Department of Training and Workforce Development Western Australia RPL Assessment Tool Kit BSB51107 Diploma of Management
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Department of Training and Workforce Development
Western Australia
RPL Assessment Tool Kit
BSB51107
Diploma of Management
First published 2010
ISBN 978-1-74205-502-2
© Department of Training and Workforce Development
All rights reserved.
Western Australian Department of Training and Workforce Development materials, regardless of format, are protected by copyright law.
Permission, however, is granted to Trainers, Assessors, and Registered Training Organisations to use, reproduce and adapt the material (third party material excluded) for their Recognition of Prior Learning (RPL) assessment activities.
This permission is subject to the inclusion of an acknowledgement of the source. Permission does not extend to the making of copies for hire or sale to third parties, and provided it is not used for commercial use or sale. Reproduction for purposes other than those indicated above requires the prior written permission of the Western Australian Department of Training and Workforce Development.
Published by and available from
WestOne Services
1 Prospect Place WEST PERTH WA 6005 Tel: (08) 9229 5200 Fax: (08) 9227 8393 Email: [email protected]
Website: www.westone.wa.gov.au
Acknowledgements
This work has been produced with the assistance of funding provided by the Council of Australian Governments (COAG) National Reform Initiative (NRI).
This resource contains ‘Units of Competency’ from BSB07 Business Services Training Package – BSB51107 Diploma of Management © Commonwealth of Australia 2007 Department of Education, Science and Training (DEST), used under the AEShareNet-FfE licence.
Disclaimer
Whilst every effort has been made to ensure the accuracy of the information contained in this RPL Assessment Tool Kit, no guarantee can be given that all errors and omissions have been excluded. No responsibility for loss occasioned to any person acting or refraining from action as a result of the material in this RPL Assessment Tool Kit can be accepted by the Western Australian Department of Training and Workforce Development.
BSB51107 Diploma of Management RPL Assessment Tool Kit
Page 3 of 206 © Department of Training and Workforce Development Version 1, March 2010
Contents
Recognition of Prior Learning (RPL) Assessment Tool Kit 7
Overview of the Recognition Process 9
PART 1 11
Section 1 – Assessor’s Information 11
Introduction 13
Explanation of RPL documents 14
Section 2 – List of competencies in this RPL Assessment Tool Kit 15
Qualification Rules 17
List of competencies in this RPL Assessment Tool Kit 19
Units of competency covered in this RPL Assessment Tool Kit 19
Section 3 – Interview Question Bank and Recording Sheets 21
Cluster 1 – Managing people 23
Cluster 2 – Organisational management 31
Cluster 3 – Managing and improving customer service 41
Cluster 4 – Project and risk management 47
Section 4 – Practical Tasks and Observation Recording Sheets 53
Practical tasks 55
Cluster 1 – Managing people 59
Task 1 – Performance management case study 59
Instructions for the candidate 59
Demonstration/Observation Checklist for Task 1 63
Instructions for the Assessor 63
Task 2 – Group dynamics role-play 67
Instructions for the candidate 67
Demonstration/Observation Checklist for Task 2 71
Instructions for the Assessor 71
Task 3 – Personal management 75
Instructions for the candidate 75
Demonstration/Observation Checklist for Task 3 77
Instructions for the Assessor 77
Cluster 2 – Organisational management 81
Task 4 – Manage budgets and financial plan 81
Instructions for the candidate 81
Demonstration/Observation Checklist for Task 4 85
Instructions for the Assessor 85
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Task 5 – Ensure a safe workplace 89
Instructions for the candidate 89
Demonstration/Observation Checklist for Task 5 93
Instructions for the Assessor 93
Task 6 – Manage operational plan 97
Instructions for the candidate 97
Demonstration/Observation Checklist for Task 6 99
Instructions for the Assessor 99
Cluster 3 – Managing and improving customer service 103
Task 7 – Manage quality customer service 103
Instructions for the candidate 103
Demonstration/Observation Checklist for Task 7 107
Instructions for the Assessor 107
Task 8 – Facilitate continuous improvement 111
Instructions for the candidate 111
Demonstration/Observation Checklist for Task 8 113
Instructions for the Assessor 113
Cluster 4 – Project and risk management 117
Task 9 – Manage projects 117
Instructions for the candidate 117
Demonstration/Observation Checklist for Task 9 119
Instructions for the Assessor 119
Task 10 – Manage risks 123
Instructions for the candidate 123
Demonstration/Observation Checklist for Task 10 125
Instructions for the Assessor 125
PART 2 129
Section 5 – Candidate’s Information and Self-Evaluation Forms 129
What is Recognition of Prior Learning (RPL)? 131
How to prepare for your RPL assessment 132
The four steps in the RPL assessment process 134
Candidate’s Information Form 137
Candidate’s Employment History Form 139
Candidate’s Self-Evaluation Form 141
Candidate’s Self-Evaluation for Cluster 1 – Managing people 143
Candidate’s Self-Evaluation for Cluster 2 – Organisational management 147
Candidate’s Self-Evaluation for Cluster 3 – Managing and improving customer service 151
Candidate’s Self-Evaluation for Cluster 4 – Project and risk management 153
BSB51107 Diploma of Management RPL Assessment Tool Kit
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Section 6 – Third Party Report and Supporting Documentation 157
Third Party Report 159
Supporting Documentation 161
Table 1: Cluster 1 162
Table 2: Cluster 2 163
Table 3: Cluster 3 164
Table 4: Cluster 4 164
Assessor’s Evidence Summary Sheet 165
Section 7 – Mapping of Assessment Tools 167
Mapping document for Cluster 1 169
Evidence Matrix 171
Mapping document for Cluster 2 181
Evidence Matrix 183
Mapping document for Cluster 3 191
Evidence Matrix 193
Mapping document for Cluster 4 197
Evidence Matrix 199
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BSB51107 Diploma of Management RPL Assessment Tool Kit
Page 7 of 206 © Department of Training and Workforce Development Version 1, March 2010
Recognition of Prior Learning (RPL) Assessment Tool Kit
BSB51107 Diploma of Management This RPL Assessment Tool Kit has been developed by the Western Australian Department of
Training and Workforce Development, in consultation with industry, as a resource to assist RPL
Assessors by providing a set of quality assessment tools which can be used to conduct whole of
qualification RPL. This Kit also contains information which can be provided to the candidate.
This kit should be customised to suit the needs of the candidate, employer/industry or Assessor
and should reflect the purpose for which it is being used.
It is recommended that prior to using this kit for the first time, and after any
modifications or contextualisation, that this assessment kit be validated by the user to
ensure it meets the required Australian Qualification Training Framework Standards
(AQTF), relevant Training Package requirements and Registered Training Organisation
(RTO) policies.
A task-based model for RPL
A process for RPL has been developed that promotes holistic, task-based assessment, and
which focuses on relating assessment activities to actual job tasks. The intention of this model
is to streamline and simplify recognition processes for prospective candidates. This RPL
Assessment Tool Kit has been developed to support this task-based model.
The focus of the new streamlined holistic assessment process is to focus on demonstrated skills
and knowledge, and is not reliant on documentary evidence as the main source of evidence.
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BSB51107 Diploma of Management RPL Assessment Tool Kit
Page 9 of 206 © Department of Training and Workforce Development Version 1, March 2010
Overview of the Recognition Process
STEP 1
STEP 2
STEP 3
STEP 4
Candidate Enquiry
Candidate’s Information Form
Demonstration/ Observation of Practical Tasks
Interview and Questioning
Candidate Self-Evaluation
Issue Qualification –
Statement of Attainment
By RTO
Supporting Evidence/Third Party
Report (if required)
If not ready for RPL, the candidate is to be provided with training options.
Gap Training (if required)
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BSB51107 Diploma of Management Section 1 – Assessor’s Information
Page 11 of 206 © Department of Training and Workforce Development Version 1, March 2010
PART 1
Section 1
Assessor’s Information
It is important that you complete both Steps 2 (Interview/Questioning) and 3 (Practical
Tasks) when completing RPL Assessment using this kit.
The RPL process is a streamlined process which does not rely solely on documentary
evidence. It uses a combination of questioning, practical assessment and supporting evidence
to provide evidence of the candidate’s competence.
BSB51107 Diploma of Management Section 1 – Assessor’s Information
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BSB51107 Diploma of Management Section 1 – Assessor’s Information
Page 13 of 206 © Department of Training and Workforce Development Version 1, March 2010
Introduction Welcome to the BSB51107 Diploma of Management.
This RPL Assessment Tool Kit contains ten (10) units of competency. For award of the
qualification, the candidate will need to choose eight (8) out of the ten (10) electives. The final
two clusters have been developed to enable the choice of relevant electives, depending on the
candidate’s background experiences.
It is simply set out, with a covering comprehensive list of instructions at the front of each
document, as well as covering instructions for each step of the process, as found in the notes
for the Assessor, and notes for the candidate.
Included in this pack are documents as follows:
Assessor’s Information
Explanation of RPL documents
Qualification Rules and list of units of competency contained in this kit
Units of competency separated into clusters for assessment
Tool Kits for each cluster:
► Interview Question Bank and Recording Sheets
► Practical Tasks and Observation Recording Sheets
Candidate’s Information
► Candidate’s Self-Evaluation Form (incorporating Third Party Verification)
Mapping documents (including Employability Skills) for all the units of competency
included in this kit.
BSB51107 Diploma of Management Section 1 – Assessor’s Information
© Department of Training and Workforce Development Page 14 of 206 Version 1, March 2010
Explanation of RPL documents
a) Interview Question Bank and Recording Sheets (Section 3): The interview question
bank is the second stage of the process, in which the Assessor and the candidate confirm
the knowledge by discussing a series of questions. Each of these questions includes a
series of Key Points, which may assist the Assessor in guiding the discussions.
b) Practical Tasks and Observation Recording Sheets (Section 4): These tools are
designed to guide the Assessor and candidate through a workplace observation, proving
the candidate’s ability to conduct the specific tasks and skills required for recognition of
competency in the particular area.
c) Candidate’s Information and Self-Evaluation Forms (Section 5): This document is for
the candidate to assess their suitability for RPL process, by asking them to consider each
of the points and assessing their ability against the task. It has been broken into smaller
skill groups, clustering like activities together to enable ease of completion. It is then
reinforced by the candidate’s supervisor’s comments, both against tasks and as a
summary for each group. This serves as third party validation of the candidate’s claims.
d) Third Party Report and Supporting Documentation (if applicable) (Section 6): The
third party verification report is provided for referees, for example the supervisor, to
confirm the candidate’s skills and experience in the qualification/occupation. This is
particularly useful in addressing Employability Skill requirements. It is important to note
that third party reports are not always available and that Assessors are recommended to
use their professional judgement to determine if this is a requirement.
List of suggested supporting documentation (if applicable): A list of suggested
industry specific evidence or supporting documentation (in addition to the generic
documentation) is provided to assist the candidate in collecting evidence to support their
application.
e) Mapping document (Section 7): This tool demonstrates how each of the documents
reflects the units of competency in the particular cluster.
BSB51107 Diploma of Management Section 2 – List of competencies in this RPL Assessment Tool Kit
Page 15 of 206 © Department of Training and Workforce Development Version 1, March 2010
Section 2
List of competencies
in this RPL Assessment Tool Kit
BSB51107 Diploma of Management Section 2 – List of competencies in this RPL Assessment Tool Kit
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BSB51107 Diploma of Management Section 2 – List of competencies in this RPL Assessment Tool Kit
Page 17 of 206 © Department of Training and Workforce Development Version 1, March 2010
Qualification Rules
BSB51107 Diploma of Management
The following information has been extracted from the IBSA BSB07 Business Services Training
Package: The BSB51107 qualification reflects the roles of individuals who are engaged to
manage the work of others or to add value to, or review, management practices. Their role may
be in any industry or organisational setting. Typically people in these roles will have
considerable experience in their respective industries or vocational areas and couple an
informed perspective of the specific work requirements with their managerial approaches. This
qualification expects a sound theoretical knowledge base and managerial competencies to plan,
carry out and evaluate own work and/or the work of a team. Personnel seeking RPL in this
qualification would ordinarily have vocational experience but no formal supervision or
management qualifications.
Requirements
Successful completion of a total of eight (8) units of competency made up of:
five (5) core units from a list of twelve (12) in the qualification rules of BSB51107 as stated
in the BSB07 Training Package
three (3) elective units
○ which may be selected from the list of core or elective units in the qualification rules
for BSB51107 as stated in the BSB07 Training Package
or
○ the BSB07 Business Services Training Package or
○ any other currently endorsed training package.
If not included in the lists, one (1) unit may be selected from either a Certificate IV or
Advanced Diploma qualification.
Note: Given the flexibility provided within the structure and packaging of this qualification, this RPL Assessment Tool has been created to give the maximum flexibility to the candidate, whilst still capturing the nature of the qualification. Therefore, the majority of the units clustered in this qualification are from the list of core units
BSB51107 Diploma of Management Section 2 – List of competencies in this RPL Assessment Tool Kit
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BSB51107 Diploma of Management Section 2 – List of competencies in this RPL Assessment Tool Kit
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List of competencies in this RPL Assessment Tool Kit This section identifies the units contained in this Assessment Tool Kit.
Units of competency covered in this RPL Assessment Tool Kit
Note: Not all clusters need to be completed to qualify for this award.
The candidate may select either Cluster 3 or Cluster 4 to best reflect their vocational area.
Cluster 1 – Managing people
Unit Code Unit Title Core/Elective
BSBWOR501A Manage personal work priorities and professional
development
Core
BSBWOR502A Ensure team effectiveness Core
BSBMGT502B Manage people performance Core
Cluster 2 – Organisational management
Unit Code Unit Title Core/Elective
BSBMGT515A Manage operational plan Core
BSBOHS509A Ensure a safe workplace Core
BSBFIM501A Manage budgets and financial plans Elective
Cluster 3 – Managing and improving customer service
Unit Code Unit Title Core/Elective
BSBCUS501A Manage quality customer service Elective
BSBMGT516A Facilitate continuous improvement Elective
Cluster 4 – Project and risk management
Unit Code Unit Title Core/Elective
BSBRSK501A Manage risk Elective
BSBPMG510A Manage projects Elective
BSB51107 Diploma of Management Section 2 – List of competencies in this RPL Assessment Tool Kit
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BSB51107 Diploma of Management Section 3 – Interview Question Bank and Recording Sheets
Page 21 of 206 © Department of Training and Workforce Development Version 1, March 2010
Section 3
Interview Question Bank and
Recording Sheets This section contains questions the Assessor may ask the candidate while documenting their
conversation during the RPL interview.
Assessor’s Instructions
It is not intended that every question for each competency be asked or discussed during the
conversation. Only questions related to those competencies that the initial documentary review
has failed to fully address are required.
Each question provides key points to look for in the candidate’s responses. You may wish to
use these key points to formulate questions of your own, contextualise, or rephrase the
suggested questions to suit the candidate’s particular work situation.
On the Recording Sheets, place a tick next to each key point as it is addressed by the candidate
during the conversation. By doing this, you are recording what you have heard the candidate
say during the interview.
Use the Assessor’s Comments section next to each question to provide further details about the
context of the discussion or other key points and examples the candidate has discussed that
may be relevant in confirming competency.
It is important to remember that the notes taken during the questioning interview are important
evidence and should be retained as part of the candidate’s assessment records.
IMPORTANT NOTE: Each cluster has been designed for the Assessor to use as a stand-alone
document. As the Assessor you will find that there are some overlapping questions if you use all
clusters together. Each question bank is to be considered in the context of the cluster that you
are working in and where you find that the overlap is not required, then do not ask these
questions for the cluster. Remember – the questions are merely the mechanisms to verify the
candidate’s information and knowledge.
BSB51107 Diploma of Management Section 3 – Interview Question Bank and Recording Sheets
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BS
B51
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pete
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Ass
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r m
ay u
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de th
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terv
iew
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urin
g th
at th
e ca
ndid
ate
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esse
s th
e ke
y po
ints
iden
tifie
d fo
r ea
ch q
uest
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The
se k
ey p
oint
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de o
nly,
and
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Ass
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oura
ged
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whe
re n
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sary
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atis
fy d
epth
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rpin
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ills.
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her
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___
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____
____
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Clu
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1 –
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agin
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Can
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esti
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ster
1
Yes
N
o
Ass
esso
r’s
Co
mm
ents
1.
The
abi
lity
of a
man
ager
to c
omm
unic
ate
effe
ctiv
ely
to a
chie
ve a
bro
ad r
ange
of f
unct
ions
is
impo
rtan
t. R
efer
ring
to y
our
expe
rienc
e, e
xpla
in w
hat c
omm
unic
atio
n sk
ills
you
use
whe
n co
mm
unic
atin
g w
ith y
our
team
. K
ey P
oin
ts:
awar
enes
s of
ass
ertiv
e co
mm
uni
catio
n a
nd a
ctiv
e lis
ten
ing;
use
of r
efle
ctiv
e qu
estio
ning
w
hen
seek
ing
feed
back
/cla
rifyi
ng p
oint
s; c
lea
r, c
onci
se a
nd
to th
e po
int c
om
mu
nica
tion
for
goal
set
ting
and
expe
ctat
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; usi
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mpa
thy
and
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-ve
rbal
mes
sage
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ing
appr
opri
ate
lan
guag
e
a)
Pro
vide
an
exam
ple
whe
re a
ctiv
e lis
teni
ng a
ssis
ted
you
in r
esol
ving
an
issu
e or
co
ncer
n w
ith a
team
mem
ber
or c
olle
ague
. K
ey P
oin
ts:
dem
onst
rate
d u
nder
sta
ndin
g a
nd c
onte
xtua
l app
licat
ion
of a
ctiv
e lis
ten
ing
b)
How
do
you
use
your
com
mun
icat
ion
skill
s to
ass
ist i
n ke
epin
g yo
ur te
am m
otiv
ated
an
d on
trac
k du
ring
stre
ssfu
l per
iods
? K
ey P
oin
ts:
awar
enes
s of
the
nee
d to
mot
ivat
e an
d pr
ovid
e po
sitiv
e fe
edb
ack
and
re
info
rce
men
t; ke
epin
g te
am
me
mbe
rs in
volv
ed in
the
com
mu
nica
tion
pro
cess
to g
ive
them
ow
ners
hip
of th
e si
tuat
ion
c)
Wha
t com
mun
icat
ion
tech
niqu
es d
o yo
u us
e to
kee
p op
en li
nes
with
all
stak
ehol
ders
, m
anag
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t/lin
e m
anag
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t and
the
team
? K
ey P
oin
ts:
open
and
hon
est
com
mun
icat
ion;
cla
rifyi
ng
and
follo
win
g up
on
info
rmat
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ke
epin
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l par
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info
rmed
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ng IT
to m
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the
proc
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mor
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rea
mlin
ed
BS
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Dip
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anag
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tio
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ank
and
Rec
ord
ing
Sh
eets
P
age
25 o
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©
Dep
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ent o
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ing
and
Wo
rkfo
rce
Dev
elop
men
t V
ersi
on 1
, Mar
ch 2
010
Clu
ster
1 –
Man
agin
g p
eop
le
Can
did
ate’
s n
ame
Un
its
of
com
pet
enc
y B
SB
WO
R50
1A M
anag
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rso
nal w
ork
prio
ritie
s an
d pr
ofes
sion
al d
evel
opm
ent
BS
BW
OR
502A
Ens
ure
team
effe
ctiv
enes
s B
SB
MG
T50
1B M
anag
e pe
ople
per
form
anc
e
Qu
esti
on
s re
lati
ng
to
Clu
ster
1
Yes
N
o
Ass
esso
r’s
Co
mm
ents
2.
As
a m
anag
er, y
ou a
re r
equi
red
to ta
ke a
leve
l of r
espo
nsib
ility
for
your
team
. Exp
lain
som
e of
the
team
and
indi
vidu
al c
oach
ing/
trai
ning
/men
torin
g te
chni
ques
you
use
to a
ssis
t in
keep
ing
focu
s an
d ac
hiev
ing
team
and
org
anis
atio
nal g
oals
. K
ey P
oin
ts:
invo
lvin
g te
am in
pro
cess
es th
roug
h co
nsul
tatio
n an
d pr
ior
plan
ning
; del
ega
ting
of ta
sks
to g
ive
resp
onsi
bilit
ies
of o
wn
wor
k ro
les;
set
ting
real
istic
go
als;
act
ing
as a
rol
e m
odel
to a
ll m
em
ber
s of
the
team
; en
cour
agi
ng
an a
tmos
phe
re o
f lea
rnin
g a
nd s
upp
ort a
mo
ngst
tea
m m
em
bers
; us
ing
peer
m
ent
orin
g; p
rovi
din
g re
gul
ar p
ositi
ve fe
edba
ck a
nd e
ncou
rage
men
t, on
-th
e-jo
b co
ach
ing,
add
ition
al
supp
ort a
nd c
oun
selli
ng fo
r po
or p
erfo
rma
nce
a)
Wha
t is
your
und
erst
andi
ng o
f gro
up d
ynam
ics?
K
ey P
oin
ts:
Can
did
ate
dem
ons
trat
es a
bro
ad
know
led
ge o
f gr
oup
lear
nin
g a
nd d
evel
opm
ent
theo
ries
, suc
h as
Tuc
kma
n’s
for
min
g/st
orm
ing/
norm
ing/
per
form
ing
grou
p th
eory
and
diff
eren
t gr
oup
pers
ona
litie
s.
b)
How
do
you
appl
y th
is k
now
ledg
e to
kee
p yo
ur te
am m
otiv
ated
and
on
trac
k?
Key
Po
ints
: Li
nk th
eory
fro
m q
uest
ion
abo
ve to
app
licat
ion
of th
e gr
oup
envi
ron
me
nt. R
efer
ag
ain
to c
omm
unic
atio
n w
ith t
eam
; set
ting
of e
xpec
tatio
ns a
nd p
rior
ities
; giv
ing
the
team
re
leva
nt o
wne
rshi
p a
nd le
ade
rshi
p; k
now
ing
whe
n to
ste
p in
and
whe
n to
ste
p ba
ck.
c)
Why
is it
impo
rtan
t to
ensu
re th
at a
ll yo
ur te
am m
embe
rs a
re o
pera
ting
in a
co
mfo
rtab
le a
nd s
afe
envi
ronm
ent?
K
ey P
oin
ts:
lega
l re
quir
em
en
ts fo
r E
EO
; ant
i-dis
crim
inat
ion
etc;
max
imis
ing
wor
k op
port
uni
ties
and
har
mo
nio
us
wor
k en
viro
nm
ent
s te
nd to
be
mor
e ef
fect
ive
wor
k en
viro
nmen
ts
BS
B51
107
Dip
lom
a o
f M
anag
emen
t S
ecti
on
3 –
Inte
rvie
w Q
ues
tio
n B
ank
and
Rec
ord
ing
Sh
eets
©
Dep
artm
ent o
f T
rain
ing
and
Wo
rkfo
rce
Dev
elop
men
t P
age
26 o
f 206
V
ersi
on 1
, Mar
ch 2
010
Clu
ster
1 –
Man
agin
g p
eop
le
Can
did
ate’
s n
ame
Un
its
of
com
pet
enc
y B
SB
WO
R50
1A M
anag
e pe
rso
nal w
ork
prio
ritie
s an
d pr
ofes
sion
al d
evel
opm
ent
BS
BW
OR
502A
Ens
ure
team
effe
ctiv
enes
s B
SB
MG
T50
1B M
anag
e pe
ople
per
form
anc
e
Qu
esti
on
s re
lati
ng
to
Clu
ster
1
Yes
N
o
Ass
esso
r’s
Co
mm
ents
3.
Ref
errin
g to
you
r pr
ovid
ed e
vide
nce,
exp
lain
wha
t str
ateg
ies
you
use
to m
anag
e yo
ur o
wn
goal
s an
d w
ork
prio
ritie
s.
Key
Po
ints
: us
e of
tech
nolo
gy
such
as
elec
tron
ic d
iari
es, P
DA
etc
; usi
ng in
itiat
ive
to fo
reca
st a
nd
pred
ict o
ppor
tuni
ties
and
thre
ats
to a
chie
vin
g su
cces
s
a)
How
do
you
ensu
re th
at a
wor
k/lif
e ba
lanc
e is
mai
ntai
ned?
K
ey P
oin
ts:
self-
awar
enes
s; s
ticki
ng to
a c
are
er p
lan/
obj
ectiv
e; u
se o
f tim
e-m
anag
em
ent
skill
s an
d st
rate
gie
s
4.
Exp
lain
how
you
iden
tify
the
goal
s an
d ta
rget
s to
be
achi
eved
by
you
and
your
team
, and
w
hat y
ou d
o w
ith th
is in
form
atio
n.
Key
Po
ints
: re
sear
chin
g or
gani
satio
n’s
goa
ls, o
bjec
tives
, pla
ns, p
olic
ies
etc
; con
sulta
tion
with
rel
evan
t st
akeh
old
ers
and
ext
ern
al s
our
ces;
ref
errin
g to
per
form
ance
pla
ns; s
eeki
ng
and
ana
lysi
ng
feed
bac
k;
info
rmat
ion
is u
sed
to d
evel
op
perf
orm
anc
e pl
ans
and
perf
orm
anc
e in
dica
tors
for
team
an
d s
elf
5.
Exp
lain
wha
t you
wou
ld d
o on
ce y
ou h
ave
esta
blis
hed
your
per
form
ance
pla
ns o
r in
dica
tors
an
d be
fore
you
impl
emen
t the
m.
Key
Po
ints
: C
ond
uct a
ris
k an
alys
is to
det
erm
ine
the
likel
ihoo
d of
a n
egat
ive
even
t pre
vent
ing
the
goa
l fro
m b
ein
g ac
hiev
ed
and
det
erm
inin
g a
n ap
prop
riate
act
ion
to o
verc
om
e th
is s
o th
at th
e pl
an
can
achi
eve
succ
ess
. Can
dida
te t
o ex
plai
n th
is r
efer
ring
to th
eir
wor
kpla
ce d
ocum
enta
tion
an
d co
ntex
t.
