The important thing to remember when gathering evidence is that the more evidence the better - that is, the more evidence you gather to demonstrate your skills, the more confident an assessor can be that you have learned the skills not just at one point in time, but are continuing to apply and develop those skills (as opposed to just learning for the test!). Furthermore, one piece of evidence that you collect will not usualy demonstrate all the required criteria for a unit of competency, whereas multiple overlapping pieces of evidence will usually do the trick!
From the Wiki University
What evidence can you provide to prove your understanding of each of the following citeria?
Identify organisational performance requirements
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Confirm position profiles as uptodate, comprehensive and reflecting business requirements. Completed |
Evidence:
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Identify and clarify performance standards where necessary with individuals, supervisors and managers in accordance with position requirements. Completed |
Evidence:
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Assess, where relevant, individual performance agreements to confirm agreed requirements. Completed |
Evidence:
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Analyse organisational policies and agreements relating to performance management to identify requirements and any performance rewards. Completed |
Evidence:
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Support performance management processes
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Confirm and agree on goals, objectives and required outcomes for the organisation’s performance management framework. Completed |
Evidence:
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Educate staff and other stakeholders on performance management processes, benefits and the links between performance management and organisational policies. Completed |
Evidence:
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Promote and support ongoing twoway performance feedback between the performance manager, the employee, key stakeholders and clients to ensure that performance is managed on a daytoday basis and not only during formal performance reviews. Completed |
Evidence:
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Provide support and advice to performance managers to ensure processes are ethical, objective and inclusive in responding to the needs of the range of business units, position types and diverse employee working and/or learning styles represented within the organisation. Completed |
Evidence:
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Provide information and advice to performance managers to assist in responding to inappropriate, under- or over-performance. Completed |
Evidence:
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Support performance managers to respond to grievances and appeals. Completed |
Evidence:
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Report on performance
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Obtain and analyse aggregated data relating to performance management across the organisation to identify organisational outcomes and trends. Completed |
Evidence:
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Record trends requiring intervention with supporting evidence, and report. Completed |
Evidence:
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Identify and report the impact of performance outcomes on career management, retention and succession strategies. Completed |
Evidence:
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Integrate organisational performance reports into the business planning cycle. Completed |
Evidence:
|
Identify organisational performance requirements
|
|
Confirm position profiles as uptodate, comprehensive and reflecting business requirements. Completed |
Evidence:
|
Identify and clarify performance standards where necessary with individuals, supervisors and managers in accordance with position requirements. Completed |
Evidence:
|
Assess, where relevant, individual performance agreements to confirm agreed requirements. Completed |
Evidence:
|
Analyse organisational policies and agreements relating to performance management to identify requirements and any performance rewards. Completed |
Evidence:
|
Support performance management processes
|
|
Confirm and agree on goals, objectives and required outcomes for the organisation’s performance management framework. Completed |
Evidence:
|
Educate staff and other stakeholders on performance management processes, benefits and the links between performance management and organisational policies. Completed |
Evidence:
|
Promote and support ongoing twoway performance feedback between the performance manager, the employee, key stakeholders and clients to ensure that performance is managed on a daytoday basis and not only during formal performance reviews. Completed |
Evidence:
|
Provide support and advice to performance managers to ensure processes are ethical, objective and inclusive in responding to the needs of the range of business units, position types and diverse employee working and/or learning styles represented within the organisation. Completed |
Evidence:
|
Provide information and advice to performance managers to assist in responding to inappropriate, under- or over-performance. Completed |
Evidence:
|
Support performance managers to respond to grievances and appeals. Completed |
Evidence:
|
Report on performance
|
|
Obtain and analyse aggregated data relating to performance management across the organisation to identify organisational outcomes and trends. Completed |
Evidence:
|
Record trends requiring intervention with supporting evidence, and report. Completed |
Evidence:
|
Identify and report the impact of performance outcomes on career management, retention and succession strategies. Completed |
Evidence:
|
Integrate organisational performance reports into the business planning cycle. Completed |
Evidence:
|