicated to senior management in conjunction with business units and line managers.

1.4 The role of the human resource function, and its relationship with other management functions and stakeholders is negotiated, defined and communicated throughout the organisation.

1.5 The benefits of a diverse workforce in meeting organisational needs are promoted within the organisation.

1.6 Ethical human resource practices are modelled and promoted within the organisation.

2. Provide strategic direction in human resource services

2.1 Occupational analysis, job design and internal workforce planning principles are promoted throughout the organisation to strategically link people development with organisational capability requirements.

2.2 Recruitment and promotional targets are established and evaluated to meet the organisation's capability output needs.

2.3 Leadership is provided to develop human resource services that meet the current and future needs of the organisation and its people.

2.4 Consultation with senior managers, business units and other stakeholders is used to inform the development of human resource services, policies and activities to ensure they are consistent with relevant legislative and policy requirements.

2.5 Human resource services are provided to support the organisation's core business strategic directions.

2.6 Services provided are supported by information and documentation to facilitate effective implementation.

3. Manage the human resource function

3.1 Work teams are organised and provided with adequate direction to enable them to design, implement, maintain and evaluate strategies, plans, programs and processes for human resource services.

3.2 Work teams and individuals are offered feedback and are coached to facilitate the delivery of effective human resource services.

3.3 Work teams and individuals are encouraged and monitored to ensure that strategies, plans and processes meet the needs of a diverse employee, client and stakeholder base, and are consistent with legislative and policy requirements.

3.4 Strategies, plans, programs and processes are regularly evaluated against related objectives and future organisational requirements and adjustments are made in accordance with organisational requirements.

3.5 Information about the effectiveness of human resource services is collected to inform, in a systematic way, ongoing decision making processes, evaluation and product and service delivery design.

3.6 A budget is prepared that reflects the organisation's human resource service priorities, and resources are acquired and maintained at sufficient levels to provide effective human resource services.

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

Skill requirements

Look for evidence that confirms skills in:

undertaking effective consultation with stakeholders

applying strategic thinking and planning

coaching, training and facilitating

leading, influencing and negotiating

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

interpreting and explaining complex, formal documents such as policy and legislation and assisting others to apply them in the workplace

preparing written advice and reports requiring reasoning and precision of expression

responding to diversity, including gender and disability

applying occupational health and safety strategies in a strategic leadership context

Knowledge requirements

Look for evidence that confirms knowledge and understanding of:

organisational goals, policies and procedures

the importance of human resource management in attaining organisational goals

strategic planning processes

public sector strategic planning and its relationship with human resource strategy

the relationships between key human resource functions

deployment of financial resources

use of technological resources for strategic purposes

systematic use of information sources for strategic purposes

national and international models of human resource management and functions

the concept of diversity and its integration within and across all human resource functions and areas

equal employment opportunity, equity and diversity principles

human resource policies and practices

jurisdictional legislation that applies to human resources, including occupational health and safety and environmental policies and procedures

range of evaluation methodologies

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

Pre-requisite units that must be achieved prior to this unit:Nil

Co-requisite units that must be assessed with this unit:Nil

Co-assessed units that may be assessed with this unit to increase the efficiency and realism of the assessment process include, but are not limited to:

PSPETHC701A Lead and influence ethical practice in the public sector

PSPHR702B Formulate a strategic human resource plan

PSPMNGT701B Provide strategic direction

PSPMNGT702A Influence and shape diversity management

PSPMNGT703A Lead and influence change

PSPMNGT704A Undertake enterprise risk management

PSPPOL701A Influence strategic policy

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)

provision of leadership in strategic human resource management in a range of (2 or more) contexts (or occasions, over time)

Resources required to carry out assessment

These resources include:

legislation, policies and procedures relating to strategic human resource leadership

workplace information such as mission, vision, strategic and business goals

workplace scenarios and case studies

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 providing leadership in strategic human resource management, including coping with difficulties, irregularities and breakdowns in routine

provision of leadership in strategic human resource management in a range of (2 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 2 or more of:

case studies

portfolios

projects

questioning

scenarios

authenticated evidence from the workplace and/or 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

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

inter-agency forums

union and association representatives

boards of management

government

Ministers

Human resource servicesmay include:

career development

coaching and mentoring

employees support

employment relations

equity and diversity programs

information systems

injury prevention

organisational development, remuneration and benefits

performance management

professional development

recruitment and selection

redeployment processes

rehabilitation

separation of employees

workplace analysis and planning

Legislative and policy requirementsmay include:

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

national and international codes of practice and standards

the organisation's policies and practices

government policy

codes of conduct

Sources of information for evaluationmay include:

statistical analyses

interviews with stakeholders

surveys

informal feedback

focus groups interviews

research on existing programs

solicited and unsolicited feedback

organisational reviews

workforce management data