6.
How
doe
s yo
ur o
rgan
isat
ion’
s pe
rfor
man
ce m
ana
gem
ent s
yste
m a
ssis
t in
the
mon
itorin
g an
d m
easu
ring
of y
our
own
or y
our
team
’s p
rogr
ess
in a
chie
ving
set
goa
ls a
nd ta
rget
s?
Key
Po
ints
: by
cre
atin
g tim
elin
es a
nd ti
mef
ram
es to
ach
ieve
obj
ectiv
es; t
hro
ugh
prov
isio
n of
fe
edb
ack;
by
setti
ng d
edi
cate
d pe
rso
nal g
oals
to g
ive
owne
rshi
p; b
y id
entif
ying
are
as o
f non
or
poor
pe
rfor
ma
nce
at a
n ea
rlie
r tim
e; b
y cr
eatin
g fo
rma
lise
d op
port
uniti
es to
ack
now
ledg
e go
od p
erfo
rma
nce
and
resp
ond
to p
oor
perf
orm
anc
e
BS
B51
107
Dip
lom
a o
f M
anag
emen
t S
ecti
on
3 –
Inte
rvie
w Q
ues
tio
n B
ank
and
Rec
ord
ing
Sh
eets
P
age
27 o
f 206
©
Dep
artm
ent o
f T
rain
ing
and
Wo
rkfo
rce
Dev
elop
men
t V
ersi
on 1
, Mar
ch 2
010
Clu
ster
1 –
Man
agin
g p
eop
le
Can
did
ate’
s n
ame
Un
its
of
com
pet
enc
y B
SB
WO
R50
1A M
anag
e pe
rso
nal w
ork
prio
ritie
s an
d pr
ofes
sion
al d
evel
opm
ent
BS
BW
OR
502A
Ens
ure
team
effe
ctiv
enes
s B
SB
MG
T50
1B M
anag
e pe
ople
per
form
anc
e
Qu
esti
on
s re
lati
ng
to
Clu
ster
1
Yes
N
o
Ass
esso
r’s
Co
mm
ents
a)
If yo
u ha
ve a
tea
m m
embe
r w
ho is
con
sist
ently
a n
on o
r po
or p
erfo
rmer
, wha
t act
ions
do
you
take
? K
ey P
oin
ts:
Can
did
ate
refe
rs to
act
ions
in a
ccor
danc
e w
ith p
olic
y a
nd p
roce
dure
s su
ch a
s se
tting
ach
ieva
ble
goa
ls w
hich
alig
n to
org
ani
satio
nal o
r te
am r
equ
irem
en
ts/o
utco
mes
; do
cum
entin
g si
tuat
ion
and
out
com
e; p
rovi
din
g ad
diti
ona
l su
ppor
t; co
ach
ing
whe
re n
eces
sary
; co
nduc
ting
form
al f
eed
back
ses
sio
n as
req
uire
d; fo
llow
ing
up
at a
gree
d tim
efra
mes
; see
king
H
R a
dvic
e, w
here
ap
pro
pria
te,
coun
selli
ng
and
imp
lem
ent
ing
orga
nisa
tion
al d
isci
plin
ary
syst
em; t
erm
inat
ing
staf
f whe
re o
ngoi
ng o
r se
rious
inci
dent
s oc
cur
as p
er le
gal a
nd
orga
nisa
tion
al r
equ
irem
ent
s.
b)
With
ref
eren
ce to
you
r w
ork,
wha
t is
exce
llenc
e in
per
form
ance
and
how
is it
re
cogn
ised
? K
ey P
oin
ts:
Can
did
ate
refe
rs to
inst
ance
s w
here
targ
ets
are
regu
larly
and
con
sist
ently
ex
cee
ded
whi
lst m
eetin
g th
e or
gani
satio
n’s
per
form
anc
e st
and
ard
leve
l.
c)
Wha
t are
som
e ot
her
key
aspe
cts
of le
gisl
atio
n, c
odes
of p
ract
ice,
aw
ards
and
ag
reem
ents
whi
ch g
over
n yo
u in
you
r ro
le a
s te
am m
anag
er?
Key
Po
ints
: C
and
idat
e re
fers
to r
elev
ant a
spec
ts in
clud
ing
OH
S, E
O, I
R a
nd a
nti-
disc
rim
inat
ion
rule
s.
d)
Do
you
belie
ve y
our
orga
nisa
tion’
s pe
rfor
man
ce m
anag
emen
t sys
tem
ade
quat
ely
mee
ts th
e ne
eds
of th
e te
am a
nd th
e or
gani
satio
n?
Key
Po
ints
: C
and
idat
e to
link
kno
wle
dge
of c
urre
nt s
yste
m to
lega
l/th
eore
tical
kno
wle
dge
and
dem
ons
trat
e a
naly
sis
and
jud
gem
ent
of s
ituat
ion
to a
hyp
oth
etic
al th
at is
rea
l or
not
.
BS
B51
107
Dip
lom
a o
f M
anag
emen
t S
ecti
on
3 –
Inte
rvie
w Q
ues
tio
n B
ank
and
Rec
ord
ing
Sh
eets
©
Dep
artm
ent o
f T
rain
ing
and
Wo
rkfo
rce
Dev
elop
men
t P
age
28 o
f 206
V
ersi
on 1
, Mar
ch 2
010
Clu
ster
1 –
Man
agin
g p
eop
le
Can
did
ate’
s n
ame
Un
its
of
com
pet
enc
y B
SB
WO
R50
1A M
anag
e pe
rso
nal w
ork
prio
ritie
s an
d pr
ofes
sion
al d
evel
opm
ent
BS
BW
OR
502A
Ens
ure
team
effe
ctiv
enes
s B
SB
MG
T50
1B M
anag
e pe
ople
per
form
anc
e
Qu
esti
on
s re
lati
ng
to
Clu
ster
1
Yes
N
o
Ass
esso
r’s
Co
mm
ents
7.
Whe
re y
ou h
ave
iden
tifie
d th
at a
team
mem
ber
(or
you
rsel
f) r
equi
res
furt
her
trai
ning
to
perf
orm
a ta
sk, w
hat a
re s
ome
cons
ider
atio
ns y
ou w
ould
hav
e in
rel
atio
n to
that
indi
vidu
al’s
le
arni
ng s
tyle
? P
rovi
de a
n ex
ampl
e in
you
r ex
plan
atio
n.
Key
Po
ints
: T
he w
ay in
whi
ch th
ey li
ke to
eng
age
in le
arni
ng w
ill v
ary
depe
ndi
ng
on th
eir
spec
ific
lear
nin
g st
yle;
ther
efor
e, th
e ty
pe o
f lea
rnin
g co
mm
issi
one
d m
ay n
eed
to v
ary
for
each
indi
vid
ual.
Can
did
ate
is to
link
this
con
cept
to p
ract
ical
exa
mpl
es in
thei
r w
orkp
lace
.
a)
Why
is it
impo
rtan
t to
cons
ider
thes
e pe
rson
al n
eeds
? K
ey P
oin
ts:
to e
ncou
rag
e tr
ust,
max
imis
e le
arni
ng a
nd
deve
lop
men
t and
ther
efor
e pa
rtic
ipat
ion
and
prod
uctiv
ity; t
o en
gag
e an
d m
otiv
ate
the
per
son
8.
Usi
ng a
n ex
ampl
e, e
xpla
in y
our
unde
rsta
ndin
g of
con
flict
res
olut
ion
theo
ry a
nd h
ow y
ou
have
app
lied
this
to r
esol
ve a
pro
blem
with
in y
our
team
. Ref
er to
you
r or
gani
satio
n’s
polic
ies
and
proc
edur
es a
s w
ell.
Key
Po
ints
: C
and
idat
e re
fers
to th
eorie
s of
con
flict
res
olut
ion
such
as
see
king
a ‘w
in-w
in’ s
ituat
ion,
ne
got
iatin
g, c
om
mu
nica
ting
ass
ertiv
ely
etc
and
link
this
to th
e si
tuat
ion
an
d th
e or
gani
satio
nal
po
licie
s an
d pr
oce
dure
s. C
andi
date
to r
efer
to k
eepi
ng
ope
n co
mm
uni
catio
n b
etw
een
the
tea
m to
ma
inta
in
trus
t and
rap
port
dur
ing
proc
ess
.
BS
B51
107
Dip
lom
a o
f M
anag
emen
t S
ecti
on
3 –
Inte
rvie
w Q
ues
tio
n B
ank
and
Rec
ord
ing
Sh
eets
P
age
29 o
f 206
©
Dep
artm
ent o
f T
rain
ing
and
Wo
rkfo
rce
Dev
elop
men
t V
ersi
on 1
, Mar
ch 2
010
Clu
ster
1 –
Man
agin
g p
eop
le
Can
did
ate’
s n
ame
Un
its
of
com
pet
enc
y B
SB
WO
R50
1A M
anag
e pe
rso
nal w
ork
prio
ritie
s an
d pr
ofes
sion
al d
evel
opm
ent
BS
BW
OR
502A
Ens
ure
team
effe
ctiv
enes
s B
SB
MG
T50
1B M
anag
e pe
ople
per
form
anc
e
Ad
dit
ion
al n
ote
s fr
om
co
nve
rsat
ion
Ass
esso
r’s
sig
nat
ure
Ou
tco
me
(Ple
ase
circ
le)
S
(Sat
isfa
ctor
y)
NY
S
(Not
Yet
Sat
isfa
ctor
y)
Ass
esso
r’s
nam
e
Dat
e
BS
B51
107
Dip
lom
a o
f M
anag
emen
t S
ecti
on
3 –
Inte
rvie
w Q
ues
tio
n B
ank
and
Rec
ord
ing
Sh
eets
©
Dep
artm
ent o
f T
rain
ing
and
Wo
rkfo
rce
Dev
elop
men
t P
age
30 o
f 206
V
ersi
on 1
, Mar
ch 2
010
Pag
e in
tent
iona
lly b
lank
BS
B51
107
Dip
lom
a o
f M
anag
emen
t S
ecti
on
3 –
Inte
rvie
w Q
ues
tio
n B
ank
and
Rec
ord
ing
Sh
eets
P
age
31 o
f 206
©
Dep
artm
ent o
f T
rain
ing
and
Wo
rkfo
rce
Dev
elop
men
t V
ersi
on 1
, Mar
ch 2
010
Inte
rvie
w Q
ues
tio
n B
ank
and
Rec
ord
ing
Sh
eets
Clu
ster
2 –
Org
anis
atio
nal
man
agem
ent
Ass
esso
r’s
Inst
ruct
ion
s
The
inte
rvie
w s
houl
d al
low
the
cand
idat
e to
con
firm
thei
r kn
owle
dge
as id
entif
ied
by th
eir
Sel
f-E
valu
atio
n ag
ains
t rel
evan
t uni
ts o
f com
pete
ncy.
The
Ass
esso
r m
ay u
se t
hese
que
stio
ns to
gui
de th
e in
terv
iew
, ens
urin
g th
at th
e ca
ndid
ate
addr
esse
s th
e ke
y po
ints
iden
tifie
d fo
r ea
ch q
uest
ion.
The
se k
ey p
oint
s ex
ist
as a
gui
de o
nly,
and
the
Ass
esso
r is
enc
oura
ged
to e
xpan
d on
them
whe
re n
eces
sary
to s
atis
fy d
epth
of u
nde
rpin
ning
know
ledg
e an
d sk
ills.
It is
rec
omm
ende
d th
at th
e in
terv
iew
be
cond
ucte
d in
the
wor
kpla
ce, a
llow
ing
the
cand
idat
e ac
cess
to d
ocum
ents
, equ
ipm
ent e
tc t
o su
ppor
t the
ir
stat
emen
ts.
Rec
ord
of
inte
rvie
w
Can
did
ate’
s n
ame
Ass
esso
r’s
nam
e
Ho
w/w
her
e w
as t
he
inte
rvie
w c
on
du
cted
?
Inte
rvie
w o
nly
At
an R
TO
’s p
rem
ises
N
ame:
___
____
____
____
____
____
____
____
____
____
_
In t
he
wo
rkp
lace
N
ame:
___
____
____
____
____
____
____
____
____
____
_
BS
B51
107
Dip
lom
a o
f M
anag
emen
t S
ecti
on
3 –
Inte
rvie
w Q
ues
tio
n B
ank
and
Rec
ord
ing
Sh
eets
©
Dep
artm
ent o
f T
rain
ing
and
Wo
rkfo
rce
Dev
elop
men
t P
age
32 o
f 206
V
ersi
on 1
, Mar
ch 2
010
Clu
ster
2 –
Org
anis
atio
nal
man
agem
ent
Can
did
ate’
s n
ame
Un
its
of
com
pet
enc
y B
SB
MG
T51
5A M
anag
e op
era
tiona
l pla
n B
SB
OH
S50
9A E
nsur
e a
safe
wo
rkpl
ace
BS
BF
IM50
1A M
ana
ge b
udg
ets
and
fina
ncia
l pla
ns
Qu
esti
on
s re
lati
ng
to
Clu
ster
2
Yes
N
o
Ass
esso
r’s
Co
mm
ents
1.
The
abi
lity
of a
man
ager
to c
omm
unic
ate
effe
ctiv
ely
to a
chie
ve a
bro
ad r
ange
of f
unct
ions
is
impo
rtan
t. R
efer
ring
to y
our
expe
rienc
e, e
xpla
in w
hat c
omm
unic
atio
n sk
ills
you
use
whe
n co
mm
unic
atin
g w
ith y
our
team
. K
ey P
oin
ts:
awar
enes
s of
ass
ertiv
e co
mm
uni
catio
n a
nd a
ctiv
e lis
ten
ing;
use
of r
efle
ctiv
e qu
estio
ning
w
hen
seek
ing
feed
back
/cla
rifyi
ng p
oint
s; c
lea
r, c
onci
se a
nd
to th
e po
int c
om
mu
nica
tion
for
goal
set
ting
and
expe
ctat
ions
; usi
ng e
mpa
thy
and
non
-ve
rbal
mes
sage
; us
ing
appr
opri
ate
lan
guag
e
a)
Pro
vide
an
exam
ple
whe
re a
ctiv
e lis
teni
ng a
ssis
ted
you
in r
esol
ving
an
issu
e or
co
ncer
n w
ith a
team
mem
ber
or c
olle
ague
. K
ey P
oin
ts:
dem
onst
rate
d u
nder
sta
ndin
g a
nd c
onte
xtua
l app
licat
ion
of a
ctiv
e lis
ten
ing
b)
How
do
you
use
your
com
mun
icat
ion
skill
s to
ass
ist i
n ke
epin
g yo
ur te
am m
otiv
ated
an
d on
trac
k du
ring
stre
ssfu
l per
iods
? K
ey P
oin
ts:
awar
enes
s of
the
nee
d to
mot
ivat
e an
d pr
ovid
e po
sitiv
e fe
edb
ack
and
re
info
rce
men
t; ke
epin
g te
am
me
mbe
rs in
volv
ed in
the
com
mu
nica
tion
pro
cess
to g
ive
them
ow
ners
hip
of th
e si
tuat
ion
c)
Wha
t com
mun
icat
ion
tech
niqu
es d
o yo
u us
e to
kee
p op
en li
nes
with
all
stak
ehol
ders
, m
anag
emen
t/lin
e m
anag
emen
t and
the
team
?
Key
Po
ints
: op
en a
nd h
ones
t co
mm
unic
atio
n; c
larif
yin
g an
d fo
llow
ing
up o
n in
form
atio
n;
keep
ing
all p
artie
s in
form
ed; u
sing
IT to
mak
e th
e pr
oces
s m
ore
stre
am
lined
BS
B51
107
Dip
lom
a o
f M
anag
emen
t S
ecti
on
3 –
Inte
rvie
w Q
ues
tio
n B
ank
and
Rec
ord
ing
Sh
eets
P
age
33 o
f 206
©
Dep
artm
ent o
f T
rain
ing
and
Wo
rkfo
rce
Dev
elop
men
t V
ersi
on 1
, Mar
ch 2
010
Clu
ster
2 –
Org
anis
atio
nal
man
agem
ent
Can
did
ate’
s n
ame
Un
its
of
com
pet
enc
y B
SB
MG
T51
5A M
anag
e op
era
tiona
l pla
n B
SB
OH
S50
9A E
nsur
e a
safe
wo
rkpl
ace
BS
BF
IM50
1A M
ana
ge b
udg
ets
and
fina
ncia
l pla
ns
Qu
esti
on
s re
lati
ng
to
Clu
ster
2
Yes
N
o
Ass
esso
r’s
Co
mm
ents
d)
Wha
t for
ms
of c
omm
unic
atio
n do
you
use
to e
ffect
ivel
y co
nsul
t with
you
r te
am,
man
agem
ent a
nd o
ther
sta
keho
lder
s?
Key
Po
ints
: em
ail/
intr
ane
t; n
ewsl
ette
rs o
r ot
her
proc
esse
s an
d d
evic
es w
hich
ens
ure
that
all
empl
oyee
s h
ave
the
oppo
rtun
ity to
con
trib
ute
to th
e te
am a
nd
ind
ivid
ual o
per
atio
nal p
lan
and
safe
ty is
sues
2.
Ref
errin
g to
you
r or
gani
satio
n’s
polic
ies
and
proc
edur
es, e
xpla
in h
ow y
ou h
ave
unde
rtak
en
reso
urce
acq
uisi
tion
to e
nabl
e im
plem
enta
tion
of y
our
oper
atio
nal a
nd s
afet
y pl
ans.
(T
his
coul
d be
hum
an o
r ph
ysic
al/e
quip
men
t res
ourc
es.)
K
ey P
oin
ts:
Can
did
ate
refe
rs to
rel
evan
t pol
icy
and
proc
edur
al g
uid
elin
es a
nd/o
r st
anda
rd o
pera
ting
proc
edu
res.
a)
Whe
re h
uman
res
ourc
es w
ere
acqu
ired,
wha
t saf
ety
and
othe
r in
duct
ion
proc
esse
s di
d yo
u un
dert
ake?
K
ey P
oin
ts:
Can
did
ate
refe
rs to
pro
vide
d do
cum
enta
tion
in a
ccor
dan
ce w
ith o
rga
nisa
tion
al
polic
ies
and
pro
ced
ures
.
b)
How
do
you
ensu
re r
esou
rce
usag
e is
opt
imis
ed a
nd w
aste
is r
educ
ed in
you
r or
gani
satio
n?
Key
Po
ints
: co
mm
unic
atio
n of
goa
ls to
tea
m; m
onito
rin
g of
usa
ge th
rou
gh r
elev
ant s
yste
ms;
co
ach
ing
and
me
ntor
ing
to e
nsur
e te
am
is a
war
e; c
ontin
gen
cy p
lan
nin
g
c)
How
did
the
deve
lopm
ent o
r pr
ocur
emen
t of
thes
e re
sour
ces
spec
ifica
lly a
id in
re
solv
ing
or e
nhan
cing
a c
usto
mer
ser
vice
issu
e?
Key
Po
ints
: C
and
idat
e to
de
mo
nstr
ate
appl
ied
know
led
ge o
f ma
nag
em
en
t pr
actic
es fo
r qu
alit
y cu
stom
er s
ervi
ce d
eliv
ery
and
impr
ove
men
t.
BS
B51
107
Dip
lom
a o
f M
anag
emen
t S
ecti
on
3 –
Inte
rvie
w Q
ues
tio
n B
ank
and
Rec
ord
ing
Sh
eets
©
Dep
artm
ent o
f T
rain
ing
and
Wo
rkfo
rce
Dev
elop
men
t P
age
34 o
f 206
V
ersi
on 1
, Mar
ch 2
010
Clu
ster
2 –
Org
anis
atio
nal
man
agem
ent
Can
did
ate’
s n
ame
Un
its
of
com
pet
enc
y B
SB
MG
T51
5A M
anag
e op
era
tiona
l pla
n B
SB
OH
S50
9A E
nsur
e a
safe
wo
rkpl
ace
BS
BF
IM50
1A M
ana
ge b
udg
ets
and
fina
ncia
l pla
ns
Qu
esti
on
s re
lati
ng
to
Clu
ster
2
Yes
N
o
Ass
esso
r’s
Co
mm
ents
3.
Ref
errin
g to
som
e of
the
prin
cipl
es o
f fin
anci
al m
anag
emen
t and
you
r or
gani
satio
nal
proc
edur
es, e
xpla
in h
ow y
ou m
onito
r an
d co
ntro
l fin
ance
s w
ithin
you
r or
gani
satio
n.
Key
Po
ints
: C
and
idat
e re
fers
to te
chni
que
s w
ith b
udg
etin
g; c
ash
flow
s; u
se o
f spr
eads
heet
s an
d ap
prop
riat
e so
ftw
are;
kee
pin
g le
dge
rs; u
se o
f fin
anci
al s
tate
me
nts;
pro
fit a
nd lo
ss s
tate
men
ts; t
hrou
gh
repo
rtin
g pr
oce
sses
and
dat
a; u
se o
f a r
egul
ar
and
cycl
ical
eva
luat
ion
appr
oach
; ap
plic
atio
n of
bu
dget
an
d co
ntin
genc
y pl
ans
whe
re n
eede
d.
a)
Exp
lain
a s
ituat
ion
whe
re y
ou h
ave
used
fina
ncia
l inf
orm
atio
n to
just
ify a
n al
tera
tion
to
the
oper
atio
nal o
r fin
anci
al p
lan.
K
ey P
oin
ts:
Can
did
ate
refe
rs to
ana
lysi
s of
rel
evan
t fin
anc
ial i
nfor
mat
ion
and
links
this
to a
co
ntin
genc
y pl
an in
eith
er th
eir
oper
atio
nal
or
finan
cial
pla
ns.
b)
Wha
t are
som
e of
the
spec
ific
legi
slat
ive
requ
irem
ents
that
rel
ate
to fi
nanc
ial
man
agem
ent w
ithin
the
orga
nisa
tion?
K
ey P
oin
ts:
Can
did
ate
refe
rs to
rel
evan
t re
qui
rem
ent
s fo
r th
e or
gan
isat
ion
as p
resc
ribe
d by
th
e A
ustr
alia
n T
axat
ion
Offi
ce, a
t the
ver
y m
inim
um
ref
errin
g to
the
requ
irem
ents
of
GS
T; a
lso
refe
rs to
rec
ord
-kee
pin
g a
nd r
epor
ting
proc
ess
es.
c)
Wha
t org
anis
atio
nal r
epor
ting
and
reco
rdin
g ar
rang
emen
ts m
ust y
ou c
ompl
y w
ith fo
r fin
anci
al m
anag
emen
t?
Key
Po
ints
: C
and
idat
e re
fers
to r
elev
ant o
rgan
isat
ion
al r
eq
uire
me
nts
for
repo
rtin
g as
sp
ecifi
ed
in p
olic
ies
and
proc
edu
res,
an
d al
so to
the
requ
irem
ents
rel
evan
t for
that
org
anis
atio
n as
sp
ecifi
ed b
y b
odi
es s
uch
as A
TO
; als
o re
fers
to n
eed
to k
eep
reco
rds
for
aud
iting
etc
.
BS
B51
107
Dip
lom
a o
f M
anag
emen
t S
ecti
on
3 –
Inte
rvie
w Q
ues
tio
n B
ank
and
Rec
ord
ing
Sh
eets
P
age
35 o
f 206
©
Dep
artm
ent o
f T
rain
ing
and
Wo
rkfo
rce
Dev
elop
men
t V
ersi
on 1
, Mar
ch 2
010
Clu
ster
2 –
Org
anis
atio
nal
man
agem
ent
Can
did
ate’
s n
ame
Un
its
of
com
pet
enc
y B
SB
MG
T51
5A M
anag
e op
era
tiona
l pla
n B
SB
OH
S50
9A E
nsur
e a
safe
wo
rkpl
ace
BS
BF
IM50
1A M
ana
ge b
udg
ets
and
fina
ncia
l pla
ns
Qu
esti
on
s re
lati
ng
to
Clu
ster
2
Yes
N
o
Ass
esso
r’s
Co
mm
ents
4.
Ref
errin
g to
spe
cific
wor
kpla
ce e
xam
ples
, exp
lain
how
you
hav
e un
dert
aken
haz
ard
iden
tific
atio
n pr
oces
ses
to e
nsur
e yo
ur w
orkp
lace
is k
ept s
afe.
K
ey P
oin
ts:
Can
did
ate
refe
rs to
con
sulta
tion
mec
han
ism
s w
ith o
ther
wor
kpla
ce c
olle
agu
es th
roug
h an
aly
sis
of d
ata
and
othe
r fa
ctua
l inf
orm
atio
n an
d th
roug
h us
e of
res
earc
h in
to c
om
mo
n w
orkp
lace
ha
zard
s.
a)
Wha
t oth
er p
roce
sses
hav
e yo
u de
velo
ped
to e
nsur
e on
goin
g sa
fety
in th
e w
orkp
lace
? G
ive
exam
ples
of r
elev
ant l
egis
latio
n yo
u m
ust c
ompl
y w
ith.
Key
Po
ints
: C
and
idat
e re
fers
to o
ngoi
ng s
yste
ms
whi
ch h
ave
bee
n cr
eate
d to
sui
t the
w
orkp
lace
and
sup
por
t con
sta
nt id
entif
icat
ion
, as
sess
men
t and
con
tro
l of r
isks
– fo
r bo
th
curr
ent w
ork
prac
tices
an
d ne
w d
evel
opm
ents
; cou
ld a
lso
refe
r to
indu
ctio
n p
roce
sses
and
re
leva
nt le
gis
latio
n fr
om a
ll le
vels
of g
over
nm
ent t
hat a
ffect
s bu
sin
ess
oper
atio
n, e
spec
ially
in
rega
rd to
OH
S a
nd e
nviro
nm
ent
al is
sues
, EE
O, I
R a
nd a
nti-d
iscr
imin
atio
n.
b)
(If n
ot s
peci
fical
ly m
entio
ned
befo
re)
Des
crib
e yo
ur o
rgan
isat
ion’
s O
HS
indu
ctio
n an
d tr
aini
ng p
acka
ge –
wha
t inp
ut d
id y
ou h
ave
and
wha
t con
side
ratio
ns d
id y
ou ta
ke in
to
acco
unt?
K
ey P
oin
ts:
Can
did
ate
dem
ons
trat
es k
now
ledg
e of
app
rop
riate
OH
S r
equ
irem
ents
, at t
he
min
imu
m th
eir
duty
of c
are
as a
n e
mpl
oyer
to p
rovi
de fo
r sa
fe w
orkp
lace
.
5.
Exp
lain
, with
exa
mpl
es, t
he p
roce
ss y
ou f
ollo
w o
nce
safe
ty is
sues
hav
e be
en r
aise
d.
Key
Po
ints
: ap
pro
pria
te a
nd p
rom
pt r
eso
lutio
n of
issu
es, w
here
pos
sib
le;
use
of e
xper
t adv
ice
and
in
terv
ent
ion
if re
quire
d; p
rom
pt
prov
isio
n of
info
rmat
ion
abo
ut
the
outc
omes
of p
artic
ipat
ion
and
co
nsu
ltatio
n in
a m
ann
er th
at is
acc
essi
ble
to e
mp
loye
es
BS
B51
107
Dip
lom
a o
f M
anag
emen
t S
ecti
on
3 –
Inte
rvie
w Q
ues
tio
n B
ank
and
Rec
ord
ing
Sh
eets
©
Dep
artm
ent o
f T
rain
ing
and
Wo
rkfo
rce
Dev
elop
men
t P
age
36 o
f 206
V
ersi
on 1
, Mar
ch 2
010
Clu
ster
2 –
Org
anis
atio
nal
man
agem
ent
Can
did
ate’
s n
ame
Un
its
of
com
pet
enc
y B
SB
MG
T51
5A M
anag
e op
era
tiona
l pla
n B
SB
OH
S50
9A E
nsur
e a
safe
wo
rkpl
ace
BS
BF
IM50
1A M
ana
ge b
udg
ets
and
fina
ncia
l pla
ns
Qu
esti
on
s re
lati
ng
to
Clu
ster
2
Yes
N
o
Ass
esso
r’s
Co
mm
ents
6.
Ref
errin
g to
spe
cific
exa
mpl
es, e
xpla
in h
ow y
ou h
ave
used
the
hier
arch
y of
con
trol
to a
ssis
t in
con
trol
ling
or m
inim
isin
g an
iden
tifie
d ris
k.
Key
Po
ints
: C
and
idat
e de
mo
nstr
ates
kno
wle
dge
and
appl
icat
ion
of h
iera
rchy
of c
ontr
ol r
efer
ring
to, a
t le
ast,
the
proc
ess
of m
ost p
refe
rred
to le
ast
pref
erre
d, th
at is
, elim
inat
ion,
eng
ine
erin
g co
ntro
ls,
adm
inis
trat
ive
cont
rols
, per
sona
l pro
tect
ive
equ
ipm
ent;
incl
udi
ng
haza
rd id
entif
icat
ion
at th
e pl
anni
ng,
de
sign
and
eva
luat
ion
stag
es o
f any
cha
nge
in w
orkp
lace
to e
nsur
e th
at n
ew
ha
zard
s ar
e no
t cre
ated
by
the
prop
ose
d ch
ange
s; id
ent
ifica
tion
of in
adeq
uac
ies
in e
xist
ing
risk
cont
rol m
easu
res
in
acco
rdan
ce w
ith th
e hi
erar
chy
of c
ontr
ol a
nd
the
pro
mpt
pro
visi
on o
f res
ourc
es to
ena
ble
impl
em
enta
tion
of n
ew m
easu
res;
iden
tific
atio
n of
inte
rve
ntio
n po
ints
for
exp
ert O
HS
adv
ice.
7.
Wha
t spe
cific
sys
tem
s do
you
hav
e in
pla
ce to
ens
ure
effic
ient
and
effe
ctiv
e m
onito
ring
of
safe
ty in
form
atio
n to
ach
ieve
you
r sa
fety
obj
ectiv
es?
Key
Po
ints
: C
and
idat
e re
fers
to o
rgan
isat
iona
l OH
S r
ecor
d-ke
epi
ng
syst
ems
and
exp
lain
s ho
w th
ey
are
mon
itore
d an
d ut
ilise
d to
iden
tify
OH
S p
atte
rns.
8.
Ref
errin
g to
you
r op
erat
iona
l pla
n, e
xpla
in w
hat t
heor
ies
and
proc
esse
s yo
u us
ed to
ass
ist
in th
e de
velo
pmen
t of t
he p
lan.
K
ey P
oin
ts:
know
led
ge o
f sh
ort-
term
an
d lo
ng-t
erm
pla
ns –
bus
ines
s p
lans
vs
wor
k te
am a
rea
plan
s;
refe
rral
to c
ond
uct o
f an
ana
lytic
al a
ppro
ach
such
as
usin
g S
WO
T to
iden
tify
criti
cal a
spec
ts a
nd
com
pone
nts;
req
uire
me
nt to
con
sult
with
all
stak
eho
lder
s in
bui
ldin
g th
e pl
an; i
nclu
sio
n of
key
pe
rfor
ma
nce
indi
cato
rs; e
nsur
ing
deve
lop
me
nt a
nd p
rese
ntat
ion
of p
ropo
sals
for
reso
urce
s re
quire
me
nts
supp
orte
d by
a v
arie
ty o
f inf
orm
atio
n so
urce
s an
d se
ekin
g sp
ecia
list a
dvic
e if
req
uire
d;
obta
inin
g ap
prov
al fr
om
rel
evan
t par
ties
and
ens
urin
g u
nde
rsta
ndin
g a
mo
ng w
ork
team
s in
volv
ed
BS
B51
107
Dip
lom
a o
f M
anag
emen
t S
ecti
on
3 –
Inte
rvie
w Q
ues
tio
n B
ank
and
Rec
ord
ing
Sh
eets
P
age
37 o
f 206
©
Dep
artm
ent o
f T
rain
ing
and
Wo
rkfo
rce
Dev
elop
men
t V
ersi
on 1
, Mar
ch 2
010
Clu
ster
2 –
Org
anis
atio
nal
man
agem
ent
Can
did
ate’
s n
ame
Un
its
of
com
pet
enc
y B
SB
MG
T51
5A M
anag
e op
era
tiona
l pla
n B
SB
OH
S50
9A E
nsur
e a
safe
wo
rkpl
ace
BS
BF
IM50
1A M
ana
ge b
udg
ets
and
fina
ncia
l pla
ns
Qu
esti
on
s re
lati
ng
to
Clu
ster
2
Yes
N
o
Ass
esso
r’s
Co
mm
ents
a)
How
do
you
ensu
re th
at th
e pl
an’s
out
com
es a
re s
ucce
ssfu
lly m
et?
Key
Po
ints
: th
roug
h ca
refu
l mo
nito
ring
of r
elev
ant o
utco
mes
usi
ng
a ra
nge
of e
qui
pm
ent
and
in
form
atio
n; th
roug
h co
ntin
genc
y pl
ann
ing
to e
nsur
e is
sues
are
not
maj
or o
bsta
cles
; thr
ough
co
ach
ing
and
me
ntor
ing
of s
taff
to e
nsur
e a
bilit
y to
mee
t obj
ectiv
es; t
hrou
gh a
cqui
sitio
n of
ne
cess
ary
reso
urce
s an
d tr
ain
ing
to e
nsur
e ca
paci
ty to
mee
t ob
ject
ives
, me
etin
gs to
det
erm
ine
prog
ress
b)
Wha
t are
som
e co
ntin
genc
y pl
ans
that
you
hav
e us
ed in
the
plan
ning
and
im
plem
entin
g of
you
r op
erat
iona
l and
/or
perf
orm
ance
pla
ns?
Key
Po
ints
: co
ntra
ctin
g or
out
sour
cing
hu
ma
n re
sour
ces
and
oth
er fu
nctio
ns; d
iver
sific
atio
n of
ou
tco
mes
(su
ch a
s ch
angi
ng o
utco
mes
to r
efle
ct th
e pl
an
’s d
irect
ion)
; usi
ng
chea
per
mat
eria
ls
or e
quip
me
nt; i
ncre
asin
g sa
les
or p
rodu
ctio
n; r
ecyc
ling
or r
e-us
ing
equi
pm
ent
; ren
tal r
athe
r th
an e
qui
pm
ent p
rocu
rem
ent
; res
truc
turin
g to
red
uce
lab
our
cost
s; r
isk
iden
tific
atio
n a
nd
ma
nage
me
nt; f
urth
er fu
ndin
g; s
ucce
ssio
n pl
ann
ing;
cos
t red
ucin
g st
rate
gie
s
c)
Whe
re e
lse
mig
ht y
ou u
se c
ontin
genc
y pl
anni
ng a
nd r
isk
man
agem
ent?
K
ey P
oin
ts:
finan
cial
ma
nag
emen
t; bu
dge
ting;
saf
ety
pla
nni
ng
and
impl
em
ent
atio
n; r
esou
rce
acqu
isiti
on
– al
l asp
ects
of t
he b
usin
ess
d)
Wha
t do
you
need
to c
onsi
der
whe
n re
view
ing
oper
atio
nal p
erfo
rman
ce?
Key
Po
ints
: R
evie
w p
erfo
rman
ce s
yste
ms
and
proc
esse
s to
ass
ess
prog
ress
in a
chie
ving
pr
ofit
and
prod
uctiv
ity p
lans
and
targ
ets;
an
aly
se a
nd
inte
rpre
t bud
get
and
act
ual f
inan
cial
in
form
atio
n to
rev
iew
pro
fit a
nd
prod
uctiv
ity p
erfo
rman
ce; i
den
tify
area
s of
und
erpe
rfor
ma
nce,
re
com
me
nd s
olu
tions
an
d ta
ke p
rom
pt a
ctio
n to
rec
tify
the
situ
atio
n; n
egot
iate
re
com
me
ndat
ions
for
varia
tions
to o
pera
tion
al p
lans
and
ga
in a
ppr
ova
l fro
m d
esig
nate
d pe
rso
ns/g
roup
s; d
evel
op
and
impl
em
ent s
yste
ms
to e
nsur
e th
at p
roce
dur
es
and
reco
rds
asso
ciat
ed w
ith d
ocu
men
ting
per
form
ance
are
ma
nage
d in
acc
ord
ance
with
org
ani
satio
nal
re
quire
me
nts.
BS
B51
107
Dip
lom
a o
f M
anag
emen
t S
ecti
on
3 –
Inte
rvie
w Q
ues
tio
n B
ank
and
Rec
ord
ing
Sh
eets
©
Dep
artm
ent o
f T
rain
ing
and
Wo
rkfo
rce
Dev
elop
men
t P
age
38 o
f 206
V
ersi
on 1
, Mar
ch 2
010
Clu
ster
2 –
Org
anis
atio
nal
man
agem
ent
Can
did
ate’
s n
ame
Un
its
of
com
pet
enc
y B
SB
MG
T51
5A M
anag
e op
era
tiona
l pla
n B
SB
OH
S50
9A E
nsur
e a
safe
wo
rkpl
ace
BS
BF
IM50
1A M
ana
ge b
udg
ets
and
fina
ncia
l pla
ns
Qu
esti
on
s re
lati
ng
to
Clu
ster
2
Yes
N
o
Ass
esso
r’s
Co
mm
ents
9.
Ref
errin
g to
you
r or
gani
satio
n’s
perf
orm
ance
man
agem
ent s
yste
m, h
ow d
o yo
u us
e th
is to
as
sist
in m
onito
ring
and
mea
surin
g yo
ur o
wn
or y
our
team
’s p
rogr
ess
in a
chie
ving
set
goa
ls
and
targ
ets?
K
ey P
oin
ts:
by c
reat
ing
time
lines
and
tim
efra
mes
to a
chie
ve o
bjec
tives
; th
roug
h pr
ovis
ion
of
feed
bac
k; b
y se
tting
de
dica
ted
pers
ona
l goa
ls to
giv
e ow
ners
hip;
by
iden
tifyi
ng a
reas
of n
on o
r po
or
perf
orm
anc
e at
an
earl
ier
time
; by
crea
ting
form
alis
ed
oppo
rtun
ities
to a
ckn
owle
dge
good
per
form
anc
e an
d re
spo
nd to
poo
r pe
rfor
ma
nce
10.
As
a m
anag
er, y
ou a
re r
equi
red
to ta
ke a
leve
l of r
espo
nsib
ility
for
your
team
. Exp
lain
som
e of
the
team
and
indi
vidu
al c
oach
ing/
trai
ning
/men
torin
g te
chni
ques
you
use
to a
ssis
t in
achi
evin
g te
am a
nd o
rgan
isat
iona
l goa
ls.
Key
Po
ints
: in
volv
ing
team
in p
roce
sses
thro
ugh
cons
ulta
tion
and
prio
r pl
anni
ng; d
ele
gatio
n of
task
s to
giv
e re
spon
sibi
litie
s of
ow
n w
ork
role
s; s
ettin
g re
alis
tic g
oal
s; a
ctin
g as
a r
ole
mod
el to
all
me
mb
ers
of th
e te
am; e
nco
ura
gin
g an
atm
osp
here
of l
earn
ing
and
su
ppor
t am
ong
st t
eam
me
mbe
rs;
usin
g pe
er
me
ntor
ing;
pro
vidi
ng
reg
ular
pos
itive
feed
back
and
enc
oura
gem
ent,
on-t
he-
job
coac
hin
g; a
dditi
onal
su
ppor
t and
co
unse
lling
for
poor
per
form
anc
e
11.
If yo
u ha
ve a
tea
m m
embe
r w
ho is
con
sist
ently
a n
on o
r po
or p
erfo
rmer
, wha
t act
ions
do
you
take
? K
ey P
oin
ts:
Can
did
ate
refe
rs to
act
ions
in a
ccor
danc
e w
ith p
olic
y a
nd p
roce
dure
s; d
ocu
me
ntin
g si
tuat
ion
and
out
com
e;, p
rovi
din
g ad
ditio
nal s
upp
ort;
coac
hing
whe
re n
ece
ssar
y; c
ondu
ctin
g fo
rmal
fe
edb
ack
sess
ion
as r
equi
red;
follo
win
g u
p at
agr
eed
timef
ram
es; s
eek
ing
HR
adv
ice,
whe
re
appr
opria
te, c
oun
selli
ng a
nd im
ple
me
ntin
g o
rgan
isat
iona
l dis
cipl
inar
y sy
ste
m; t
erm
inat
ing
staf
f whe
re
ong
oin
g or
ser
ious
inci
dent
s o
ccur
as
per
leg
al a
nd
org
anis
atio
nal
req
uire
me
nts;
set
ting
indi
vidu
al
goa
ls.
BS
B51
107
Dip
lom
a o
f M
anag
emen
t S
ecti
on
3 –
Inte
rvie
w Q
ues
tio
n B
ank
and
Rec
ord
ing
Sh
eets
P
age
39 o
f 206
©
Dep
artm
ent o
f T
rain
ing
and
Wo
rkfo
rce
Dev
elop
men
t V
ersi
on 1
, Mar
ch 2
010
Clu
ster
2 –
Org
anis
atio
nal
man
agem
ent
Can
did
ate’
s n
ame
Un
its
of
com
pet
enc
y B
SB
MG
T51
5A M
anag
e op
era
tiona
l pla
n B
SB
OH
S50
9A E
nsur
e a
safe
wo
rkpl
ace
BS
BF
IM50
1A M
ana
ge b
udg
ets
and
fina
ncia
l pla
ns
Qu
esti
on
s re
lati
ng
to
Clu
ster
2
Yes
N
o
Ass
esso
r’s
Co
mm
ents
a)
Wha
t are
som
e ot
her
key
aspe
cts
of le
gisl
atio
n, c
odes
of p
ract
ice,
aw
ards
and
ag
reem
ents
whi
ch g
over
n yo
u in
you
r ro
le a
s m
anag
er?
Key
Po
ints
: C
and
idat
e re
fers
to r
elev
ant a
spec
ts in
clud
ing
OH
S, E
O, I
R a
nd a
nti-
disc
rim
inat
ion
rule
s.
b)
Wha
t oth
er ty
pes
of s
uppo
rt h
ave
you
offe
red
team
mem
bers
who
hav
e st
rugg
led
to
achi
eve
the
goal
s an
d/or
targ
ets
you
have
set
for
them
?
Key
Po
ints
: re
visi
ted
the
goa
ls; s
uppl
ied
furt
her
trai
nin
g; a
ddi
tiona
l su
ppor
t with
oth
er te
am
me
mbe
rs; o
ng
oin
g su
ppo
rt a
nd c
oach
ing
Ad
dit
ion
al n
ote
s fr
om
co
nve
rsat
ion
Ass
esso
r’s
sig
nat
ure
Ou
tco
me
(Ple
ase
circ
le)
S
(Sat
isfa
ctor
y)
NY
S
(Not
Yet
Sat
isfa
ctor
y)
Ass
esso
r’s
nam
e
Dat
e
BS
B51
107
Dip
lom
a o
f M
anag
emen
t S
ecti
on
3 –
Inte
rvie
w Q
ues
tio
n B
ank
and
Rec
ord
ing
Sh
eets
©
Dep
artm
ent o
f T
rain
ing
and
Wo
rkfo
rce
Dev
elop
men
t P
age
40 o
f 206
V
ersi
on 1
, Mar
ch 2
010
Pag
e in
tent
iona
lly b
lank
BS
B51
107
Dip
lom
a o
f M
anag
emen
t S
ecti
on
3 –
Inte
rvie
w Q
ues
tio
n B
ank
and
Rec
ord
ing
Sh
eets
P
age
41 o
f 206
©
Dep
artm
ent o
f T
rain
ing
and
Wo
rkfo
rce
Dev
elop
men
t V
ersi
on 1
, Mar
ch 2
010
Inte
rvie
w Q
ues
tio
n B
ank
and
Rec
ord
ing
Sh
eets
Clu
ster
3 –
Man
agin
g a
nd
imp
rovi
ng
cu
sto
mer
ser
vice
Ass
esso
r’s
Inst
ruct
ion
s
The
inte
rvie
w s
houl
d al
low
the
cand
idat
e to
con
firm
thei
r kn
owle
dge
as id
entif
ied
by th
eir
Sel
f-E
valu
atio
n ag
ains
t rel
evan
t uni
ts o
f com
pete
ncy.
The
Ass
esso
r m
ay u
se t
hese
que
stio
ns to
gui
de th
e in
terv
iew
, ens
urin
g th
at th
e ca
ndid
ate
addr
esse
s th
e ke
y po
ints
iden
tifie
d fo
r ea
ch q
uest
ion.
The
se k
ey p
oint
s ex
ist
as a
gui
de o
nly,
and
the
Ass
esso
r is
enc
oura
ged
to e
xpan
d on
them
whe
re n
eces
sary
to s
atis
fy d
epth
of u
nde
rpin
ning
know
ledg
e an
d sk
ills.
It is
rec
omm
ende
d th
at th
e in
terv
iew
be
cond
ucte
d in
the
wor
kpla
ce, a
llow
ing
the
cand
idat
e ac
cess
to d
ocum
ents
, equ
ipm
ent e
tc t
o su
ppor
t the
ir
stat
emen
ts.
Rec
ord
of
inte
rvie
w
Can
did
ate’
s n
ame
Ass
esso
r’s
nam
e
Ho
w/w
her
e w
as t
he
inte
rvie
w c
on
du
cted
?
Inte
rvie
w o
nly
At
an R
TO
’s p
rem
ises
N
ame:
___
____
____
____
____
____
____
____
____
____
_
In t
he
wo
rkp
lace
N
ame:
___
____
____
____
____
____
____
____
____
____
_
BS
B51
107
Dip
lom
a o
f M
anag
emen
t S
ecti
on
3 –
Inte
rvie
w Q
ues
tio
n B
ank
and
Rec
ord
ing
Sh
eets
©
Dep
artm
ent o
f T
rain
ing
and
Wo
rkfo
rce
Dev
elop
men
t P
age
42 o
f 206
V
ersi
on 1
, Mar
ch 2
010
Clu
ster
3 –
Man
agin
g a
nd
imp
rovi
ng
cu
sto
mer
ser
vice
Can
did
ate’
s n
ame
Un
its
of
com
pet
enc
y B
SB
CU
S5
01A
Man
age
qua
lity
cust
omer
ser
vice
B
SB
MG
T51
6A F
acili
tate
con
tinuo
us im
prov
em
ent
Qu
esti
on
s re
lati
ng
to
Clu
ster
1
Yes
N
o
Ass
esso
r’s
Co
mm
ents
1.
Wha
t act
ions
do
you
take
to e
nsur
e co
nsid
erat
ion
of th
e ne
eds
of b
oth
inte
rnal
and
ext
erna
l cu
stom
ers
in y
our
plan
ning
for
serv
ice
and
qual
ity p
roce
sses
? K
ey P
oin
ts:
rese
arch
ing
thro
ugh
a ra
nge
of m
ean
s, in
clud
ing
surv
ey d
ata
, old
feed
back
form
s, m
arke
t re
sear
ch, i
nter
nal a
nd e
xter
nal
con
sulta
tion
s, e
valu
atio
n a
gain
st p
rod
ucts
and
ser
vice
s o
ffere
d an
d th
e or
gani
satio
n’s
tim
e, q
ualit
y an
d co
st r
estr
ictio
ns a
nd s
pec
ifica
tions
2.
Can
you
exp
lain
wha
t you
r or
gani
satio
n’s
qua
lity
syst
em e
ntai
ls a
nd h
ow y
ou e
nsur
e it
is
impl
emen
ted?
K
ey P
oin
ts:
Can
dida
te d
emo
nstr
ates
aw
aren
ess
of a
qua
lity
syst
em in
org
anis
atio
nal c
onte
xt –
may
be
suc
h ar
eas
as d
eliv
erin
g pr
oduc
ts/s
ervi
ces
to c
usto
mer
spe
cific
atio
ns w
ithin
org
anis
atio
n’s
bu
sine
ss p
lans
; str
ong
cust
omer
focu
s; c
lea
r di
rect
ion;
con
tinuo
us im
prov
emen
t; va
luin
g di
vers
ity;
colla
bora
tive
wor
k pr
actic
es; i
mp
lem
ent
atio
n –
ans
wer
s w
ill v
ary
dep
endi
ng
on o
rgan
isat
iona
l con
text
, bu
t nee
d to
co
nsid
er u
se o
f coa
chin
g, c
om
mun
icat
ion
with
tea
m m
em
ber
s, s
take
hold
ers
etc
.
3.
Wha
t are
som
e of
the
cont
inuo
us im
prov
emen
t pro
cess
es y
ou h
ave
impl
emen
ted
in y
our
orga
nisa
tion
to s
uppo
rt q
ualit
y cu
stom
er s
ervi
ce?
Key
Po
ints
: C
andi
date
ref
ers
to th
eir
spec
ific
orga
nisa
tion
– co
uld
be s
yste
ms
such
as
cycl
ical
aud
its,
wor
kpla
ce r
evie
ws,
mon
itori
ng
tea
m a
nd/o
r in
divi
dual
per
form
anc
e, g
ene
ral m
onito
ring
of
effe
ctiv
enes
s; m
oni
torin
g of
mo
dific
atio
ns a
nd im
prov
emen
ts t
o re
leva
nt s
yste
ms,
pro
cess
es e
tc;
esta
blis
hed
polic
ies
and
pro
cedu
res
supp
ortin
g sy
ste
mat
ic r
evie
w a
nd im
prov
em
ent
qua
lity
of
prod
ucts
and
or
serv
ices
.
a)
Ref
errin
g sp
ecifi
cally
to y
our
orga
nisa
tion
, wha
t str
ateg
ies
do y
ou h
ave
in p
lace
to
supp
ort a
nd m
onito
r co
ntin
uous
impr
ovem
ent f
or q
ualit
y cu
stom
er s
ervi
ce?
Key
Po
ints
: co
mm
unic
atio
n to
ens
ure
all t
eam
me
mbe
rs a
war
e of
rol
es a
nd e
xpec
tatio
ns;
use
of
ava
ilabl
e an
d no
n-co
mpl
ica
ted
com
mun
ica
tion
syst
em
s, s
uch
as in
tra
net,
em
ail e
tc; a
llow
ing
team
inp
ut in
long
-ter
m a
nd
shor
t-te
rm p
lan
ning
mod
els;
usi
ng m
ento
rin
g a
nd b
udd
ying
to
supp
ort t
eam
me
mbe
rs; u
se o
f per
form
ance
pla
ns, a
war
d sy
stem
s et
c; m
oni
tori
ng
BS
B51
107
Dip
lom
a o
f M
anag
emen
t S
ecti
on
3 –
Inte
rvie
w Q
ues
tio
n B
ank
and
Rec
ord
ing
Sh
eets
P
age
43 o
f 206
©
Dep
artm
ent o
f T
rain
ing
and
Wo
rkfo
rce
Dev
elop
men
t V
ersi
on 1
, Mar
ch 2
010
Clu
ster
3 –
Man
agin
g a
nd
imp
rovi
ng
cu
sto
mer
ser
vice
Can
did
ate’
s n
ame
Un
its
of
com
pet
enc
y B
SB
CU
S5
01A
Man
age
qua
lity
cust
omer
ser
vice
B
SB
MG
T51
6A F
acili
tate
con
tinuo
us im
prov
em
ent
Qu
esti
on
s re
lati
ng
to
Clu
ster
1
Yes
N
o
Ass
esso
r’s
Co
mm
ents
arra
nge
me
nts
may
be
thro
ug
h th
e pr
ogre
ss o
f the
ope
ratio
n in
the
rele
vant
con
text
– s
uch
as
wor
k pr
oduc
tivity
out
puts
, cus
tom
er s
ervi
ce in
dica
tors
and
feed
bac
k, q
uest
ionn
aire
s, s
urve
ys,
inte
rvie
ws
etc
b)
Wha
t doc
umen
tatio
n do
you
kee
p to
ass
ist i
n m
anag
ing
furt
her
oppo
rtun
ities
for
impr
ovem
ent?
K
ey P
oin
ts:
anno
tatin
g cu
rre
nt w
orki
ng d
ocum
ents
with
cha
nges
to e
nabl
e ev
alua
tion
dow
n tr
ack;
usi
ng q
uan
tativ
e d
ata
such
as
pro
duct
ion
or s
ales
figu
res;
ref
errin
g to
rec
omm
enda
tions
an
d su
bm
issi
ons
from
tea
m;
othe
r re
leva
nt r
epor
ts a
nd
reco
rds
c)
Wha
t sys
tem
s ha
ve y
ou c
reat
ed to
ens
ure
thes
e st
rate
gies
are
app
ropr
iate
ly
com
mun
icat
ed to
all
the
rele
vant
sta
keho
lder
s?
Key
Po
ints
: us
e of
foru
ms;
me
etin
gs; n
ewsl
ette
rs a
nd r
epo
rts;
pol
icie
s an
d pr
oce
dure
s; w
eb-
base
d co
mm
uni
catio
n su
ch a
s em
ail
and
intr
anet
etc
d)
Wha
t are
som
e th
eorie
s of
con
tinuo
us im
prov
emen
t tha
t you
dra
w u
pon
to s
uppo
rt
your
pra
ctic
es in
the
wor
kpla
ce?
Key
Po
ints
: A
nsw
ers
will
var
y, b
ut c
andi
date
nee
ds to
be
awar
e of
at l
east
theo
ry o
f pla
n, d
o,
chec
k, a
ct (
can
be
know
n as
De
min
g’s
cyc
le)
and
the
nee
d fo
r co
nsta
nt c
hec
kin
g an
d ad
just
ing
of p
roce
sses
and
sys
tem
s to
sup
port
effe
ctiv
e co
ntin
uous
impr
ovem
ent.
4.
Ref
errin
g to
a s
peci
fic e
xam
ple,
exp
lain
whe
re y
ou h
ave
used
you
r la
tera
l thi
nkin
g sk
ills
and/
or in
nova
tion
to c
reat
e a
mor
e ef
fect
ive
wor
k so
lutio
n.
Key
Po
ints
: C
and
idat
e m
ay r
efer
to p
rovi
de
d do
cum
enta
tion
and
mus
t dem
onst
rate
ap
plic
atio
n of
la
tera
l thi
nkin
g an
d in
nov
ativ
e th
inki
ng s
kills
.
BS
B51
107
Dip
lom
a o
f M
anag
emen
t S
ecti
on
3 –
Inte
rvie
w Q
ues
tio
n B
ank
and
Rec
ord
ing
Sh
eets
©
Dep
artm
ent o
f T
rain
ing
and
Wo
rkfo
rce
Dev
elop
men
t P
age
44 o
f 206
V
ersi
on 1
, Mar
ch 2
010
Clu
ster
3 –
Man
agin
g a
nd
imp
rovi
ng
cu
sto
mer
ser
vice
Can
did
ate’
s n
ame
Un
its
of
com
pet
enc
y B
SB
CU
S5
01A
Man
age
qua
lity
cust
omer
ser
vice
B
SB
MG
T51
6A F
acili
tate
con
tinuo
us im
prov
em
ent
Qu
esti
on
s re
lati
ng
to
Clu
ster
1
Yes
N
o
Ass
esso
r’s
Co
mm
ents
5.
Exp
lain
how
you
iden
tifie
d, a
cted
upo
n, a
nd d
ocum
ente
d a
cust
omer
ser
vice
issu
e. R
efer
to
team
invo
lvem
ent i
n yo
ur a
nsw
er.
Key
Po
ints
: id
entif
icat
ion
as a
res
ult o
f mon
itorin
g, fe
edb
ack
and
/or
cons
ulta
tion;
can
did
ate
dem
ons
trat
es k
now
led
ge o
f effe
ctiv
e cu
stom
er s
ervi
ce m
an
age
men
t st
rate
gies
suc
h as
re
ma
inin
g ob
ject
ive,
re
ma
inin
g no
n-co
nfro
ntat
iona
l, fo
llow
ing
orga
nisa
tiona
l pro
cedu
res
and
guid
elin
es,
co
mm
unic
atin
g w
ith a
ppro
pria
te s
take
hold
ers
and
info
rmin
g th
em o
f fin
din
gs,
out
com
es, e
tc; d
ecis
ions
m
ade
to b
e re
leva
nt, i
n lin
e w
ith p
roce
dure
s an
d d
eve
lop
ed in
con
sulta
tion
with
rel
evan
t per
son
nel;
docu
men
tatio
n to
com
ply
with
org
anis
atio
nal p
olic
ies
and
pro
ced
ures
a)
Giv
en y
our
know
ledg
e of
goo
d cu
stom
er s
ervi
ce p
ract
ices
, do
you
thin
k yo
u sh
ould
ha
ve h
andl
ed th
e si
tuat
ion
diffe
rent
ly?
Why
? W
hy n
ot?
Key
Po
ints
: ap
plic
atio
n of
kn
owle
dge
of c
usto
mer
ser
vice
the
ory
to c
reat
e c
onsi
der
ed a
nd
just
ifie
d an
swe
r
6.
Ref
errin
g to
you
r or
gani
satio
n’s
polic
ies
and
proc
edur
es, e
xpla
in h
ow y
ou h
ave
unde
rtak
en
reso
urce
acq
uisi
tion
to e
nabl
e im
plem
enta
tion
of y
our
oper
atio
nal a
nd s
afet
y pl
ans.
(T
his
coul
d be
hum
an o
r ph
ysic
al/e
quip
men
t res
ourc
es.)
K
ey P
oin
ts:
Can
did
ate
refe
rs to
rel
evan
t pol
icy
and
proc
edur
al g
uid
elin
es a
nd/o
r st
anda
rd o
pera
ting
proc
edu
res.
7.
Whe
re y
ou h
ave
iden
tifie
d th
at a
team
mem
ber
(or
you
rsel
f) r
equi
re fu
rthe
r tr
aini
ng to
pe
rfor
m a
task
, wha
t are
som
e co
nsid
erat
ions
you
wou
ld h
ave
in r
elat
ion
to th
at in
divi
dual
’s
lear
ning
sty
le?
Pro
vide
an
exam
ple
in y
our
expl
anat
ion.
K
ey P
oin
ts:
The
way
they
like
to e
ngag
e in
lear
nin
g w
ill v
ary
dep
end
ing
on
thei
r sp
ecifi
c le
arni
ng
styl
e; t
here
fore
, th
e ty
pe o
f lea
rnin
g co
mm
issi
oned
may
ne
ed to
var
y fo
r ea
ch in
divi
dual
. Can
did
ate
to
link
this
co
nce
pt to
pra
ctic
al e
xam
ples
in th
eir
wor
kpla
ce.
BS
B51
107
Dip
lom
a o
f M
anag
emen
t S
ecti
on
3 –
Inte
rvie
w Q
ues
tio
n B
ank
and
Rec
ord
ing
Sh
eets
P
age
45 o
f 206
©
Dep
artm
ent o
f T
rain
ing
and
Wo
rkfo
rce
Dev
elop
men
t V
ersi
on 1
, Mar
ch 2
010
Clu
ster
3 –
Man
agin
g a
nd
imp
rovi
ng
cu
sto
mer
ser
vice
Can
did
ate’
s n
ame
Un
its
of
com
pet
enc
y B
SB
CU
S5
01A
Man
age
qua
lity
cust
omer
ser
vice
B
SB
MG
T51
6A F
acili
tate
con
tinuo
us im
prov
em
ent
Qu
esti
on
s re
lati
ng
to
Clu
ster
1
Yes
N
o
Ass
esso
r’s
Co
mm
ents
8.
As
a m
anag
er, y
ou a
re r
equi
red
to ta
ke a
leve
l of r
espo
nsib
ility
for
your
team
. Exp
lain
som
e of
the
team
and
indi
vidu
al c
oach
ing/
trai
ning
/men
torin
g te
chni
ques
you
use
to a
ssis
t in
achi
evin
g te
am a
nd o
rgan
isat
iona
l goa
ls.
Key
Po
ints
: in
volv
ing
team
in p
roce
sses
thro
ugh
cons
ulta
tion
and
prio
r pl
anni
ng; d
ele
gatin
g of
task
s to
giv
e re
spon
sibi
litie
s of
ow
n w
ork
role
s; s
ettin
g re
alis
tic g
oal
s; a
ctin
g as
a r
ole
mod
el to
all
me
mb
ers
of th
e te
am; e
nco
ura
gin
g an
atm
osp
here
of l
earn
ing
and
su
ppor
t am
ong
st t
eam
me
mbe
rs;
usin
g pe
er
me
ntor
ing;
pro
vidi
ng
reg
ular
pos
itive
feed
back
and
enc
oura
gem
ent,
on-t
he-
job
coac
hin
g, a
dditi
onal
su
ppor
t and
co
unse
lling
for
poor
per
form
anc
e
9.
If yo
u ha
ve a
tea
m m
embe
r w
ho is
con
sist
ently
a n
on o
r po
or p
erfo
rmer
, wha
t act
ions
do
you
take
? K
ey P
oin
ts:
Can
did
ate
refe
rs to
act
ions
in a
ccor
danc
e w
ith p
olic
y a
nd p
roce
dure
s; d
ocu
me
ntin
g si
tuat
ion
and
out
com
e; p
rovi
ding
ad
ditio
nal s
upp
ort;
coac
hing
whe
re n
ece
ssar
y; c
ondu
ctin
g fo
rmal
fe
edb
ack
sess
ion
as r
equi
red;
follo
win
g u
p at
agr
eed
timef
ram
es; s
eek
ing
HR
adv
ice,
whe
re
appr
opria
te, c
oun
selli
ng a
nd im
ple
me
ntin
g o
rgan
isat
iona
l dis
cipl
inar
y sy
ste
m; t
erm
inat
ing
staf
f whe
re
ong
oin
g or
ser
ious
inci
dent
s o
ccur
as
per
leg
al a
nd
org
anis
atio
nal
req
uire
me
nts;
set
ting
indi
vidu
al
goa
ls.
10.
Wha
t for
ms
of c
omm
unic
atio
n do
you
use
to e
nsur
e yo
u ef
fect
ivel
y co
nsul
t with
you
r te
am,
man
agem
ent a
nd o
ther
sta
keho
lder
s?
Key
Po
ints
: em
ail/
intr
ane
t; n
ewsl
ette
rs o
r ot
her
proc
esse
s an
d d
evic
es w
hich
ens
ure
that
all
empl
oyee
s h
ave
the
oppo
rtun
ity to
con
trib
ute
to th
e te
am a
nd
ind
ivid
ual o
per
atio
nal p
lan
and
safe
ty
issu
es
BS
B51
107
Dip
lom
a o
f M
anag
emen
t S
ecti
on
3 –
Inte
rvie
w Q
ues
tio
n B
ank
and
Rec
ord
ing
Sh
eets
©
Dep
artm
ent o
f T
rain
ing
and
Wo
rkfo
rce
Dev
elop
men
t P
age
46 o
f 206
V
ersi
on 1
, Mar
ch 2
010
Clu
ster
3 –
Man
agin
g a
nd
imp
rovi
ng
cu
sto
mer
ser
vice
Can
did
ate’
s n
ame
Un
its
of
com
pet
enc
y B
SB
CU
S5
01A
Man
age
qua
lity
cust
omer
ser
vice
B
SB
MG
T51
6A F
acili
tate
con
tinuo
us im
prov
em
ent
Qu
esti
on
s re
lati
ng
to
Clu
ster
1
Yes
N
o
Ass
esso
r’s
Co
mm
ents
11.
How
do
you
use
your
com
mun
icat
ion
skill
s to
ass
ist i
n ke
epin
g yo
ur te
am m
otiv
ated
and
on
trac
k du
ring
stre
ssfu
l per
iods
? K
ey P
oin
ts:
awar
enes
s of
the
nee
d to
mot
ivat
e an
d pr
ovid
e po
sitiv
e fe
edb
ack
and
re
info
rcem
ent;
keep
ing
tea
m m
em
bers
invo
lved
in th
e co
mm
uni
catio
n pr
oce
ss to
giv
e th
em o
wn
ersh
ip o
f the
si
tuat
ion;
con
side
ratio
n of
pe
opl
e’s
app
reh
ensi
on o
f cha
nge
and
fear
of t
he u
nkn
own
Ad
dit
ion
al n
ote
s fr
om
co
nve
rsat
ion
Ass
esso
r’s
sig
nat
ure
Ou
tco
me
(Ple
ase
circ
le)
S
(Sat
isfa
ctor
y)
NY
S
(Not
Yet
Sat
isfa
ctor
y)
Ass
esso
r’s
nam
e
Dat
e
BS
B51
107
Dip
lom
a o
f M
anag
emen
t S
ecti
on
3 –
Inte
rvie
w Q
ues
tio
n B
ank
and
Rec
ord
ing
Sh
eets
P
age
47 o
f 206
©
Dep
artm
ent o
f T
rain
ing
and
Wo
rkfo
rce
Dev
elop
men
t V
ersi
on 1
, Mar
ch 2
010
Inte
rvie
w Q
ues
tio
n B
ank
and
Rec
ord
ing
Sh
eets
Clu
ster
4 –
Pro
ject
an
d r
isk
man
agem
ent
Ass
esso
r’s
Inst
ruct
ion
s
The
inte
rvie
w s
houl
d al
low
the
cand
idat
e to
con
firm
thei
r kn
owle
dge
as id
entif
ied
by th
eir
Sel
f-E
valu
atio
n ag
ains
t rel
evan
t uni
ts o
f com
pete
ncy.
The
Ass
esso
r m
ay u
se t
hese
que
stio
ns to
gui
de th
e in
terv
iew
, ens
urin
g th
at th
e ca
ndid
ate
addr
esse
s th
e ke
y po
ints
iden
tifie
d fo
r ea
ch q
uest
ion.
The
se k
ey p
oint
s ex
ist
as a
gui
de o
nly,
and
the
Ass
esso
r is
enc
oura
ged
to e
xpan
d on
them
whe
re n
eces
sary
to s
atis
fy d
epth
of u
nde
rpin
ning
know
ledg
e an
d sk
ills.
It is
rec
omm
ende
d th
at th
e in
terv
iew
be
cond
ucte
d in
the
wor
kpla
ce, a
llow
ing
the
cand
idat
e ac
cess
to d
ocum
ents
, equ
ipm
ent e
tc t
o su
ppor
t the
ir
stat
emen
ts.
Rec
ord
of
inte
rvie
w
Can
did
ate’
s n
ame
Ass
esso
r’s
nam
e
Ho
w/w
her
e w
as t
he
inte
rvie
w c
on
du
cted
?
Inte
rvie
w o
nly
At
an R
TO
’s p
rem
ises
N
ame:
___
____
____
____
____
____
____
____
____
____
_
In t
he
wo
rkp
lace
N
ame:
___
____
____
____
____
____
____
____
____
____
_
BS
B51
107
Dip
lom
a o
f M
anag
emen
t S
ecti
on
3 –
Inte
rvie
w Q
ues
tio
n B
ank
and
Rec
ord
ing
Sh
eets
©
Dep
artm
ent o
f T
rain
ing
and
Wo
rkfo
rce
Dev
elop
men
t P
age
48 o
f 206
V
ersi
on 1
, Mar
ch 2
010
Clu
ster
4 –
Pro
ject
an
d r
isk
man
agem
ent
Can
did
ate’
s n
ame
Un
its
of
com
pet
enc
y B
SB
RS
K50
1A M
anag
e ris
k B
SB
PM
G51
0A M
anag
e pr
oje
cts
Qu
esti
on
s re
lati
ng
to
Clu
ster
1
Yes
N
o
Ass
esso
r’s
Co
mm
ents
1.
Exp
lain
, usi
ng y
our
prov
ided
evi
denc
e, h
ow y
our
risk
man
agem
ent p
roce
sses
ref
lect
the
requ
irem
ents
of t
he A
S/N
ZS
436
0:20
04 R
isk
Man
agem
ent S
tand
ard.
K
ey P
oin
ts:
Can
did
ate
refe
rs to
the
stan
dard
in te
rms
of e
stab
lishi
ng
sco
pe o
f ris
k ap
prop
riat
ely;
re
view
ing
all c
onsi
dera
tions
tha
t wou
ld im
pa
ct o
n th
e ris
k co
ntex
t (in
tern
al/e
xter
nal s
take
hold
ers,
po
litic
al, e
cono
mic
, soc
ial,
leg
al, t
echn
olo
gica
l an
d po
licy
cont
exts
); c
onsi
deri
ng s
tren
gth
s an
d w
eakn
esse
s of
exi
stin
g ar
ran
gem
ent
s; d
ocu
me
ntin
g cr
itica
l suc
cess
fact
ors,
goa
ls o
r ob
ject
ives
for
area
incl
ude
d in
sco
pe; o
btai
nin
g su
ppor
t for
ris
k m
ana
gem
ent a
ctiv
ities
; com
mun
icat
ing
and
invi
ting
rele
vant
par
ties
to a
ssis
t in
the
ide
ntifi
catio
n of
ris
ks; u
se o
f app
ropr
iate
too
ls a
nd te
chni
ques
, and
re
sear
ch to
dra
w o
ut r
isks
that
hav
e be
en id
ent
ified
(su
ch a
s fis
hbon
es, f
low
char
ts, s
cena
rio a
nal
yses
et
c) a
nd th
en
pro
cess
ing
of a
sses
sin
g lik
elih
ood,
impa
ct o
r co
nse
quen
ces
and
eva
luat
ing
and
pr
iorit
isin
g ris
ks fo
r tr
eatm
ent
usin
g m
ost a
ppro
pria
te o
ptio
ns; r
isk
trea
tme
nt to
be
actio
ned
and
mo
nito
red
acco
rdin
g to
pla
n.
2.
Ref
errin
g to
exa
mpl
es, w
hat a
re s
ome
mo
re c
omm
on le
gisl
atio
n, c
odes
of p
ract
ice
and
stan
dard
s th
at a
ffect
you
r bu
sine
ss o
pera
tions
? E
xpla
in h
ow y
ou ta
ke th
ese
into
co
nsid
erat
ion
whe
n co
nduc
ting
risk
man
agem
ent a
ctiv
ities
. K
ey P
oin
ts:
Can
did
ate
to h
ave
goo
d kn
owle
dge
of r
elev
ant
asp
ects
of l
egi
slat
ion;
co
des
of p
ract
ice
and
nat
iona
l sta
ndar
ds p
erta
inin
g to
thei
r ar
ea o
f op
erat
ion
s, a
nd e
xpla
in, w
ith e
xam
ples
, w
here
they
ha
ve m
ade
de
cisi
ons
base
d on
the
req
uire
me
nts.
3.
Usi
ng y
our
risk
man
agem
ent p
lan
as a
n ex
ampl
e, e
xpla
in h
ow y
ou im
plem
ente
d th
e pl
an,
and
how
you
mon
itore
d th
e pl
an.
Key
Po
ints
: D
eter
min
ed a
nd s
elec
ted
mos
t app
ropr
iate
opt
ions
for
trea
ting
risks
; dev
elo
ped
actio
n pl
ans
; com
mun
icat
ed r
isk
ma
nag
em
ent p
roce
ss to
rel
evan
t par
ties;
ens
ured
all
docu
men
tatio
n in
ord
er
and
app
ropr
iate
ly s
tore
d. M
ana
ge
men
t pla
n s
houl
d in
clud
e r
equi
red
actio
ns, r
espo
nsib
ilitie
s of
re
leva
nt p
erso
nne
l, tim
elin
es a
nd m
oni
torin
g p
roce
sses
. Im
ple
men
tatio
n sh
ould
incl
ude
co
mm
unic
atio
n w
ith a
ll re
leva
nt s
take
hold
ers
and
cle
ar e
sta
blis
hm
ent o
f rol
es a
nd r
espo
nsi
bilit
ies.
M
onito
ring
via
est
ablis
hed
key
resu
lt or
crit
ical
asp
ect a
reas
and
eva
luat
ion
of p
roce
ss.
BS
B51
107
Dip
lom
a o
f M
anag
emen
t S
ecti
on
3 –
Inte
rvie
w Q
ues
tio
n B
ank
and
Rec
ord
ing
Sh
eets
P
age
49 o
f 206
©
Dep
artm
ent o
f T
rain
ing
and
Wo
rkfo
rce
Dev
elop
men
t V
ersi
on 1
, Mar
ch 2
010
Clu
ster
4 –
Pro
ject
an
d r
isk
man
agem
ent
Can
did
ate’
s n
ame
Un
its
of
com
pet
enc
y B
SB
RS
K50
1A M
anag
e ris
k B
SB
PM
G51
0A M
anag
e pr
oje
cts
Qu
esti
on
s re
lati
ng
to
Clu
ster
1
Yes
N
o
Ass
esso
r’s
Co
mm
ents
4.
Exp
lain
you
r un
ders
tand
ing
of y
our
orga
nisa
tion’
s po
licie
s an
d pr
oced
ures
rel
atin
g to
ris
k m
anag
emen
t and
its
over
all r
isk
man
agem
ent s
trat
egy.
Use
you
r ris
k m
anag
emen
t pla
n to
de
mon
stra
te th
is u
nder
stan
ding
. K
ey P
oin
ts:
Ans
wer
s w
ill v
ary.
Ans
wer
mus
t be
in c
onte
xt o
f the
org
ani
satio
n an
d be
su
ppor
ted
with
th
e ca
ndid
ate
’s r
isk
man
age
men
t pla
n.
a)
Wha
t ins
uran
ces
does
you
r or
gani
satio
n ha
ve a
nd fo
r w
hat p
urpo
ses/
cove
rage
?
Key
Po
ints
: A
nsw
ers
will
var
y. C
andi
date
mus
t hav
e aw
are
ness
of i
nsur
ance
s w
ithin
the
orga
nisa
tion
and
the
reas
ons
(lega
l, du
ty o
f car
e et
c.)
for
the
esta
blis
hm
en
t of
the
part
icul
ar
insu
ranc
es.
5.
Des
crib
e a
situ
atio
n w
here
you
hav
e us
ed y
our
prob
lem
-sol
ving
and
res
earc
h, e
valu
atio
n an
d co
nsul
tatio
n sk
ills
to o
verc
ome
an u
nexp
ecte
d si
tuat
ion.
How
did
you
r ris
k m
anag
emen
t pl
an a
ssis
t you
in d
ealin
g w
ith th
e co
ntin
genc
y?
Key
Po
ints
: C
and
idat
e re
fers
to th
e re
quir
em
ent
to c
onsu
lt w
ith th
e te
am a
nd r
ele
vant
sta
keh
old
ers
in
the
situ
atio
n. M
ust r
efer
to a
ran
ge o
f pro
ble
m-s
olvi
ng
stra
teg
ies,
incl
udin
g u
sing
det
aile
d a
naly
sis
met
hod
s, r
ese
arch
ing
and
eval
uat
ing
a ra
nge
of in
form
atio
n an
d us
ing
this
to m
ake
an
info
rme
d an
d re
leva
nt d
ecis
ion.
Ref
erra
l to
the
risk
ma
nag
emen
t con
ting
ency
pla
n in
the
answ
er is
de
sire
d.
6.
Ref
errin
g to
you
r pr
ojec
t, ex
plai
n ho
w it
ass
iste
d in
sup
port
ing
your
org
anis
atio
n te
am’s
go
als,
obj
ectiv
es a
nd/o
r op
erat
ions
. K
ey P
oin
ts:
Can
did
ate
to d
em
ons
trat
e kn
ow
ledg
e of
the
big
ger
org
ani
satio
nal
pic
ture
an
d un
der
stan
din
g of
the
proj
ect’s
sig
nific
ance
in t
he o
vera
ll sc
hem
e of
the
org
anis
atio
n. C
andi
dat
e to
als
o pr
ovid
e de
tail
abo
ut p
roje
ct d
efin
itio
n an
d de
velo
pm
ent –
pro
ject
sco
pe, r
elev
ant d
ocu
men
tatio
n, w
ho
was
del
egat
ing
aut
horit
y, p
roje
ct p
ara
met
ers,
res
ourc
es r
equi
red,
rel
atio
nshi
p to
oth
er p
roje
cts,
tim
elin
es, w
ork
brea
kdow
n, r
oles
an
d re
spon
sibi
litie
s, b
udg
et, a
ppro
vals
.
BS
B51
107
Dip
lom
a o
f M
anag
emen
t S
ecti
on
3 –
Inte
rvie
w Q
ues
tio
n B
ank
and
Rec
ord
ing
Sh
eets
©
Dep
artm
ent o
f T
rain
ing
and
Wo
rkfo
rce
Dev
elop
men
t P
age
50 o
f 206
V
ersi
on 1
, Mar
ch 2
010
Clu
ster
4 –
Pro
ject
an
d r
isk
man
agem
ent
Can
did
ate’
s n
ame
Un
its
of
com
pet
enc
y B
SB
RS
K50
1A M
anag
e ris
k B
SB
PM
G51
0A M
anag
e pr
oje
cts
Qu
esti
on
s re
lati
ng
to
Clu
ster
1
Yes
N
o
Ass
esso
r’s
Co
mm
ents
7.
Exp
lain
how
you
enc
oura
ged
and
max
imis
ed s
take
hold
er p
artic
ipat
ion
durin
g th
e im
plem
enta
tion
of y
our
proj
ect.
Wha
t wou
ld h
ave
happ
ened
if o
ne o
r m
ore
of th
e st
akeh
olde
rs h
adn’
t bee
n ac
tivel
y en
gage
d?
Key
Po
ints
: ca
ndid
ate
to d
esc
ribe
a ra
nge
of a
ppro
pria
te m
eth
ods,
suc
h as
em
ail,
face
-to-
face
co
ntac
t, w
eekl
y m
eetin
gs e
tc.
8.
Ref
errin
g to
you
r or
gani
satio
n’s
perf
orm
ance
man
agem
ent s
yste
m, h
ow d
o yo
u us
e th
is to
as
sist
in m
onito
ring
and
mea
surin
g yo
ur o
wn
or y
our
team
’s p
rogr
ess
in a
chie
ving
set
goa
ls
and
targ
ets?
K
ey P
oin
ts:
by c
reat
ing
time
lines
and
tim
efra
mes
to a
chie
ve o
bjec
tives
; th
roug
h pr
ovis
ion
of
feed
bac
k; b
y se
tting
de
dica
ted
pers
ona
l goa
ls to
giv
e ow
ners
hip;
by
iden
tifyi
ng a
reas
of n
on o
r po
or
perf
orm
anc
e at
an
earl
ier
time
; by
crea
ting
form
alis
ed
oppo
rtun
ities
to a
ckn
owle
dge
good
per
form
anc
e an
d re
spo
nd to
poo
r pe
rfor
ma
nce
9.
If yo
u ha
ve a
tea
m m
embe
r w
ho is
con
sist
ently
a n
on o
r po
or p
erfo
rmer
, wha
t act
ions
do
you
take
? K
ey P
oin
ts:
Can
did
ate
refe
rs to
act
ions
in a
ccor
danc
e w
ith p
olic
y a
nd p
roce
dure
s; d
ocu
me
ntin
g si
tuat
ion
and
out
com
e; p
rovi
ding
ad
ditio
nal s
upp
ort;
coac
hing
whe
re n
ece
ssar
y; c
ondu
ctin
g fo
rmal
fe
edb
ack
sess
ion
as r
equi
red;
follo
win
g u
p at
agr
eed
timef
ram
es; s
eek
ing
HR
adv
ice,
whe
re
appr
opria
te, c
oun
selli
ng a
nd im
ple
me
ntin
g o
rgan
isat
iona
l dis
cipl
inar
y sy
ste
m; t
erm
inat
ing
staf
f whe
re
ong
oin
g or
ser
ious
inci
dent
s o
ccur
as
per
leg
al a
nd
org
anis
atio
nal
req
uire
me
nts.
BS
B51
107
Dip
lom
a o
f M
anag
emen
t S
ecti
on
3 –
Inte
rvie
w Q
ues
tio
n B
ank
and
Rec
ord
ing
Sh
eets
P
age
51 o
f 206
©
Dep
artm
ent o
f T
rain
ing
and
Wo
rkfo
rce
Dev
elop
men
t V
ersi
on 1
, Mar
ch 2
010
Clu
ster
4 –
Pro
ject
an
d r
isk
man
agem
ent
Can
did
ate’
s n
ame
Un
its
of
com
pet
enc
y B
SB
RS
K50
1A M
anag
e ris
k B
SB
PM
G51
0A M
anag
e pr
oje
cts
Qu
esti
on
s re
lati
ng
to
Clu
ster
1
Yes
N
o
Ass
esso
r’s
Co
mm
ents
10.
How
do
you
ensu
re th
at th
e pr
ojec
t’s o
utco
mes
are
suc
cess
fully
met
? K
ey P
oin
ts:
by im
ple
me
ntin
g a
nd m
onito
ring
pla
ns fo
r m
ana
gin
g pr
ojec
t fin
ance
s (h
um
an, p
hysi
cal
and
tech
nica
l) an
d q
ualit
y th
roug
h ca
refu
l mon
itori
ng o
f rel
evan
t out
com
es
usin
g a
rang
e of
equ
ipm
ent
an
d in
form
atio
n; b
y es
tabl
ishi
ng a
nd
mai
ntai
nin
g re
quire
d re
cord
ing-
kee
ping
sys
tem
s th
roug
hout
the
proj
ect;
thro
ugh
cont
inge
ncy
pla
nnin
g to
ens
ure
issu
es a
re n
ot m
ajor
obs
tacl
es; t
hrou
gh c
oach
ing
and
me
ntor
ing
of s
taff
to e
nsur
e a
bilit
y to
mee
t obj
ectiv
es; t
hrou
gh a
cqui
sitio
n of
nec
essa
ry r
esou
rces
an
d tr
aini
ng to
ens
ure
cap
acity
to m
eet
obj
ectiv
es;
by
unde
rtak
ing
risk
man
agem
ent t
o en
sure
out
com
es
are
met
; by
com
ple
ting
and
forw
ardi
ng
proj
ect r
epor
ts to
sta
keho
lder
s
a)
Onc
e th
e pr
ojec
t has
ach
ieve
d its
out
com
es, w
hat s
teps
do
you
take
to w
rite
and
pres
ent t
he fi
nal r
epor
t and
oth
er d
ocum
enta
tion?
K
ey P
oin
ts:
To
final
ise
pro
ject
– c
omp
lete
fina
ncia
l rec
ord-
keep
ing
asso
ciat
ed w
ith th
e p
roje
ct
and
chec
k fo
r ac
cura
cy; a
ssig
n st
aff i
nvol
ved
in th
e pr
oje
ct to
new
rol
es o
r re
-ass
ign
to
prev
ious
rol
es; c
ompl
ete
proj
ect
doc
um
enta
tion
and
obta
in a
ny n
eces
sary
sig
n-of
fs fo
r co
nclu
ding
the
proj
ect.
To
revi
ew p
roje
ct –
rev
iew
pro
ject
out
com
es a
nd p
roce
sses
aga
inst
the
proj
ect s
cop
e an
d pl
an;
in
volv
e m
em
be
rs in
the
proj
ect r
evie
w; d
ocum
ent
less
ons
lear
nt fr
om
the
proj
ect a
nd r
ep
ort
with
in th
e or
ga
nisa
tion.
11.
Wha
t are
som
e co
ntin
genc
y pl
ans
that
you
hav
e us
ed in
the
plan
ning
and
impl
emen
tatio
n of
yo
ur p
roje
ct a
nd r
isk
man
agem
ent p
lans
? K
ey P
oin
ts:
cont
ract
ing
or o
utso
urci
ng h
um
an
reso
urce
s an
d ot
her
func
tions
; div
ersi
ficat
ion
of
outc
om
es (
such
as
mee
ting
diffe
rent
out
com
es to
the
alre
ady
est
ablis
hed
one
to r
efle
ct th
e di
rect
ion
of
the
proj
ect)
; usi
ng c
heap
er m
ater
ials
or
equi
pmen
t; in
crea
sing
sal
es o
r pr
oduc
tion,
rec
yclin
g or
re-
usin
g eq
uip
me
nt; r
enta
l rat
her
than
eq
uip
me
nt p
rocu
rem
ent;
res
truc
turin
g to
red
uce
labo
ur
cost
s; r
isk
ide
ntifi
catio
n a
nd m
anag
em
ent
; fur
ther
fund
ing;
suc
cess
ion
pla
nni
ng;
cos
t red
ucin
g st
rate
gies
BS
B51
107
Dip
lom
a o
f M
anag
emen
t S
ecti
on
3 –
Inte
rvie
w Q
ues
tio
n B
ank
and
Rec
ord
ing
Sh
eets
©
Dep
artm
ent o
f T
rain
ing
and
Wo
rkfo
rce
Dev
elop
men
t P
age
52 o
f 206
V
ersi
on 1
, Mar
ch 2
010
Clu
ster
4 –
Pro
ject
an
d r
isk
man
agem
ent
Can
did
ate’
s n
ame
Un
its
of
com
pet
enc
y B
SB
RS
K50
1A M
anag
e ris
k B
SB
PM
G51
0A M
anag
e pr
oje
cts
Qu
esti
on
s re
lati
ng
to
Clu
ster
1
Yes
N
o
Ass
esso
r’s
Co
mm
ents
a)
Exp
lain
how
the
deve
lopm
ent o
f the
ris
k m
anag
emen
t pla
n af
fect
ed th
e pl
anni
ng a
nd
impl
emen
tatio
n of
you
r pr
ojec
t.
Key
Po
ints
: C
andi
date
ref
ers
to th
e pl
an a
s a
guid
e to
pre
vent
iden
tifie
d ris
ks fr
om o
ccur
ring
and
prov
idin
g an
act
ion
plan
to o
verc
om
e th
ose
risks
that
did
occ
ur. C
and
idat
e pr
ovid
es
spec
ific
exa
mp
les
from
the
risk
man
age
men
t pl
an a
nd p
roje
ct th
ey c
ondu
cted
.
Ad
dit
ion
al n
ote
s fr
om
co
nve
rsat
ion
Ass
esso
r’s
sig
nat
ure
Ou
tco
me
(Ple
ase
circ
le)
S
(Sat
isfa
ctor
y)
NY
S
(Not
Yet
Sat
isfa
ctor
y)
Ass
esso
r’s
nam
e
Dat
e
BSB51107 Diploma of Management Section 4 – Practical Tasks and Observation Recording Sheets
Page 53 of 206 © Department of Training and Workforce Development Version 1, March 2010
Section 4
Practical Tasks
and Observation
Recording Sheets
This section contains practical assessment tasks that the candidate will complete to
assist you in determining a candidate’s skills and knowledge.
Assessor’s Instructions
Use the Observation Recording Sheets for each of the practical tasks to document the skills and
knowledge demonstrated by the candidate in completing each of the required tasks.
These practical tasks may be modified to suit the context of the candidate’s workplace, job role
or their work environment.
Not all tasks need to be completed by the applicant. The Assessor should select only those
tasks that will provide the required evidence to prove competency by the candidate.
For a whole qualification it may be necessary to perform all tasks.
It is important to remember that the notes made by the Assessor during the observation of the
practical demonstration are important evidence and should be retained as part of the
candidate’s assessment records.
.
BSB51107 Diploma of Management Section 4 – Practical Tasks and Observation Recording Sheets
© Department of Training and Workforce Development Page 54 of 206 Version 1, March 2010
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BSB51107 Diploma of Management Section 4 – Practical Tasks and Observation Recording Sheets
Page 55 of 206 © Department of Training and Workforce Development Version 1, March 2010
Practical tasks While performing the various practical tasks, it is important that the principles of Occupational
Health and Safety, and workplace safety requirements be met at all times.
Assessors need to ensure that the specifications for materials/resources used in the practical
tasks are consistent with those in the critical aspects of evidence. (Refer to the Mapping of
Assessment Tools document for more information.)
Cluster 1 – Managing people
The candidate is to complete the following practical tasks to demonstrate their
competence in these units. These may be used to support documentary evidence and
interview comments, or to cover gaps identified through the process.
Task 1 – Performance management case study
The candidate is to read and analyse the provided case study and respond in writing as
required by the questions for this task. The candidate is required to demonstrate their
knowledge of performance management and is to use the context of their work
environment, transferring their theoretical knowledge to create a solution to the issue set
out in the case study.
Task 2 – Group dynamics role-play
The candidate is to participate in a role-play activity to demonstrate their ability to take
responsibility for a work team, communicate with, and manage, the team in a manner
that will build the work team, enhance communications and resolve any team conflict.
The candidate will be required to demonstrate and apply their knowledge of group
behaviour and conflict resolution in this task.
Task 3 – Personal management
The candidate is to provide written answers to a series of personal management
activities, demonstrating their ability to identify their own learning and
professional/personal developmental needs and then use this information to set and
develop an action plan to meet these needs.
BSB51107 Diploma of Management Section 4 – Practical Tasks and Observation Recording Sheets
© Department of Training and Workforce Development Page 56 of 206 Version 1, March 2010
Cluster 2 – Organisational management
The candidate is to complete the following practical tasks to demonstrate their
competence in these units. These may be used to support documentary evidence and
interview comments, or to cover gaps identified through the process.
Task 4 – Manage budgets and financial plans
The candidate is to answer questions referring to their own organisation’s financial
management policy and procedures. The candidate is also required to access three profit
and loss statements, a balance sheet and a budget from their own organisation, or from
an organisation they have researched, to demonstrate basic accounting ability, and to
provide graphical representations and interpretations of the data using financial
management software.
Task 5 – Ensure a safe workplace
The candidate is to read and analyse the provided case study and then respond as
required by the questions for this task, demonstrating their knowledge in OHS
management practices and using the context of their work environment, transferring their
theoretical knowledge to address the questions.
Task 6 – Manage operational plan
The candidate is required to create a mission statement plan for a company they have
researched, and to base their mission statement on quality, safety or training. The
candidate is required to demonstrate their ability to develop and implement an
operational plan.
BSB51107 Diploma of Management Section 4 – Practical Tasks and Observation Recording Sheets
Page 57 of 206 © Department of Training and Workforce Development Version 1, March 2010
Cluster 3 – Managing and improving customer service
The candidate is to complete the following practical tasks to demonstrate their
competence in these units. These may be used to support documentary evidence and
interview comments, or to cover gaps identified through the process.
Task 7 – Manage quality customer service
The candidate is to read and analyse the case study provided then respond in writing as
required by the questions for this task. The candidate is to demonstrate knowledge of
customer service delivery including solving complex customer service and system
problems that lead to poor customer service. The candidate may use the context of their
work environment, transferring their theoretical knowledge to create a solution.
Task 8 – Facilitate continuous improvement
The candidate is to read and analyse the case study provided for Cluster 3 Task 7 and
then respond as required by the questions for this task. The candidate is to demonstrate
knowledge of continuous improvement models and methods for mentoring performance
and customer service. The candidate may use the context of their work environment,
transferring their theoretical knowledge to create a solution.
Cluster 4 – Project and risk management
The candidate is to complete the following practical tasks to demonstrate their
competence in these units. These may be used to support documentary evidence and
interview comments, or to cover gaps identified through the process.
Task 9 – Manage projects
The candidate is to develop a written project plan for a company they have researched or
worked for, demonstrating their ability to develop, monitor and evaluate a project plan.
Task 10 – Manage risks
The candidate is to read and analyse the case study provided then respond in writing as
required by the questions for this task. The candidate is required to demonstrate their
ability to develop a risk management plan including an evaluation of the plan. The
candidate may use the context of their work environment, transferring their theoretical
knowledge to create a solution.
BSB51107 Diploma of Management Section 4 – Practical Tasks and Observation Recording Sheets
© Department of Training and Workforce Development Page 58 of 206 Version 1, March 2010
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Page 59 of 206 © Department of Training and Workforce Development Version 1, March 2010
Cluster 1 – Managing people
Task 1 – Performance management case study
Instructions for the candidate
Outline of task
For this task you are to read the case study on the following page then create a written
response, answering the questions underneath. These are to be researched and answered
using own work knowledge and context to help you.
If you use your own organisational policies and procedures, you will need to provide these to
your Assessor with your work.
You will be assessed on your ability to:
apply techniques to provide feedback and coaching for improvement in performance
apply relevant awards and certified agreements
document performance indicators and a critical description and analysis of performance
management systems from the workplace
use communication skills to articulate expected standards of performance, to provide
effective feedback and to coach staff who need development
use risk management skills to analyse, identify and develop mitigation strategies for
identified risks
use planning and organisation skills to ensure a planned and objective approach to the
performance management system.
BSB51107 Diploma of Management Section 4 – Practical Tasks and Observation Recording Sheets
© Department of Training and Workforce Development Page 60 of 206 Version 1, March 2010
Cluster 1 – Managing people
Task 1 – Performance management case study
Case study 1
Phil is the manager of a medium-sized team working in the firm Bocker & Bocker
(B&B), a fabrication and manufacturing company with a range of national and
international suppliers. Recently, B&B won a large contract to supply some fabricated
steel parts to a high profile client. The contract has quite a tight deadline and is based
on the use of equipment that is different from that used previously. Therefore, it
requires the team to adopt a different process from the one they have been using in the
past. Despite this, the company’s expectation is that the team’s performance,
production and outputs will be right on target and schedule, if B&B meet the contract
requirements and do not suffer a loss.
All members of the team are full-time employees, paid an hourly award rate with a
maximum of two hours overtime allowed per day. The team has been running for over
8 months with no personnel changes. The team works a six-week schedule, averaging
hours of work from 7.30 am till 4.30 pm. They participate in monthly Toolbox meetings
which are held by their frontline manager, Larry, and which Phil also participates in,
when he has time. The whole team was provided with a one-day Microsoft®
PowerPoint® training course on the new equipment for the contract, which was
followed up by a written multiple choice assessment to validate their learning. The
accuracy rate of the validation test was 62 per cent. Phil and Larry did not take part in
the training and are, therefore, somewhat behind on the new system as well. This is a
fact which was jokingly pointed out by the team at a recent Toolbox meeting.
Larry has raised concerns with Phil that the performance of one of the team members,
Andy, has been dropping off since they started work for the contract. Larry has taken
preliminary action by having an informal talk with Andy to try and identify the reasons
for his drop in performance and, although Andy states that there is no particular reason
and that he thinks his performance is fine, Larry sent a memo to Phil last week stating
that Andy’s output was at 93% against his agreed Key Performance Indicators and by
all indications would probably have slipped to 87% by the next report.
Larry’s recommendation to Phil is that Andy’s hours be cut back and he be replaced
with the new casual, who has been working at an excellent level and could certainly
assist the team in meeting the new targets.
BSB51107 Diploma of Management Section 4 – Practical Tasks and Observation Recording Sheets
Page 61 of 206 © Department of Training and Workforce Development Version 1, March 2010
Questions
Answer using the case study and your own workplace context to supplement the case study
and assist in maintaining relevance to your work role.
1. Referring to your company’s and/or relevant legislative guidelines, explain what Phil’s
immediate advice to Larry should be.
2. What are some possible reasons for Andy’s decline in performance? Justify your
comments.
3. What actions would you recommend Phil take to identify and improve Andy’s
performance?
Lay these out sequentially in a work plan and justify these actions against the
organisation’s requirements.
4. If Andy’s performance is still lacking after the actions recommended in Question 3, what
action would you recommend Phil take?
What should he do with the team members who are performing exceptionally well?
What risks are there?
5. Where else might Phil go to seek assistance if he were in doubt?
6. What legislation and awards would govern Phil in making his decisions?
7. If Phil were to be a positive role model, what personal actions should he have taken and
by when?
8. Where should this documentation be stored?
BSB51107 Diploma of Management Section 4 – Practical Tasks and Observation Recording Sheets
© Department of Training and Workforce Development Page 62 of 206 Version 1, March 2010
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BSB51107 Diploma of Management Section 4 – Practical Tasks and Observation Recording Sheets
Page 63 of 206 © Department of Training and Workforce Development Version 1, March 2010
Demonstration/Observation Checklist Cluster 1 – Managing people
Task 1 – Performance management case study
Candidate’s name
Assessor’s name
Supervisor’s name (if applicable)
Work activity The candidate is to read the case study provided then create a written response, answering the questions underneath. These are to be researched and answered using the candidate’s own work knowledge and context to help them.
Cluster 1 – Core unit of competency
BSBMGT502B Manage people performance
Assessment location
Date of demonstration Time
Instructions for the Assessor
The candidate is to complete this assessment task independently.
The answers must be provided in writing, demonstrating research.
Where possible, the candidate is encouraged to contextualise their answer to their work environment to support their statements/comments.
Resources required for this task
access to all appropriate documentation and resources normally found in a workplace, such as the following Acts – Industrial Relations, Equal Opportunities, Anti Discrimination
access to organisational policies and procedures – candidate may have these in the workplace or candidate to be provided with a generic copy
access to internet to research relevant publications and information
BS
B51
107
Dip
lom
a o
f M
anag
emen
t S
ecti
on
4 –
Pra
ctic
al T
asks
an
d O
bse
rvat
ion
Rec
ord
ing
Sh
eets
©
Dep
artm
ent o
f T
rain
ing
and
Wo
rkfo
rce
Dev
elop
men
t P
age
64 o
f 206
V
ersi
on 1
, Mar
ch 2
010
Dem
on
stra
tio
n/O
bse
rvat
ion
Ch
eckl
ist
Clu
ster
1 –
Man
agin
g p
eop
le
Tas
k 1
– P
erfo
rman
ce m
anag
emen
t ca
se s
tud
y
Can
did
ate’
s n
ame
Is
beh
avio
ur
ob
serv
ed?
D
uri
ng
th
e d
emo
nst
rati
on
or
ob
serv
atio
n o
f sk
ills,
did
th
e ca
nd
idat
e d
o t
he
follo
win
g?
Y
esN
o
Ass
esso
r’s
No
tes
Dem
onst
rate
aw
aren
ess
of, a
nd c
lear
ly a
rtic
ulat
e, th
e or
gani
satio
n’s
goal
s an
d ob
ject
ives
.
Fol
low
the
orga
nisa
tion’
s po
licie
s an
d pr
oced
ures
.
Ref
er to
a n
umbe
r of
diff
eren
t tec
hniq
ues
avai
labl
e to
coa
ch a
nd m
ento
r th
e em
ploy
ee.
Ado
pt a
com
mun
icat
ion
styl
e su
itabl
e fo
r m
ento
ring
a ju
nior
man
ager
.
Con
side
r th
e ne
ed to
red
uce
conf
lict a
nd te
am is
sues
in th
eir
answ
er.
Pro
vide
a r
ange
of d
evel
opm
ent o
ptio
ns fo
r bo
th th
emse
lves
and
the
empl
oyee
in th
e ca
se
stud
y.
Ref
er to
the
appr
opria
te le
gisl
atio
n an
d aw
ards
in m
akin
g re
com
men
datio
ns fo
r th
e em
ploy
ee’s
de
velo
pmen
t and
/or
dism
issa
l.
Pro
vide
for
reas
onab
le a
nd r
ealis
tic s
taff
deve
lopm
ent o
ptio
ns fo
r th
e em
ploy
ee in
thei
r an
swer
.
Con
side
r th
at th
e em
ploy
ee m
ight
be
havi
ng d
iffic
ulty
in a
chie
ving
his
KP
Is d
ue to
lear
ner
diffi
culti
es w
ith th
e ne
w s
yste
m.
Ref
er to
wor
k m
etho
ds a
nd p
ract
ices
that
are
rel
evan
t and
sui
tabl
e fo
r de
velo
ping
the
empl
oyee
.
Rec
omm
end
an a
ppro
ach
that
wou
ld le
ad to
trus
t of t
he te
am m
embe
rs.
Rec
omm
end
that
Phi
l und
erta
ke im
med
iate
trai
ning
in th
e ne
w p
roce
ss to
act
as
a ro
le m
odel
an
d to
kee
p up
-to-
date
with
org
anis
atio
nal r
equi
rem
ents
as
per
the
info
rmal
feed
back
.
Inco
rpor
ate
cons
ider
atio
n of
ris
ks a
ssoc
iate
d w
ith th
e de
velo
pmen
t pla
n fo
r A
ndy.
BS
B51
107
Dip
lom
a o
f M
anag
emen
t S
ecti
on
4 –
Pra
ctic
al T
asks
an
d O
bse
rvat
ion
Rec
ord
ing
Sh
eets
P
age
65 o
f 206
©
Dep
artm
ent o
f T
rain
ing
and
Wo
rkfo
rce
Dev
elop
men
t V
ersi
on 1
, Mar
ch 2
010
Dem
on
stra
tio
n/O
bse
rvat
ion
Ch
eckl
ist
Clu
ster
1 –
Man
agin
g p
eop
le
Tas
k 1
– P
erfo
rman
ce m
anag
emen
t ca
se s
tud
y
Can
did
ate’
s n
ame
Is
beh
avio
ur
ob
serv
ed?
D
uri
ng
th
e d
emo
nst
rati
on
or
ob
serv
atio
n o
f sk
ills,
did
th
e ca
nd
idat
e d
o t
he
follo
win
g?
Y
esN
o
Ass
esso
r’s
No
tes
Pro
vide
ave
nues
for
follo
w-u
p an
d fe
edba
ck in
the
deve
lopm
ent p
lan.
Rec
ord
and
stor
e th
e in
form
atio
n in
an
appr
opria
te m
anne
r.
Con
side
r ap
prop
riate
act
ions
for
prov
isio
ns o
f exc
elle
nce
in p
erfo
rman
ce.
Indi
cate
how
this
info
rmat
ion
wou
ld b
e co
mm
unic
ated
to r
elev
ant s
take
hold
ers.
Ass
esso
r’s g
ener
al c
omm
ents
/obs
erva
tions
: A
sses
sor’
s n
ame
Ass
esso
r’s
sig
nat
ure
Ou
tco
me
(Ple
ase
circ
le)
S
(Sat
isfa
ctor
y)
NY
S
(Not
Yet
Sat
isfa
ctor
y)
Can
did
ate’
s si
gn
atu
re
D
ate
BS
B51
107
Dip
lom
a o
f M
anag
emen
t S
ecti
on
4 –
Pra
ctic
al T
asks
an
d O
bse
rvat
ion
Rec
ord
ing
Sh
eets
©
Dep
artm
ent o
f T
rain
ing
and
Wo
rkfo
rce
Dev
elop
men
t P
age
66 o
f 206
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, Mar
ch 2
010
Pag
e in
tent
iona
lly b
lank
BSB51107 Diploma of Management Section 4 – Practical Tasks and Observation Recording Sheets
Page 67 of 206 © Department of Training and Workforce Development Version 1, March 2010
Cluster 1 – Managing people
Task 2 – Group dynamics role-play
Instructions for the candidate
Outline of task
For this task you are to respond to the role-play using your communication skills and your
knowledge of group dynamics and conflict resolution. You will participate in this exercise with
two other people. Once you have completed the role-play, you will need to explain to your
Assessor what theory and processes were underpinning your actions.
You will be assessed on your ability to:
apply group behaviour theory
apply a range of techniques that can be used to build work teams, strengthen
communications in the team and resolve conflict
apply methods of engaging with stakeholders and obtaining advice from outside the work
team to ensure team is focused and on track
use training skills to mentor and coach team members
use communication skills to explain team goals, to address team conflict and to build an
environment of trust
use planning and organisational skills to keep team on track and focused on work
outcomes.
BSB51107 Diploma of Management Section 4 – Practical Tasks and Observation Recording Sheets
© Department of Training and Workforce Development Page 68 of 206 Version 1, March 2010
Cluster 1 – Managing people
Task 2 – Group dynamics role-play
Role-play
You (the candidate)
Supervisor
You have noticed that Simone is being stirred by the boys – you’ve even been a bit
entertained by some of their wit.
Just lately you have noticed that Simone’s attitude has been sliding, as is her
productivity.
You have wondered if the cause could be the stirring being made about her gender but,
hey, it’s Australian culture, it’s a great team, and you don’t really want to have to speak to
the blokes about it.
You also struggle to find the time to deal with these issues – you tend to prefer to let
them sort themselves out as you are busy enough with work at the moment, let alone
these ‘fluffy’ problems.
Participant 1
Simone (complainant)
You have been working in a predominantly male environment and have been
consistently the brunt of gender remarks from the guys. You have tolerated the remarks
with reasonably good humour.
Over time, though, you’ve become tired of the consistent comments, and they have
actually been making your job less enjoyable.
You’ve decided to approach your supervisor, because you realise you have had enough.
BSB51107 Diploma of Management Section 4 – Practical Tasks and Observation Recording Sheets
Page 69 of 206 © Department of Training and Workforce Development Version 1, March 2010
Participant 2
Pete (one of the ‘boys’)
You are representing the remainder of the team. You are used to working in a
predominantly male environment and are slightly resentful of the inclusion of females in
your industry. Nevertheless, you feel that you and the boys have made a good effort at
including Simone, and have even gone so far as to include her in your ‘blokey’ jokes.
You have noticed that Simone hasn’t been laughing as much at them lately, but think it
might be some issues she is having elsewhere, so you are trying to help her out by
pretending there is nothing wrong and proceeding as usual.
You are a little bit defensive because Simone has gone to the supervisor about
something and you are not sure what, but believe that it could be a bad thing for you and
the rest of the team.
Role-play instructions
You are to participate in the role-play as the supervisor. You are to use your communication
skills and your knowledge of group dynamics and conflict resolution to resolve the issues in this
scenario.
Once you have completed the role-play you will need to explain to your Assessor what theory
and processes underpinned your actions.
BSB51107 Diploma of Management Section 4 – Practical Tasks and Observation Recording Sheets
© Department of Training and Workforce Development Page 70 of 206 Version 1, March 2010
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BSB51107 Diploma of Management Section 4 – Practical Tasks and Observation Recording Sheets
Page 71 of 206 © Department of Training and Workforce Development Version 1, March 2010
Demonstration/Observation Checklist Cluster 1 – Managing people
Task 2 – Group dynamics role-play
Candidate’s name
Assessor’s name
Supervisor’s name (if applicable)
Work activity Role-play demonstrating communication skills and ability to resolve conflict and manage teams
Cluster 1 – Core unit of competency
BSBWOR502A Ensure team effectiveness
Assessment location
Date of demonstration Time
Instructions for the Assessor
The candidate is to be given time to read and digest their aspect of the role-play before commencing.
They are encouraged to ask any questions and clarify their part before it commences so that they have maximum ownership of the role.
They may even wish to take some notes.
The candidate is to be given maximum flexibility in how they want to proceed with the role-play as this is a part of how they will demonstrate group behaviour knowledge and conflict management strategies.
The other two participants in the role-play are to be willing and well briefed on their parts in order to make the process as realistic as possible – some creative licence is allowed.
Resources required for this task
male and female role-play participant
access to environment where role-play can be enacted with no interruption
access to appropriate documentation and resources normally found in a workplace
BS
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asks
an
d O
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rvat
ion
Rec
ord
ing
Sh
eets
©
Dep
artm
ent o
f T
rain
ing
and
Wo
rkfo
rce
Dev
elop
men
t P
age
72 o
f 206
V
ersi
on 1
, Mar
ch 2
010
Dem
on
stra
tio
n/O
bse
rvat
ion
Ch
eckl
ist
Clu
ster
1 –
Man
agin
g p
eop
le
Tas
k 2
– G
rou
p d
ynam
ics
role
-pla
y
Can
did
ate’
s n
ame
Is
beh
avio
ur
ob
serv
ed?
D
uri
ng
th
e d
emo
nst
rati
on
or
ob
serv
atio
n o
f sk
ills,
did
th
e ca
nd
idat
e d
o t
he
follo
win
g?
Y
esN
o
Ass
esso
r’s
No
tes
Dem
onst
rate
act
ive
liste
ning
ski
lls to
est
ablis
h al
l sid
es o
f the
sto
ry.
Use
ref
lect
ive
ques
tioni
ng to
cla
rify
any
poin
ts o
f unc
erta
inty
.
Eng
age
the
part
icip
ants
, usi
ng a
ppro
pria
te to
ne a
nd v
erba
l and
non
-ver
bal c
omm
unic
atio
n cu
es.
Dem
onst
rate
em
path
y fo
r al
l mem
bers
of t
he te
am.
Link
team
issu
es to
org
anis
atio
nal g
oals
and
exp
ecte
d st
anda
rds
of p
erfo
rman
ce a
s pe
r le
gal
requ
irem
ents
(in
clud
ing
Equ
al O
ppor
tuni
ty a
nd A
nti-D
iscr
imin
atio
n re
quire
men
ts).
Use
neg
otia
tion
to a
ssis
t in
reso
lvin
g th
e co
nflic
t.
Invo
lve
team
mem
bers
in s
olvi
ng th
e si
tuat
ion
in th
e gr
oup.
Enc
oura
ge te
am m
embe
rs to
con
side
r th
e or
gani
satio
nal r
equi
rem
ents
and
met
hods
for
them
to
take
ow
ners
hip
of th
e is
sue.
Exp
lain
to th
e A
sses
sor
wha
t sta
ge th
e gr
oup
was
in.
(Can
dida
te to
ref
er to
the
stag
e of
gro
up d
evel
opm
ent s
uch
as T
uckm
an’s
For
min
g, S
torm
ing,
N
orm
ing,
Per
form
ing
mod
el.)
Exp
lain
to th
e A
sses
sor
how
the
stat
e of
the
grou
p co
uld
impa
ct o
n th
e ab
ility
of
the
grou
p to
co
pe w
ith th
e is
sues
at h
and.
Exp
lain
to th
e A
sses
sor
how
the
issu
es w
ould
be
com
mun
icat
ed to
the
rele
vant
sta
keho
lder
s be
fore
, dur
ing
and
afte
r th
e pr
oces
s.
BS
B51
107
Dip
lom
a o
f M
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al T
asks
an
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bse
rvat
ion
Rec
ord
ing
Sh
eets
P
age
73 o
f 206
©
Dep
artm
ent o
f T
rain
ing
and
Wo
rkfo
rce
Dev
elop
men
t V
ersi
on 1
, Mar
ch 2
010
Dem
on
stra
tio
n/O
bse
rvat
ion
Ch
eckl
ist
Clu
ster
1 –
Man
agin
g p
eop
le
Tas
k 2
– G
rou
p d
ynam
ics
role
-pla
y
Can
did
ate’
s n
ame
Is
beh
avio
ur
ob
serv
ed?
D
uri
ng
th
e d
emo
nst
rati
on
or
ob
serv
atio
n o
f sk
ills,
did
th
e ca
nd
idat
e d
o t
he
follo
win
g?
Y
esN
o
Ass
esso
r’s
No
tes
Exp
lain
wha
t ext
erna
l sou
rces
of s
uppo
rt w
ere
avai
labl
e to
ass
ist t
he te
am if
the
issu
e w
as n
ot
reso
lved
by
the
team
’s d
iscu
ssio
ns a
nd a
ctio
ns.
Use
trai
ning
ski
lls to
men
tor
and
coac
h te
am m
embe
rs.
Use
com
mun
icat
ion
skill
s to
exp
lain
team
goa
ls, t
o ad
dres
s te
am c
onfli
ct a
nd to
bui
ld a
n en
viro
nmen
t of t
rust
.
Use
pla
nnin
g an
d or
gani
satio
nal s
kills
to k
eep
team
on
trac
k an
d fo
cuse
d on
wor
k ou
tcom
es.
Ass
esso
r’s g
ener
al c
omm
ents
/obs
erva
tions
:
Ass
esso
r’s
nam
e
Ass
esso
r’s
sig
nat
ure
Ou
tco
me
(Ple
ase
circ
le)
S
(Sat
isfa
ctor
y)
NY
S
(Not
Yet
Sat
isfa
ctor
y)
Can
did
ate’
s si
gn
atu
re
D
ate
BS
B51
107
Dip
lom
a o
f M
anag
emen
t S
ecti
on
4 –
Pra
ctic
al T
asks
an
d O
bse
rvat
ion
Rec
ord
ing
Sh
eets
©
Dep
artm
ent o
f T
rain
ing
and
Wo
rkfo
rce
Dev
elop
men
t P
age
74 o
f 206
V
ersi
on 1
, Mar
ch 2
010
Pag
e in
tent
iona
lly b
lank
BSB51107 Diploma of Management Section 4 – Practical Tasks and Observation Recording Sheets
Page 75 of 206 © Department of Training and Workforce Development Version 1, March 2010
Cluster 1 – Managing people
Task 3 – Personal management
Instructions for the candidate
Outline of task
For this task you are to provide written answers to a series of personal management activities,
demonstrating your ability to identify your own learning and professional/personal
developmental needs and then use this information to set and develop an action plan to meet
these needs.
You will be assessed on your ability to:
apply systems and processes (electronic and paper-based) used to organise and prioritise
tasks which show how work is managed
develop a personal development plan with career objectives and an action plan
apply relevant legislation
use communication skills to receive, analyse and report on feedback
use literacy skills to interpret written and verbal information about workplace requirements
use organisational skills to set and achieve priorities.
BSB51107 Diploma of Management Section 4 – Practical Tasks and Observation Recording Sheets
© Department of Training and Workforce Development Page 76 of 206 Version 1, March 2010
Cluster 1 – Managing people
Task 3 – Personal management
Activities
Work through the following activities and provide your answers to your Assessor as evidence of
your skills in these areas.
1. Referring to your current job description, or the description of a position that you are
aspiring towards, evaluate the competencies for the job.
2. Create a feedback form to evaluate your ability against these criteria and using at least
three personnel from different levels of your professional networks, gather some feedback
on your ability in these areas.
3. Using your own evaluation and the provided feedback, create a personal development
plan that will assist you in achieving the learning needed for this position. This needs to be
done electronically.
4. Ensure that you consider any risks to the success of this plan, including accommodating
your own learning style.
5. Justify how this plan will fit in with your other (current) work and personal priorities.
6. Explain what networks you could use or participate in to develop your competence in
these areas as well.
BSB51107 Diploma of Management Section 4 – Practical Tasks and Observation Recording Sheets
Page 77 of 206 © Department of Training and Workforce Development Version 1, March 2010
Demonstration/Observation Checklist Cluster 1 – Managing people
Task 3 – Personal management
Candidate’s name
Assessor’s name
Supervisor’s name (if applicable)
Work activity Written task demonstrating ability to use feedback and self-analysis to develop a personal development plan
Cluster 1 – Core unit of competency
BSBWOR501A Manage personal work priorities and professional development
Assessment location
Date of demonstration Time
Instructions for the Assessor
This task is designed to rectify a gap in ability to provide documentary evidence.
It is preferable that the candidate complete this task in the context of their own work environment or future work environment as it is a forward looking concept – it should not be completed retrospectively.
Resources required for this task
access to current or intended workplace
access to computer
access to professional network of peers
access to appropriate documentation and resources normally used in the workplace
BS
B51
107
Dip
lom
a o
f M
anag
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t S
ecti
on
4 –
Pra
ctic
al T
asks
an
d O
bse
rvat
ion
Rec
ord
ing
Sh
eets
©
Dep
artm
ent o
f T
rain
ing
and
Wo
rkfo
rce
Dev
elop
men
t P
age
78 o
f 206
V
ersi
on 1
, Mar
ch 2
010
Dem
on
stra
tio
n/O
bse
rvat
ion
Ch
eckl
ist
Clu
ster
1 –
Man
agin
g p
eop
le
Tas
k 3
– P
erso
nal
man
agem
ent
Can
did
ate’
s n
ame
Is
beh
avio
ur
ob
serv
ed?
D
uri
ng
th
e d
emo
nst
rati
on
or
ob
serv
atio
n o
f sk
ills,
did
th
e ca
nd
idat
e d
o t
he
follo
win
g?
Y
esN
o
Ass
esso
r’s
No
tes
Cre
ate
a pe
rson
al d
evel
opm
ent p
lan
inco
rpor
atin
g th
eir
care
er o
bjec
tives
and
an
actio
n pl
an to
ac
hiev
e th
is.
Con
side
r ris
ks to
the
succ
ess
of th
e pl
an a
nd in
dica
te m
easu
res
to o
verc
ome
thes
e.
Prio
ritis
e w
ork,
per
sona
l and
lear
ning
nee
ds to
cre
ate
a ba
lanc
ed p
lan.
Use
tech
nolo
gy a
ppro
pria
tely
to c
reat
e th
e pl
an.
Acc
urat
ely
anal
yse
com
pete
ncy
stat
us a
nd u
se fe
edba
ck to
sup
port
this
ana
lysi
s.
Use
met
hods
app
ropr
iate
to th
eir
iden
tifie
d le
arni
ng s
tyle
to u
nder
take
thei
r ow
n de
velo
pmen
t.
Iden
tify
appr
opria
te n
etw
orks
to a
ssis
t in
thei
r de
velo
pmen
t.
Iden
tify
whi
ch s
kills
wer
e ne
eded
to k
eep
them
at a
com
petit
ive
leve
l.
App
ly r
elev
ant l
egis
latio
n w
hen
com
plet
ing
this
task
.
Use
com
mun
icat
ion
skill
s to
rec
eive
, ana
lyse
and
rep
ort o
n fe
edba
ck.
Use
lite
racy
ski
lls to
inte
rpre
t writ
ten
and
verb
al in
form
atio
n ab
out w
orkp
lace
req
uire
men
ts.
Use
org
anis
atio
nal s
kills
to s
et a
nd a
chie
ve p
riorit
ies.
BS
B51
107
Dip
lom
a o
f M
anag
emen
t S
ecti
on
4 –
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ctic
al T
asks
an
d O
bse
rvat
ion
Rec
ord
ing
Sh
eets
P
age
79 o
f 206
©
Dep
artm
ent o
f T
rain
ing
and
Wo
rkfo
rce
Dev
elop
men
t V
ersi
on 1
, Mar
ch 2
010
Dem
on
stra
tio
n/O
bse
rvat
ion
Ch
eckl
ist
Clu
ster
1 –
Man
agin
g p
eop
le
Tas
k 3
– P
erso
nal
man
agem
ent
Can
did
ate’
s n
ame
A
sses
sor’s
gen
eral
com
men
ts/o
bser
vatio
ns:
Ass
esso
r’s
nam
e
Ass
esso
r’s
sig
nat
ure
Ou
tco
me
(Ple
ase
circ
le)
S
(Sat
isfa
ctor
y)
NY
S
(Not
Yet
Sat
isfa
ctor
y)
Can
did
ate’
s si
gn
atu
re
D
ate
BS
B51
107
Dip
lom
a o
f M
anag
emen
t S
ecti
on
4 –
Pra
ctic
al T
asks
an
d O
bse
rvat
ion
Rec
ord
ing
Sh
eets
©
Dep
artm
ent o
f T
rain
ing
and
Wo
rkfo
rce
Dev
elop
men
t P
age
80 o
f 206
V
ersi
on 1
, Mar
ch 2
010
Pag
e in
tent
iona
lly b
lank
BSB51107 Diploma of Management Section 4 – Practical Tasks and Observation Recording Sheets
Page 81 of 206 © Department of Training and Workforce Development Version 1, March 2010
Cluster 2 – Organisational management
Task 4 – Manage budgets and financial plan
Instructions for the candidate
Outline of task
For this task you are to answer questions referring to your own organisation’s financial
management policy and procedures. You are also to access three consecutive profit and loss
statements, a balance sheet and a budget from your own organisation, or from an organisation
you have researched, and to demonstrate basic accounting ability and to provide graphic
representations and interpretations of the data using financial management software.
You will be assessed on your ability to:
apply financial skills required to work with and interpret budgets, ageing summaries, cash
flow, petty cash, GST, and profit and loss statements
apply numeracy skills to read and understand a budget and to update a budget
apply technology skills to use software associated with financial record keeping
apply, review and evaluate financial management policies and processes used in your
organisation.
BSB51107 Diploma of Management Section 4 – Practical Tasks and Observation Recording Sheets
© Department of Training and Workforce Development Page 82 of 206 Version 1, March 2010
Cluster 2 – Organisational management
Task 4 – Manage budgets and financial plan
Questions
Answer these questions using your own workplace context or you may choose to base your
answers on an alternative organisation you have researched.
1. What is your organisation’s policy and procedures regarding the following?
a) petty cash
b) the use of corporate credit cards
c) employee reimbursement for work-related expenses
2. What is an ‘ageing summary’?
3. Explain the term GST and give a numeric example of how it applies to products.
4. Briefly describe the record keeping requirements for the following purposes:
a) the ATO
b) auditing.
5. Access three (3) consecutive profit and loss statements from your organisation. Using
your profit and loss statements, calculate the following for each year and create graphic
representations of your results using financial management software.
a) gross profit as a percentage
b) operating expenses as a percentage
c) net sales gross
6. Access a balance sheet from your organisation. Using your financial documents, calculate
the following:
a) accounts payable days on hand
b) accounts receivable days on hand
c) current ratio.
7. Access a budget from your organisation and answer the following questions.
a) Provide a budget report indicating expenditure and income.
b) You have received approval to increase your budget expenditure for marketing by
10% but to reduce your expenditure on office consumables by 2% for the next
financial year. Adjust your budget accordingly.
BSB51107 Diploma of Management Section 4 – Practical Tasks and Observation Recording Sheets
Page 83 of 206 © Department of Training and Workforce Development Version 1, March 2010
c) Your new budget is now ready to go, but you are concerned that the marketing will
be slashed by 4% once the Reserve Bank has met in the next month. Create a
contingency plan for that budget, demonstrating how you will still achieve your
outcomes within the reduced figures.
d) Consult with your team and manager/board to gain approval for the contingency
plan. Record the outcomes of your consultation and make any changes necessary.
Submit this with your evidence.
8. When implementing financial management approaches in your work team:
a) how and to whom do you disseminate details of agreed budget/financial plans?
b) give examples of the support you provide to team members to ensure they can
competently perform their required roles associated with financial management.
c) how do you determine and access resources and systems to manage financial
management processes within your work team?
9. Do you consider that your work team/organisation’s financial management processes are
effective? Consider and refer to the following when justifying your answer.
a) Provide copies of data and information you have collected and collated for analysis
and budget preparation.
b) What improvements would you recommend to existing processes?
c) How would you implement and monitor your suggested improvements?
BSB51107 Diploma of Management Section 4 – Practical Tasks and Observation Recording Sheets
© Department of Training and Workforce Development Page 84 of 206 Version 1, March 2010
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BSB51107 Diploma of Management Section 4 – Practical Tasks and Observation Recording Sheets
Page 85 of 206 © Department of Training and Workforce Development Version 1, March 2010
Demonstration/Observation Checklist Cluster 2 – Organisational management
Task 4 – Manage budgets and financial plan
Candidate’s name
Assessor’s name
Supervisor’s name (if applicable)
Work activity The candidate is to provide written answers to a range of questions regarding financial management processes. The candidate is also required to access three consecutive profit and loss statements, a balance sheet and a budget from their organisation, or from an organisation they have researched, and to demonstrate basic accounting ability and to prepare graphical representation of data using financial management software.
Cluster 2 – Elective unit of competency
BSBFIM501A Manage budgets and financial plans
Assessment location
Date of demonstration Time
Instructions for the Assessor
The candidate is to complete this assessment task independently.
The answers must be provided in writing.
Where possible, the candidate is encouraged to contextualise this answer to their work environment to support their statements/comments.
Resources required for this task
access to three profit and loss statements, a balance sheet and a budget from the candidate’s organisation, or from an organisation the candidate has researched
access to a financial management software
access to all appropriate documentation and resources normally found in a workplace, such as the following Acts: Industrial Relations, Equal Opportunities, Anti Discrimination
access to organisational policies and procedures (candidate may have these in the workplace, or candidate to be provided with a generic copy)
access to internet to research relevant publications and information
BS
B51
107
Dip
lom
a o
f M
anag
emen
t S
ecti
on
4 –
Pra
ctic
al T
asks
an
d O
bse
rvat
ion
Rec
ord
ing
Sh
eets
©
Dep
artm
ent o
f T
rain
ing
and
Wo
rkfo
rce
Dev
elop
men
t P
age
86 o
f 206
V
ersi
on 1
, Mar
ch 2
010
Dem
on
stra
tio
n/O
bse
rvat
ion
Ch
eckl
ist
Clu
ster
2 –
Org
anis
atio
nal
man
agem
ent
Tas
k 4
– M
anag
e b
ud
get
s an
d f
inan
cial
pla
n
Can
did
ate’
s n
ame
Is
beh
avio
ur
ob
serv
ed?
D
uri
ng
th
e d
emo
nst
rati
on
or
ob
serv
atio
n o
f sk
ills,
did
th
e ca
nd
idat
e d
o t
he
follo
win
g?
Y
esN
o
Ass
esso
r’s
No
tes
Fol
low
the
orga
nisa
tion’
s po
licie
s an
d pr
oced
ures
in r
egar
ds to
pet
ty c
ash,
cor
pora
te c
redi
t ca
rds
and
empl
oyee
rei
mbu
rsem
ent f
or w
ork-
rela
ted
expe
nses
.
Pro
vide
an
expl
anat
ion
of a
n ‘a
gein
g su
mm
ary’
.
Exp
lain
wha
t GS
T is
and
pro
vide
a n
umer
ic e
xam
ple
of h
ow it
app
lies
to g
oods
and
ser
vice
s.
Exp
lain
rec
ord
keep
ing
requ
irem
ents
for
the
AT
O a
nd fo
r au
ditin
g pu
rpos
es.
Acc
ess
and
inte
rpre
t pro
fit/lo
ss s
tate
men
ts a
nd b
alan
ce s
heet
s.
Dem
onst
rate
bas
ic a
ccou
ntin
g ab
ility
.
Use
num
erac
y sk
ills
to r
ead,
und
erst
and
and
upda
te a
bud
get.
Use
app
ropr
iate
tech
nolo
gy to
use
sof
twar
e as
soci
ated
with
fina
ncia
l rec
ord
keep
ing.
Iden
tify
rele
vant
per
sonn
el w
ithin
the
orga
nisa
tion
who
they
wou
ld c
onsu
lt re
gard
ing
clar
ifica
tion
and/
or c
hang
es to
bud
get/f
inan
cial
pla
ns.
Dem
onst
rate
the
abili
ty to
pre
pare
a c
ontin
genc
y pl
an th
at a
ccur
atel
y re
flect
ed o
rgan
isat
iona
l re
quire
men
ts.
Des
crib
e ho
w fi
nanc
ial m
anag
emen
t pla
ns a
re im
plem
ente
d w
ithin
thei
r te
am, i
nclu
ding
: •
how
and
to w
hom
rel
evan
t de
tails
are
dis
sem
inat
ed
• ex
amp
les
of s
upp
ort p
rovi
ded
to
team
mem
ber
s
• ho
w r
esou
rces
and
sys
tem
s ar
e de
term
ine
d a
nd a
cces
sed.
BS
B51
107
Dip
lom
a o
f M
anag
emen
t S
ecti
on
4 –
Pra
ctic
al T
asks
an
d O
bse
rvat
ion
Rec
ord
ing
Sh
eets
P
age
87 o
f 206
©
Dep
artm
ent o
f T
rain
ing
and
Wo
rkfo
rce
Dev
elop
men
t V
ersi
on 1
, Mar
ch 2
010
Dem
on
stra
tio
n/O
bse
rvat
ion
Ch
eckl
ist
Clu
ster
2 –
Org
anis
atio
nal
man
agem
ent
Tas
k 4
– M
anag
e b
ud
get
s an
d f
inan
cial
pla
n
Can
did
ate’
s n
ame
Is
beh
avio
ur
ob
serv
ed?
D
uri
ng
th
e d
emo
nst
rati
on
or
ob
serv
atio
n o
f sk
ills,
did
th
e ca
nd
idat
e d
o t
he
follo
win
g?
Y
esN
o
Ass
esso
r’s
No
tes
Pro
vide
a r
evie
w a
nd e
valu
atio
n of
the
effe
ctiv
enes
s of
thei
r ow
n w
ork
team
/org
anis
atio
n’s
finan
cial
man
agem
ent p
roce
sses
, inc
ludi
ng:
• pr
ovid
e co
pie
s of
rel
eva
nt d
ata
and
info
rmat
ion
for
ana
lysi
s
• id
ent
ify, d
ocum
ent a
nd r
ecom
men
d im
prov
em
ents
to e
xist
ing
proc
esse
s
• su
gges
t im
ple
men
tatio
n an
d m
onito
ring
arr
ang
emen
ts fo
r re
com
me
ndat
ions
.
Ass
esso
r’s g
ener
al c
omm
ents
/obs
erva
tions
: A
sses
sor’
s n
ame
Ass
esso
r’s
sig
nat
ure
Ou
tco
me
(Ple
ase
circ
le)
S
(Sat
isfa
ctor
y)
NY
S
(Not
Yet
Sat
isfa
ctor
y)
Can
did
ate’
s si
gn
atu
re
D
ate
BS
B51
107
Dip
lom
a o
f M
anag
emen
t S
ecti
on
4 –
Pra
ctic
al T
asks
an
d O
bse
rvat
ion
Rec
ord
ing
Sh
eets
©
Dep
artm
ent o
f T
rain
ing
and
Wo
rkfo
rce
Dev
elop
men
t P
age
88 o
f 206
V
ersi
on 1
, Mar
ch 2
010
Pag
e in
tent
iona
lly b
lank
BSB51107 Diploma of Management Section 4 – Practical Tasks and Observation Recording Sheets
Page 89 of 206 © Department of Training and Workforce Development Version 1, March 2010
Cluster 2 – Organisational management
Task 5 – Ensure a safe workplace
Instructions for the candidate
Outline of task
For this task you are required to read the case study on the following page then create a written
response, answering the questions underneath. These are to be researched and answered
using own work knowledge and context to help you.
You will be assessed on your ability to:
apply detailed knowledge of all relevant OHS legislative frameworks
establish and maintain arrangements for managing OHS within the organisation’s
business systems and practices
identify intervention points for expert OHS advice
apply principles and practices of effective OHS management in a small, medium or large
business
use analytical skills to analyse relevant workplace data in order to identify hazards, and to
assess and control risks
use communication skills to consult with staff and to promote a safe workplace
use problem-solving skills to deal with complex and non-routine difficulties
use technology skills to store and retrieve relevant workplace data.
BSB51107 Diploma of Management Section 4 – Practical Tasks and Observation Recording Sheets
© Department of Training and Workforce Development Page 90 of 206 Version 1, March 2010
Cluster 2 – Organisational management
Task 5 – Ensure a safe workplace
Case study 2
John is the Workshop Safety Manager of a civil workshop within a large manufacturing
company. He is responsible for approximately 15 employees and reports to/assists the
HR department with the implementation of OHS procedures and changes of policies
and procedures.
He has been asked to relieve the HR Manager (Geoff) while he is on long service leave
and needs to appoint an Acting Safety Manager for his own position for this period of
time.
John has decided that Cameron (his leading hand) would be the best person for this
role. Cameron has been with the department for five years and John has relied on him
for monitoring the standards and procedures of OHS within the small group.
While John is relieving the HR Manager, he will have six other Safety Managers
reporting to him from different departments within the organisation (Administration,
Production, Mechanical, Electrical, Technical and Logistics).
Geoff is turning 60 this year and John knows that the long service leave he is taking will
help him to decide whether he is ready for retirement. John is hoping that, should this
occur, he may be selected to replace Geoff. He is determined to impress his peers
while he is in the role of HR Manager.
Questions
Answer the following questions using the case study and your own workplace context to
supplement the case study and assist in maintaining relevance to your work role.
1. What relevant knowledge should John pass on to Cameron regarding OHS legislative
frameworks while he is Acting Safety Manager?
2. What documentation would John need to study to ensure that his role would be adequate
on a large scale within the organisation? Where would he find it?
3. What would be the expectations of John regarding expert OHS advice?
4. What advice would John pass on to Cameron regarding principles and practices of
effective OHS management?
BSB51107 Diploma of Management Section 4 – Practical Tasks and Observation Recording Sheets
Page 91 of 206 © Department of Training and Workforce Development Version 1, March 2010
5. In his higher role, what information would John expect to receive from the other Safety
Managers? How would he best go about receiving this?
6. During the three months an incident occurs in the civil workshop. Cameron is not sure
how to handle it, as it is out of his scope. Where should he go for help? What advice
should John give him about dealing with the incident?
BSB51107 Diploma of Management Section 4 – Practical Tasks and Observation Recording Sheets
© Department of Training and Workforce Development Page 92 of 206 Version 1, March 2010
Page intentionally blank
BSB51107 Diploma of Management Section 4 – Practical Tasks and Observation Recording Sheets
Page 93 of 206 © Department of Training and Workforce Development Version 1, March 2010
Demonstration/Observation Checklist Cluster 2 – Organisational management
Task 5 – Ensure a safe workplace
Candidate’s name
Assessor’s name
Supervisor’s name (if applicable)
Work activity The candidate is to read the case study provided then create a written response, answering the questions underneath. These are to be researched and answered using the candidate’s own work knowledge and context.
Cluster 2 – Core unit of competency
BSBOHS509A Ensure a safe workplace
Assessment location
Date of demonstration Time
Instructions for the Assessor
The candidate is to complete this assessment task independently.
The answers must be provided in writing, demonstrating conduct of research.
Where possible, the candidate is encouraged to contextualise this answer to their work environment to support their statements/comments.
Resources required for this task
case study
access to appropriate documentation and resources normally used in the workplace
BS
B51
107
Dip
lom
a o
f M
anag
emen
t S
ecti
on
4 –
Pra
ctic
al T
asks
an
d O
bse
rvat
ion
Rec
ord
ing
Sh
eets
©
Dep
artm
ent o
f T
rain
ing
and
Wo
rkfo
rce
Dev
elop
men
t P
age
94 o
f 206
V
ersi
on 1
, Mar
ch 2
010
Dem
on
stra
tio
n/O
bse
rvat
ion
Ch
eckl
ist
Clu
ster
2 –
Org
anis
atio
nal
man
agem
ent
Tas
k 5
– E
nsu
re a
saf
e w
ork
pla
ce
Can
did
ate’
s n
ame
Is
beh
avio
ur
ob
serv
ed?
D
uri
ng
th
e d
emo
nst
rati
on
or
ob
serv
atio
n o
f sk
ills,
did
th
e ca
nd
idat
e d
o t
he
follo
win
g?
Y
esN
o
Ass
esso
r’s
No
tes
Exp
lain
the
appl
icat
ion
of le
gisl
atio
n fr
om a
ll le
vels
of g
over
nmen
t in
rega
rd to
OH
S.
Use
com
mun
icat
ion
skill
s to
con
sult
with
sta
ff an
d to
pro
mot
e a
safe
wor
kpla
ce.
Exp
lain
whe
re O
HS
dat
a is
sto
red
and
how
to r
etrie
ve it
.
Dem
onst
rate
a s
ound
und
erst
andi
ng o
f OH
S p
roce
dure
s an
d th
e O
HS
man
agem
ent s
yste
m.
Dem
onst
rate
sou
nd u
nder
stan
ding
of t
he p
rinci
ples
and
pra
ctic
es o
f effe
ctiv
e O
HS
m
anag
emen
t.
Exp
lain
how
to a
naly
se r
elev
ant w
orkp
lace
dat
a in
ord
er to
iden
tify
haza
rds
and
to a
sses
s an
d co
ntro
l ris
k.
Exp
lain
the
hier
arch
y of
con
trol
with
ris
k co
ntro
l mea
sure
s fr
om h
ighe
st to
low
est.
Exp
lain
how
to p
repa
re a
n O
HS
inve
stig
atio
n re
port
.
Use
pro
blem
-sol
ving
ski
lls to
sou
rce
OH
S in
form
atio
n fo
r sc
ope
and
to s
olve
com
plex
and
non
-ro
utin
e di
fficu
lties
whe
n re
spon
ding
to a
saf
ety
inci
dent
.
Iden
tify
inte
rven
tion
poin
ts fo
r ex
pert
OH
S a
dvic
e.
BS
B51
107
Dip
lom
a o
f M
anag
emen
t S
ecti
on
4 –
Pra
ctic
al T
asks
an
d O
bse
rvat
ion
Rec
ord
ing
Sh
eets
P
age
95 o
f 206
©
Dep
artm
ent o
f T
rain
ing
and
Wo
rkfo
rce
Dev
elop
men
t V
ersi
on 1
, Mar
ch 2
010
Dem
on
stra
tio
n/O
bse
rvat
ion
Ch
eckl
ist
Clu
ster
2 –
Org
anis
atio
nal
man
agem
ent
Tas
k 5
– E
nsu
re a
saf
e w
ork
pla
ce
Can
did
ate’
s n
ame
A
sses
sor’s
gen
eral
com
men
ts/o
bser
vatio
ns:
Ass
esso
r’s
nam
e
Ass
esso
r’s
sig
nat
ure
Ou
tco
me
(Ple
ase
circ
le)
S
(Sat
isfa
ctor
y)
NY
S
(Not
Yet
Sat
isfa
ctor
y)
Can
did
ate’
s si
gn
atu
re
D
ate
BS
B51
107
Dip
lom
a o
f M
anag
emen
t S
ecti
on
4 –
Pra
ctic
al T
asks
an
d O
bse
rvat
ion
Rec
ord
ing
Sh
eets
©
Dep
artm
ent o
f T
rain
ing
and
Wo
rkfo
rce
Dev
elop
men
t P
age
96 o
f 206
V
ersi
on 1
, Mar
ch 2
010
Pag
e in
tent
iona
lly b
lank
BSB51107 Diploma of Management Section 4 – Practical Tasks and Observation Recording Sheets
Page 97 of 206 © Department of Training and Workforce Development Version 1, March 2010
Cluster 2 – Organisational management
Task 6 – Manage operational plan
Instructions for the candidate
Outline of task
For this task you are to create a mission statement plan, demonstrating your ability to develop
and implement an operational plan.
You will be assessed on your ability to:
develop an operational plan with details of how it will be implemented and monitored
apply methods and models for operational plans
use literacy skills to access and use workplace information, and to write a succinct and
practical plan
use technology skills to use software to produce and monitor the plan against
performance indicators
use planning and organisational skills
use numeracy skills to allocate and manage financial resources.
BSB51107 Diploma of Management Section 4 – Practical Tasks and Observation Recording Sheets
© Department of Training and Workforce Development Page 98 of 206 Version 1, March 2010
Cluster 2 – Organisational management
Task 6 – Manage operational plan
Activity
Create an operational plan for your organisation, or for an organisation you have researched.
Select one of the following departments to base your operational plan on: Quality, Safety or
Training.
Ensure you consider and answer the following points when creating your plan:
1. Who would you consult with when creating your plan?
2. What are your KPIs (key performance indicators)?
3. What do you need to consider when acquiring resources?
4. How would you implement and monitor your plan? Consider using software to monitor and
evaluate the plan.
5. What contingencies have you included in your plan?
6. Ensure you identify the organisation’s policies, practices and procedures, and incorporate
them into the plan.
7. Implement quality and financial improvements within your plan.
BSB51107 Diploma of Management Section 4 – Practical Tasks and Observation Recording Sheets
Page 99 of 206 © Department of Training and Workforce Development Version 1, March 2010
Demonstration/Observation Checklist Cluster 2 – Organisational management
Task 6 – Manage operational plan
Candidate’s name
Assessor’s name
Supervisor’s name (if applicable)
Work activity Written task demonstrating ability to create an operational plan including monitoring and evaluation
Cluster 2 – Core unit of competency
BSBMGT515A Manage operational plan
Assessment location
Date of demonstration Time
Instructions for the Assessor
This task is designed to provide documentary evidence.
It is preferable that the candidate complete this task in the context of their own work environment or a researched work environment.
Resources required for this task
access to current or intended workplace
access to computer
access to appropriate documentation and resources normally used in the workplace
BS
B51
107
Dip
lom
a o
f M
anag
emen
t S
ecti
on
4 –
Pra
ctic
al T
asks
an
d O
bse
rvat
ion
Rec
ord
ing
Sh
eets
©
Dep
artm
ent o
f T
rain
ing
and
Wo
rkfo
rce
Dev
elop
men
t P
age
100
of 2
06
V
ersi
on 1
, Mar
ch 2
010
Dem
on
stra
tio
n/O
bse
rvat
ion
Ch
eckl
ist
Clu
ster
2 –
Org
anis
atio
nal
man
agem
ent
Tas
k 6
– M
anag
e o
per
atio
nal
pla
n
Can
did
ate’
s n
ame
Is
beh
avio
ur
ob
serv
ed?
D
uri
ng
th
e d
emo
nst
rati
on
or
ob
serv
atio
n o
f sk
ills,
did
th
e ca
nd
idat
e d
o t
he
follo
win
g?
Y
esN
o
Ass
esso
r’s
No
tes
Cre
ate
a pl
an in
con
sulta
tion
with
rel
evan
t per
sonn
el.
Con
side
r K
PIs
(ke
y pe
rfor
man
ce in
dica
tors
) an
d in
clud
e th
em in
the
plan
.
Pro
vide
det
ails
on
how
the
plan
wou
ld b
e m
onito
red
and
eval
uate
d, in
clud
ing
usin
g so
ftwar
e to
m
onito
r th
e pl
an.
Cre
ate
a m
odel
to h
elp
dem
onst
rate
the
plan
.
Cor
rect
ly u
se c
ontin
genc
y pl
ans
whe
n de
velo
ping
the
plan
.
Iden
tify
the
orga
nisa
tion’
s po
licie
s, p
ract
ices
and
pro
cedu
res
to e
nsur
e re
sour
ces
and
serv
ices
ar
e ac
quire
d in
acc
orda
nce
with
exi
stin
g po
licie
s.
Use
lite
racy
ski
lls to
acc
ess
and
use
wor
kpla
ce in
form
atio
n, a
nd to
writ
e a
succ
inct
and
pr
actic
al p
lan.
Use
tech
nolo
gy s
kills
to u
se s
oftw
are
to p
rodu
ce a
nd m
onito
r th
e pl
an a
gain
st p
erfo
rman
ce
indi
cato
rs.
Use
pla
nnin
g an
d or
gani
satio
nal s
kills
.
Use
num
erac
y sk
ills
to a
lloca
te a
nd m
anag
e fin
anci
al r
esou
rces
.
BS
B51
107
Dip
lom
a o
f M
anag
emen
t S
ecti
on
4 –
Pra
ctic
al T
asks
an
d O
bse
rvat
ion
Rec
ord
ing
Sh
eets
P
age
101
of 2
06
©
Dep
artm
ent o
f T
rain
ing
and
Wo
rkfo
rce
Dev
elop
men
t V
ersi
on 1
, Mar
ch 2
010
Dem
on
stra
tio
n/O
bse
rvat
ion
Ch
eckl
ist
Clu
ster
2 –
Org
anis
atio
nal
man
agem
ent
Tas
k 6
– M
anag
e o
per
atio
nal
pla
n
Can
did
ate’
s n
ame
A
sses
sor’s
gen
eral
com
men
ts/o
bser
vatio
ns:
Ass
esso
r’s
nam
e
Ass
esso
r’s
sig
nat
ure
Ou
tco
me
(Ple
ase
circ
le)
S
(Sat
isfa
ctor
y)
NY
S
(Not
Yet
Sat
isfa
ctor
y)
Can
did
ate’
s si
gn
atu
re
D
ate
BS
B51
107
Dip
lom
a o
f M
anag
emen
t S
ecti
on
4 –
Pra
ctic
al T
asks
an
d O
bse
rvat
ion
Rec
ord
ing
Sh
eets
©
Dep
artm
ent o
f T
rain
ing
and
Wo
rkfo
rce
Dev
elop
men
t P
age
102
of 2
06
V
ersi
on 1
, Mar
ch 2
010
Pag
e in
tent
iona
lly b
lank
BSB51107 Diploma of Management Section 4 – Practical Tasks and Observation Recording Sheets
Page 103 of 206 © Department of Training and Workforce Development Version 1, March 2010
Cluster 3 – Managing and improving customer service
Task 7 – Manage quality customer service
Instructions for the candidate
Outline of task
For this task you are to read the case study on the following page, then create a written
response, answering the questions underneath. These are to be researched and answered
using own work knowledge and context to help you.
If you use your own organisational policies and procedures, you will need to provide these to
your Assessor with your work.
You will be assessed on your ability to:
apply plans, policies or procedures for delivering quality customer service
demonstrate techniques in solving complex customer complaints and system problems
that lead to poor customer service
use communication, coaching and mentoring skills to provide support to colleagues
use problem-solving skills to deal with complex and non-routine difficulties.
BSB51107 Diploma of Management Section 4 – Practical Tasks and Observation Recording Sheets
© Department of Training and Workforce Development Page 104 of 206 Version 1, March 2010
Cluster 3 – Managing and improving customer service
Task 7 – Manage quality customer service
Case study 3
Band-Tek Electrics is a small retail firm hosting about 25 employees. There are only
five women on staff and most of them are office personnel.
Simone works on the shop floor with all of the other customer service offices (all male).
Their requirements are:
• to create an attractive arrangement of products in the showroom
• have an extensive knowledge of all products
• serve customers with utmost respect and friendliness with the policy that ‘nothing
is a problem for us’
• pricing and daily updating of the data system.
There have been a number of customer complaints received regarding one of your best
employees (Simone). It has been alleged by a customer that Simone is often rude and
never seems to get her pricing correct, resulting in customer loss.
You have noticed that Simone has been distracted lately – you’ve turned a blind eye to
it hoping that it may be a short-term problem. Just lately you have noticed that
Simone’s attitude has been sliding but you have been hoping it has not been affecting
her work ethics.
You have wondered if the cause could be personal and you don’t really want to have to
speak to her about it. You also struggle to find the time to deal with these issues – you
tend to prefer to let them sort themselves out as you are busy enough with work at the
moment, let alone these ‘fluffy’ problems.
You understand the importance of delivering quality customer service and realise that
you must solve this issue so that you don’t lose customers or staff.
You speak to Simone to raise the issue.
Simone tells you that she has been working in this predominantly male environment
and has been consistently the brunt of gender remarks from the guys. She says she
has tolerated the remarks with reasonably good humour. Over time, however, she has
become tired of the consistent comments and they have actually been making her job
less enjoyable and she is struggling with customer service. Also Simone says her
motivation has dropped off.
BSB51107 Diploma of Management Section 4 – Practical Tasks and Observation Recording Sheets
Page 105 of 206 © Department of Training and Workforce Development Version 1, March 2010
You then speak with one of Simone’s customer service co-workers, Pete. Pete says he
is used to working in a predominantly male environment and feels slightly resentful of
the inclusion of females in the industry. Nevertheless, Pete feels that he and the boys
have made a good effort at including Simone, and have even gone so far as to include
her in their ‘blokey’ jokes.
Pete says he did notice that Simone hadn’t been laughing as much at the jokes lately,
but he thought it might be some issue she is having elsewhere, so he has been trying
to help her out by pretending there is nothing wrong and proceeding as usual.
Questions
Answer the following questions using the case study and your own workplace context to
supplement the case study and assist in maintaining relevance to your work role.
1. What is the business’s approach to customer service?
2. What would be your response to the customer complaints? How would you establish their
needs and their appraisal of the current situation?
3. What would be your approach, regarding the policies and procedures for delivering quality
customer service, when talking to Simone and Pete?
4. What strategies and systems would you implement to improve the delivery of quality
customer service?
5. How would you endeavour to resolve the ‘blokey jokes’ issue?
6. Where could you find information to help you with these delicate issues?
BSB51107 Diploma of Management Section 4 – Practical Tasks and Observation Recording Sheets
© Department of Training and Workforce Development Page 106 of 206 Version 1, March 2010
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BSB51107 Diploma of Management Section 4 – Practical Tasks and Observation Recording Sheets
Page 107 of 206 © Department of Training and Workforce Development Version 1, March 2010
Demonstration/Observation Checklist Cluster 3 – Managing and improving customer service
Task 7 – Manage quality customer service
Candidate’s name
Assessor’s name
Supervisor’s name (if applicable)
Work activity The candidate is to read the case study provided then create a written response, answering the questions underneath. These are to be researched and answered using the candidate’s own work knowledge and context.
Cluster 3 – Elective unit of competency
BSBCUS501A Manage quality customer service
Assessment location
Date of demonstration Time
Instructions for the Assessor
The candidate is to complete this assessment task independently.
The answers must be provided in writing, demonstrating conduct of research.
Where possible, the candidate is encouraged to contextualise this answer to their work environment to support their statements/comments.
Resources required for this task
case study
access to all appropriate documentation and resources normally found in a workplace, such as the following Acts: Industrial Relations, Equal Opportunities, Anti Discrimination
access to organisational policies and procedures – candidate may have these in the workplace, or candidate to be provided with a generic copy
access to internet to research relevant publications and information
BS
B51
107
Dip
lom
a o
f M
anag
emen
t S
ecti
on
4 –
Pra
ctic
al T
asks
an
d O
bse
rvat
ion
Rec
ord
ing
Sh
eets
©
Dep
artm
ent o
f T
rain
ing
and
Wo
rkfo
rce
Dev
elop
men
t P
age
108
of 2
06
V
ersi
on 1
, Mar
ch 2
010
Dem
on
stra
tio
n/O
bse
rvat
ion
Ch
eckl
ist
Clu
ster
3 –
Man
agin
g a
nd
imp
rovi
ng
cu
sto
mer
ser
vice
T
ask
7 –
Man
age
qu
alit
y cu
sto
mer
ser
vice
Can
did
ate’
s n
ame
Is
beh
avio
ur
ob
serv
ed?
D
uri
ng
th
e d
emo
nst
rati
on
or
ob
serv
atio
n o
f sk
ills,
did
th
e ca
nd
idat
e d
o t
he
follo
win
g?
Y
esN
o
Ass
esso
r’s
No
tes
Inve
stig
ate,
iden
tify,
ass
ess
and
incl
ude
the
need
s of
cus
tom
ers
in th
e bu
sine
ss p
lann
ing
proc
ess.
Impl
emen
t effe
ctiv
e co
mm
unic
atio
n w
ith c
usto
mer
s an
d a
cust
omer
feed
back
sys
tem
to
inve
stig
ate
the
need
s of
the
cust
omer
s, e
nsur
e qu
ality
ser
vice
and
cus
tom
er s
atis
fact
ion
of
prod
ucts
.
Impl
emen
t effe
ctiv
e co
mm
unic
atio
n w
ith e
mpl
oyee
s to
dev
elop
qua
lity
cust
omer
ser
vice
.
Iden
tify
and
illus
trat
e th
e pr
ovis
ion
of q
ualit
y cu
stom
er s
ervi
ce a
ccor
ding
to th
e or
gani
satio
n’s
polic
ies,
pro
cedu
res
and
busi
ness
pla
n w
hen
talk
ing
to S
imon
e an
d P
ete.
Man
age
reco
rds
and
repo
rts
of s
yste
ms
and
proc
esse
s.
Dev
elop
and
mon
itor
stra
tegi
es to
impr
ove
cust
omer
ser
vice
and
pro
vide
rec
omm
enda
tions
for
man
agem
ent.
Man
age
team
per
form
ance
to m
eet t
he o
rgan
isat
ion’
s qu
ality
and
del
iver
y st
anda
rds.
Use
com
mun
icat
ion,
lead
ersh
ip, m
ento
ring,
coa
chin
g an
d su
perv
isio
n sk
ills
to p
rovi
de s
uppo
rt
to c
olle
ague
s an
d to
res
olve
the
‘blo
key
joke
s’ is
sue.
Use
pro
blem
-sol
ving
ski
lls to
dea
l with
com
plex
and
non
-rou
tine
diffi
culti
es.
BS
B51
107
Dip
lom
a o
f M
anag
emen
t S
ecti
on
4 –
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ctic
al T
asks
an
d O
bse
rvat
ion
Rec
ord
ing
Sh
eets
P
age
109
of 2
06
©
Dep
artm
ent o
f T
rain
ing
and
Wo
rkfo
rce
Dev
elop
men
t V
ersi
on 1
, Mar
ch 2
010
Dem
on
stra
tio
n/O
bse
rvat
ion
Ch
eckl
ist
Clu
ster
3 –
Man
agin
g a
nd
imp
rovi
ng
cu
sto
mer
ser
vice
T
ask
7 –
Man
age
qu
alit
y cu
sto
mer
ser
vice
Can
did
ate’
s n
ame
A
sses
sor’s
gen
eral
com
men
ts/o
bser
vatio
ns:
Ass
esso
r’s
nam
e
Ass
esso
r’s
sig
nat
ure
Ou
tco
me
(Ple
ase
circ
le)
S
(Sat
isfa
ctor
y)
NY
S
(Not
Yet
Sat
isfa
ctor
y)
Can
did
ate’
s si
gn
atu
re
D
ate
BS
B51
107
Dip
lom
a o
f M
anag
emen
t S
ecti
on
4 –
Pra
ctic
al T
asks
an
d O
bse
rvat
ion
Rec
ord
ing
Sh
eets
©
Dep
artm
ent o
f T
rain
ing
and
Wo
rkfo
rce
Dev
elop
men
t P
age
110
of 2
06
V
ersi
on 1
, Mar
ch 2
010
Pag
e in
tent
iona
lly b
lank
BSB51107 Diploma of Management Section 4 – Practical Tasks and Observation Recording Sheets
Page 111 of 206 © Department of Training and Workforce Development Version 1, March 2010
Cluster 3 – Managing and improving customer service
Task 8 – Facilitate continuous improvement
Instructions for the candidate
Outline of task
For this task you are to read and analyse the case study for the previous task (Cluster 3,
Task 7) then create a written response, answering the questions for this task. These are to be
researched and answered using own work knowledge and context to help you.
You will be assessed on your ability to:
demonstrate examples of strategies and approaches to improve work outcomes or
organisational functioning
apply methods for monitoring performance and customer service
apply continuous improvement models
use innovation and lateral thinking skills to design better ways for achieving work
outcomes
use leadership skills to gain the confidence and trust of others
use communication skills to communicate opportunities for improvement, and to coach
and mentor staff.
BSB51107 Diploma of Management Section 4 – Practical Tasks and Observation Recording Sheets
© Department of Training and Workforce Development Page 112 of 206 Version 1, March 2010
Cluster 3 – Managing and improving customer service
Task 8 – Facilitate continuous improvement
Questions
Answer the following questions using the case study from Task 7 and your own workplace
context to supplement the case study and assist in maintaining relevance to your work role.
1. How would you lead a continuous improvement process to improve the situation?
2. During the months that follow, how would you monitor the situation?
3. How could you re-structure the organisation to improve work outcomes?
4. Design a continuous improvement model and recommend it to senior management,
justifying your design.
BSB51107 Diploma of Management Section 4 – Practical Tasks and Observation Recording Sheets
Page 113 of 206 © Department of Training and Workforce Development Version 1, March 2010
Demonstration/Observation Checklist Cluster 3 – Managing and improving customer service
Task 8 – Facilitate continuous improvement
Candidate’s name
Assessor’s name
Supervisor’s name (if applicable)
Work activity The candidate is to read the case study provided then create a written response, answering the questions underneath. These are to be researched and answered using the candidate’s own work knowledge and context
Cluster 3 – Elective unit of competency
BSBMGT516A Facilitate continuous improvement
Assessment location
Date of demonstration Time
Instructions for the Assessor
The candidate is to complete this assessment task independently.
The answers must be provided in writing, demonstrating conduct of research.
Where possible, the candidate is encouraged to contextualise this answer to their work environment to support their statements/comments.
Resources required for this task
case study
access to all appropriate documentation and resources normally found in a workplace, such as the following Acts: Industrial Relations, Equal Opportunities, Anti Discrimination
access to organisational policies and procedures – candidate may have these in the workplace, or candidate to be provided with a generic copy
access to internet to research relevant publications and information
BS
B51
107
Dip
lom
a o
f M
anag
emen
t S
ecti
on
4 –
Pra
ctic
al T
asks
an
d O
bse
rvat
ion
Rec
ord
ing
Sh
eets
©
Dep
artm
ent o
f T
rain
ing
and
Wo
rkfo
rce
Dev
elop
men
t P
age
114
of 2
06
V
ersi
on 1
, Mar
ch 2
010
Dem
on
stra
tio
n/O
bse
rvat
ion
Ch
eckl
ist
Clu
ster
3 –
Man
agin
g a
nd
imp
rovi
ng
cu
sto
mer
ser
vice
T
ask
8 –
Fac
ilita
te c
on
tin
uo
us
imp
rove
men
t
Can
did
ate’
s n
ame
Is
beh
avio
ur
ob
serv
ed?
D
uri
ng
th
e d
emo
nst
rati
on
or
ob
serv
atio
n o
f sk
ills,
did
th
e ca
nd
idat
e d
o t
he
follo
win
g?
Y
esN
o
Ass
esso
r’s
No
tes
Dev
elop
str
ateg
ies/
goal
s to
incr
ease
mot
ivat
ion
with
in th
e em
ploy
ees.
Dev
elop
a c
omm
unic
atio
n st
rate
gy th
at c
omm
unic
ates
opp
ortu
nitie
s fo
r im
prov
emen
t, an
d to
co
ach
and
men
tor
staf
f.
Est
ablis
h sy
stem
s to
ens
ure
that
con
tinuo
us im
prov
emen
t pro
cess
es a
nd a
djus
tmen
ts a
re
com
mun
icat
ed to
all
stak
ehol
ders
.
Mon
itor
prog
ress
and
iden
tify
area
s an
d pr
oces
ses
for
furt
her
impr
ovem
ent.
Adj
ust p
roce
sses
req
uirin
g im
prov
emen
t acc
ordi
ngly
.
Est
ablis
h pr
oces
ses
to in
form
em
ploy
ees
of o
utco
mes
of i
ncre
ased
effo
rts.
Doc
umen
t wor
k te
am p
erfo
rman
ce to
aid
mon
itorin
g an
d id
entif
ying
opp
ortu
nitie
s fo
r im
prov
emen
t.
Rep
ort a
nd a
naly
se s
tatis
tics
to d
evel
op im
prov
emen
t pla
ns.
Use
lead
ersh
ip s
kills
to g
ain
the
conf
iden
ce a
nd tr
ust o
f oth
ers.
Use
inno
vatio
n an
d la
tera
l thi
nkin
g sk
ills
to d
esig
n be
tter
way
s of
ach
ievi
ng w
ork
outc
omes
.
BS
B51
107
Dip
lom
a o
f M
anag
emen
t S
ecti
on
4 –
Pra
ctic
al T
asks
an
d O
bse
rvat
ion
Rec
ord
ing
Sh
eets
P
age
115
of 2
06
©
Dep
artm
ent o
f T
rain
ing
and
Wo
rkfo
rce
Dev
elop
men
t V
ersi
on 1
, Mar
ch 2
010
Dem
on
stra
tio
n/O
bse
rvat
ion
Ch
eckl
ist
Clu
ster
3 –
Man
agin
g a
nd
imp
rovi
ng
cu
sto
mer
ser
vice
T
ask
8 –
Fac
ilita
te c
on
tin
uo
us
imp
rove
men
t
Can
did
ate’
s n
ame
A
sses
sor’s
gen
eral
com
men
ts/o
bser
vatio
ns:
Ass
esso
r’s
nam
e
Ass
esso
r’s
sig
nat
ure
Ou
tco
me
(Ple
ase
circ
le)
S
(Sat
isfa
ctor
y)
NY
S
(Not
Yet
Sat
isfa
ctor
y)
Can
did
ate’
s si
gn
atu
re
D
ate
BS
B51
107
Dip
lom
a o
f M
anag
emen
t S
ecti
on
4 –
Pra
ctic
al T
asks
an
d O
bse
rvat
ion
Rec
ord
ing
Sh
eets
©
Dep
artm
ent o
f T
rain
ing
and
Wo
rkfo
rce
Dev
elop
men
t P
age
116
of 2
06
V
ersi
on 1
, Mar
ch 2
010
Pag
e in
tent
iona
lly b
lank
BSB51107 Diploma of Management Section 4 – Practical Tasks and Observation Recording Sheets
Page 117 of 206 © Department of Training and Workforce Development Version 1, March 2010
Cluster 4 – Project and risk management
Task 9 – Manage projects
Instructions for the candidate
Outline of task
For this task you are to complete the activity listed on the following page to create a project plan
for your chosen organisation. The activity is to be researched and answered using own work
knowledge and context to help you.
If you use your own organisational policies and procedures, you will need to provide these to
your Assessor with your work.
You will be assessed on your ability to:
develop a project plan
detail monitoring arrangement/s and evaluation of the project plan’s efficacy to address
timelines and budgets of project
apply relevant legislation
use literacy skills to read, write and review a range of documentation
use planning and organising skills to develop, monitor and maintain implementation
schedules
use numeracy skills to analyse data, and to compare timelines and promotional costs
against budgets.
BSB51107 Diploma of Management Section 4 – Practical Tasks and Observation Recording Sheets
© Department of Training and Workforce Development Page 118 of 206 Version 1, March 2010
Cluster 4 – Project and risk management
Task 9 – Manage projects
Activity
Develop a project plan for a task in your organisation that you must implement in your work
group.
Ensure that you also include evaluations and monitoring arrangements for your project plan and
what processes you would implement to finalise and review your project once you have
finished.
BSB51107 Diploma of Management Section 4 – Practical Tasks and Observation Recording Sheets
Page 119 of 206 © Department of Training and Workforce Development Version 1, March 2010
Demonstration/Observation Checklist Cluster 4 – Project and risk management
Task 9 – Manage projects
Candidate’s name
Assessor’s name
Supervisor’s name (if applicable)
Work activity Written task demonstrating ability to create a project plan
Cluster 4 – Elective unit of competency
BSBPMG510A Manage projects
Assessment location
Date of demonstration Time
Instructions for the Assessor
The candidate is to complete this assessment task independently.
The answers must be provided in writing, demonstrating conduct of research.
Where possible, the candidate is encouraged to contextualise this answer to their work environment to support their statements/comments.
Resources required for this task
access to all appropriate documentation and resources normally found in a workplace, such as the following Acts: Industrial Relations, Equal Opportunities, Anti Discrimination
access to organisational policies and procedures – candidate may have these in the workplace, or candidate to be provided with a generic copy
access to internet to research relevant publications and information
BS
B51
107
Dip
lom
a o
f M
anag
emen
t S
ecti
on
4 –
Pra
ctic
al T
asks
an
d O
bse
rvat
ion
Rec
ord
ing
Sh
eets
©
Dep
artm
ent o
f T
rain
ing
and
Wo
rkfo
rce
Dev
elop
men
t P
age
120
of 2
06
V
ersi
on 1
, Mar
ch 2
010
Dem
on
stra
tio
n/O
bse
rvat
ion
Ch
eckl
ist
Clu
ster
4 –
Pro
ject
an
d r
isk
man
agem
ent
Tas
k 9
– M
anag
e p
roje
cts
Can
did
ate’
s n
ame
Is
beh
avio
ur
ob
serv
ed?
D
uri
ng
th
e d
emo
nst
rati
on
or
ob
serv
atio
n o
f sk
ills,
did
th
e ca
nd
idat
e d
o t
he
follo
win
g?
Y
esN
o
Ass
esso
r’s
No
tes
Def
ine
the
proj
ect b
y ac
cess
ing
and
iden
tifyi
ng p
roje
ct s
cope
, oth
er r
elev
ant d
ocum
enta
tion
and
stak
ehol
ders
.
Iden
tify
proj
ect p
aram
eter
s du
ring
pro
ject
def
initi
on s
tage
.
Cla
rify
rela
tions
hip
of p
roje
ct to
oth
er p
roje
cts
and
to th
e or
gani
satio
n’s
obje
ctiv
es.
Det
erm
ine
reso
urce
s to
und
erta
ke p
roje
ct.
Dev
elop
a p
roje
ct p
lan
dem
onst
ratin
g an
und
erst
andi
ng o
f pro
ject
pla
nnin
g co
ncep
ts.
Iden
tify
proj
ect m
anag
emen
t too
ls to
ass
ist i
n im
plem
entin
g th
e pl
an.
For
mul
ate
a ris
k m
anag
emen
t pla
n fo
r th
e pr
ojec
t inc
ludi
ng O
HS
.
Dev
elop
and
dem
onst
rate
use
of t
he p
roje
ct b
udge
t.
Dev
elop
and
dem
onst
rate
use
of p
roje
ct ti
mel
ines
.
Dev
elop
a m
onito
ring
and
eval
uatio
n pl
an to
man
age
proj
ect f
inan
ces,
res
ourc
es (
hum
an,
phys
ical
and
tech
nica
l) an
d qu
ality
.
Det
ail t
he r
equi
red
reco
rd k
eepi
ng a
nd r
epor
ting
syst
em fo
r th
e pr
ojec
t.
Use
lite
racy
ski
lls to
rea
d, w
rite
and
revi
ew a
ran
ge o
f doc
umen
tatio
n.
Use
pla
nnin
g an
d or
gani
sing
ski
lls to
dev
elop
, mon
itor
and
mai
ntai
n im
plem
enta
tion
sche
dule
s.
Use
num
erac
y sk
ills
to a
naly
se d
ata,
and
to c
om
pare
tim
elin
es a
nd p
rom
otio
nal c
osts
aga
inst
bu
dget
s.
BS
B51
107
Dip
lom
a o
f M
anag
emen
t S
ecti
on
4 –
Pra
ctic
al T
asks
an
d O
bse
rvat
ion
Rec
ord
ing
Sh
eets
P
age
121
of 2
06
©
Dep
artm
ent o
f T
rain
ing
and
Wo
rkfo
rce
Dev
elop
men
t V
ersi
on 1
, Mar
ch 2
010
Dem
on
stra
tio
n/O
bse
rvat
ion
Ch
eckl
ist
Clu
ster
4 –
Pro
ject
an
d r
isk
man
agem
ent
Tas
k 9
– M
anag
e p
roje
cts
Can
did
ate’
s n
ame
Is
beh
avio
ur
ob
serv
ed?
D
uri
ng
th
e d
emo
nst
rati
on
or
ob
serv
atio
n o
f sk
ills,
did
th
e ca
nd
idat
e d
o t
he
follo
win
g?
Y
esN
o
Ass
esso
r’s
No
tes
Ass
esso
r’s g
ener
al c
omm
ents
/obs
erva
tions
: A
sses
sor’
s n
ame
Ass
esso
r’s
sig
nat
ure
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tco
me
(Ple
ase
circ
le)
S
(Sat
isfa
ctor
y)
NY
S
(Not
Yet
Sat
isfa
ctor
y)
Can
did
ate’
s si
gn
atu
re
D
ate
BS
B51
107
Dip
lom
a o
f M
anag
emen
t S
ecti
on
4 –
Pra
ctic
al T
asks
an
d O
bse
rvat
ion
Rec
ord
ing
Sh
eets
©
Dep
artm
ent o
f T
rain
ing
and
Wo
rkfo
rce
Dev
elop
men
t P
age
122
of 2
06
V
ersi
on 1
, Mar
ch 2
010
Pag
e in
tent
iona
lly b
lank
BSB51107 Diploma of Management Section 4 – Practical Tasks and Observation Recording Sheets
Page 123 of 206 © Department of Training and Workforce Development Version 1, March 2010
Cluster 4 – Project and risk management
Task 10 – Manage risks
Instructions for the candidate
Outline of task
For this task you are to read the case study below then create a written response, answering
the questions underneath. These are to be researched and answered using own work
knowledge and context to help you.
You will be assessed on your ability to:
apply a risk management plan which includes a detailed stakeholder analysis, explanation
of the risk context, critical success factors, identified and analysed risks, and treatments
for prioritised risks
detail monitoring arrangements for risk management plan and an evaluation of the risk
management plan’s efficacy in treating risks
apply relevant legislation, codes of practice and national standards
use communication and literacy skills to consult and negotiate, to prepare
communications about risk management, and to encourage stakeholder involvement
use organisational and management skills to plan and implement risk management
processes
use problem-solving and innovation skills to find practical ways to manage identified risks.
BSB51107 Diploma of Management Section 4 – Practical Tasks and Observation Recording Sheets
© Department of Training and Workforce Development Page 124 of 206 Version 1, March 2010
Cluster 4 – Project and risk management
Task 10 – Manage risks
Case study 4
SPC Power is a leading energy company. Part of SPC’s strategy is to deliver cleaner,
affordable, secure energy supplies, while improving profitability.
SPC Power has over 1000 employees across 20 sites. It provides more than 100,000
business customers including large corporations, schools and hospitals. Customers
can choose from several suppliers to get the best service and price.
SPC Power relies on its engineers to make appropriate and timely decisions at all
levels. SPC also encourages all employees on all levels to be part of decision-making
for any ideas for improvement.
Simon is a young graduate mechanical engineer and has been working for SPC Power
for only a short time. Simon has the role of making decisions based on assessment of
risks linked to spare parts, such as what parts are critical and the best way of
managing their supply. In particular he must assess:
• what parts are best kept in stock
• the cost of maintaining and re-ordering this stock
• timeframe of delivery – production loss to companies (customers) waiting for
parts
• comparisons of costs to the costs of breakdown and loss of supply.
Questions
Answer the following questions using the case study and your own workplace context to
supplement the case study and assist in maintaining relevance to your work role.
1. Explain how Simon would evaluate the risks involved.
2. Demonstrate how Simon might make decision in regards to the risk of production loss to
companies and costs of stocking items. Justify this.
3. Identify internal and external risks.
4. What stakeholders/co-workers would Simon speak to in regards to these issues and
decision making?
5. What tools could Simon use to evaluate stock levels and supply?
6. Develop an action plan Simon might use for risk treatment.
BSB51107 Diploma of Management Section 4 – Practical Tasks and Observation Recording Sheets
Page 125 of 206 © Department of Training and Workforce Development Version 1, March 2010
Demonstration/Observation Checklist Cluster 4 – Project and risk management
Task 10 – Manage risks
Candidate’s name
Assessor’s name
Supervisor’s name (if applicable)
Work activity The candidate is to read the case study provided then create a written response, answering the questions underneath. These are to be researched and answered using the candidate’s own work knowledge and context to help them.
Cluster 4 – Elective unit of competency
BSBRSK501A Manage risk
Assessment location
Date of demonstration Time
Instructions for the Assessor
The candidate is to complete this assessment task independently.
The answers must be provided in writing, demonstrating conduct of research.
Where possible, the candidate is encouraged to contextualise this answer to their work environment to support their statements/comments.
Resources required for this task
case study
access to all appropriate documentation and resources normally found in a workplace, such as the following Acts: Industrial Relations, Equal Opportunities, Anti Discrimination
access to organisational policies and procedures – candidate may have these in the workplace, or candidate to be provided with a generic copy
access to internet to research relevant publications and information
BS
B51
107
Dip
lom
a o
f M
anag
emen
t S
ecti
on
4 –
Pra
ctic
al T
asks
an
d O
bse
rvat
ion
Rec
ord
ing
Sh
eets
©
Dep
artm
ent o
f T
rain
ing
and
Wo
rkfo
rce
Dev
elop
men
t P
age
126
of 2
06
V
ersi
on 1
, Mar
ch 2
010
Dem
on
stra
tio
n/O
bse
rvat
ion
Ch
eckl
ist
Clu
ster
4 –
Pro
ject
an
d r
isk
man
agem
ent
Tas
k 10
– M
anag
e ri
sks
Can
did
ate’
s n
ame
Is
beh
avio
ur
ob
serv
ed?
D
uri
ng
th
e d
emo
nst
rati
on
or
ob
serv
atio
n o
f sk
ills,
did
th
e ca
nd
idat
e d
o t
he
follo
win
g?
Y
esN
o
Ass
esso
r’s
No
tes
Dev
ise
a ris
k m
anag
emen
t pla
n.
Iden
tify
risks
that
app
ly to
sco
pe (
Sim
on’s
wor
kpla
ce).
Exp
lain
the
tool
s an
d te
chni
ques
that
Sim
on c
ould
use
to e
valu
ate
stoc
k le
vels
and
sup
ply
to
assi
st id
entif
ying
ris
ks.
Exp
lain
how
ris
ks a
re a
naly
sed
and
eval
uate
d.
Iden
tify
stak
ehol
ders
and
rel
evan
t par
ties
wh
o ar
e in
volv
ed in
ris
k m
anag
emen
t and
dec
isio
n-m
akin
g pr
oces
ses.
Det
erm
ine
and
sele
ct a
ppro
pria
te o
ptio
ns fo
r tr
eatin
g ris
k.
Dev
elop
an
appr
opria
te a
ctio
n pl
an. I
nclu
de w
hat a
ctio
n is
to b
e ta
ken,
who
is ta
king
re
spon
sibi
lity,
tim
elin
es a
nd m
onito
ring
proc
esse
s.
Impl
emen
t mon
itorin
g an
d ev
alua
ting
of r
isk
man
agem
ent p
roce
sses
as
part
of t
he a
ctio
n pl
an.
App
ly le
gisl
atio
n, c
odes
of p
ract
ice
and
natio
nal s
tand
ards
whe
n re
spon
ding
to th
is ta
sk.
Use
com
mun
icat
ion
and
liter
acy
skill
s to
pre
pare
com
mun
icat
ions
abo
ut r
isk
man
agem
ent.
Use
org
anis
atio
nal a
nd m
anag
emen
t ski
lls to
pla
n an
d im
plem
ent r
isk
man
agem
ent p
roce
sses
.
BS
B51
107
Dip
lom
a o
f M
anag
emen
t S
ecti
on
4 –
Pra
ctic
al T
asks
an
d O
bse
rvat
ion
Rec
ord
ing
Sh
eets
P
age
127
of 2
06
©
Dep
artm
ent o
f T
rain
ing
and
Wo
rkfo
rce
Dev
elop
men
t V
ersi
on 1
, Mar
ch 2
010
Dem
on
stra
tio
n/O
bse
rvat
ion
Ch
eckl
ist
Clu
ster
4 –
Pro
ject
an
d r
isk
man
agem
ent
Tas
k 10
– M
anag
e ri
sks
Can
did
ate’
s n
ame
Is
beh
avio
ur
ob
serv
ed?
D
uri
ng
th
e d
emo
nst
rati
on
or
ob
serv
atio
n o
f sk
ills,
did
th
e ca
nd
idat
e d
o t
he
follo
win
g?
Y
esN
o
Ass
esso
r’s
No
tes
Use
pro
blem
-sol
ving
and
inno
vatio
n sk
ills
to fi
nd p
ract
ical
way
s to
man
age
iden
tifie
d ris
ks.
Ass
esso
r’s g
ener
al c
omm
ents
/obs
erva
tions
: A
sses
sor’
s n
ame
Ass
esso
r’s
sig
nat
ure
Ou
tco
me
(Ple
ase
circ
le)
S
(Sat
isfa
ctor
y)
NY
S
(Not
Yet
Sat
isfa
ctor
y)
Can
did
ate’
s si
gn
atu
re
D
ate
BS
B51
107
Dip
lom
a o
f M
anag
emen
t S
ecti
on
4 –
Pra
ctic
al T
asks
an
d O
bse
rvat
ion
Rec
ord
ing
Sh
eets
©
Dep
artm
ent o
f T
rain
ing
and
Wo
rkfo
rce
Dev
elop
men
t P
age
128
of 2
06
V
ersi
on 1
, Mar
ch 2
010
Pag
e in
tent
iona
lly b
lank
BSB51107 Diploma of Management Section 5 – Candidate’s Information and Self-Evaluation Forms
Page 129 of 206 © Department of Training and Workforce Development Version 1, March 2010
PART 2
Section 5
Candidate’s Information and
Self-Evaluation Forms
It is recommended that candidates be provided with this information before applying for RPL.
BSB51107 Diploma of Management Section 5 – Candidate’s Information and Self-Evaluation Forms
© Department of Training and Workforce Development Page 130 of 206 Version 1, March 2010
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BSB51107 Diploma of Management Section 5 – Candidate’s Information and Self-Evaluation Forms
Page 131 of 206 © Department of Training and Workforce Development Version 1, March 2010
What is Recognition of Prior Learning (RPL)? RPL is the acknowledgment of skills and knowledge obtained through learning achieved outside
the formal education and training system and includes work and life experience including paid
and volunteer work and skills attained through leisure pursuits such as musical, mechanical or
linguistic abilities.
RPL recognises any prior knowledge and experience and measures it against the qualification
in which students are enrolled. The individual may not need to complete all of a training
program if he or she already possesses some of the competencies taught in the program.
Why you should apply for RPL
If you apply for RPL and your application is successful you could:
reduce or eliminate the need for any training in skills and knowledge you already have
save time by not needing to attend any or a reduced number of classes and completing
unnecessary work
save money because you will not have to buy textbooks and other learning material
complete your qualification in a shorter time
advance to a higher level qualification in a shorter time if desired.
Some terms you need to understand
It is important that you understand the following terms to assist you with your RPL application.
Competence
Competence is the demonstration of skills and knowledge that you have gained through life and
work experiences as well as any training that you have successfully completed that can be
matched against a set of industry performance standards referred to as units of competency.
These units are grouped together to form a specific industry qualification, within the Australian
Quality Training Framework (AQTF).
Each unit of competency is divided into elements (a set of activities that lead to an overall
achievement or demonstration of competence). Each of these elements is further broken down
into a set of performance criteria which give a more detailed description of the skills and
knowledge you need to be able to demonstrate.
Matching your evidence against each of the elements/performance criteria will help you to reach
your qualification more quickly.
BSB51107 Diploma of Management Section 5 – Candidate’s Information and Self-Evaluation Forms
© Department of Training and Workforce Development Page 132 of 206 Version 1, March 2010
How to prepare for your RPL assessment
In order for your skills to be formally recognised as part of a national qualification, Assessors
must make sure that you (the candidate) have the required skills and knowledge to meet the
industry standard as specified in the relevant Training Package.
You must be involved in the RPL process so that all the experience, skills and knowledge you
have gained over time can be correctly identified and suitably demonstrated. This evidence is
gathered and used in recognition of all or some of the units for the qualification you wish to gain.
All assessment requirements will be discussed with you in advance and you will be given the
opportunity to ask questions and clarify requirements. Being prepared for the assessment
process and knowing what you need to provide can save you valuable time and ensure that the
RPL assessment is as simple and stress-free as possible.
Here are some tips to make the application process and interview easier for you.
1. Your Assessor will ask you to talk about your work roles and your employment history.
Bring a copy of your résumé. You might like to write down any work you have done in the
past (paid or unpaid) and where this took place.
2. If you have certificates from any training courses you have completed, bring along either
certified copies or the originals to the interview with the Assessor and they can make a
copy of them.
3. Bring along any other documentation that you think would support your claim that you
have done this work over time.
The following is a list of some of the documents you can provide as examples of your
work history:
• brief CV
• certificates/results of assessment
• any licences
• tickets held, eg forklift, crane
• photographs of work undertaken
• diaries/task sheets/job sheets/logbooks
• site training records
• site competencies held record
• membership of relevant professional associations
• hobbies/interests/special skills outside work
• references/letters from previous employers/supervisors
• industry awards
• any other documentation that may demonstrate your trade or industry experience or support your claim.
BSB51107 Diploma of Management Section 5 – Candidate’s Information and Self-Evaluation Forms
Page 133 of 206 © Department of Training and Workforce Development Version 1, March 2010
Depending on where you have worked and what the work may have included, you may or
may not have documentary evidence. Do not be put off if you do not have documentary
evidence, as the Assessor will work with you during the assessment process.
4. Think about who you would consider to be your workplace contact or referee.
Is your employer happy to support your aim to become qualified?
Would you feel comfortable if the Assessor contacted your current workplace or previous
workplace/s to validate your skills and spoke to your supervisor/s or employer/s?
5. You will need to supply the contact details of work referees who can confirm your skills in
the industry.
Think about who the best person to confirm your skill level would be.
Think about current or recent supervisors or employers who have observed your work and
who would be able to confirm your previous work skills and experience. The Assessor will
need to contact them.
6. You can speak with your Assessor about other ways you can show your skills for the trade
or industry in which you are seeking recognition.
These could include letters from employers, records of any training courses or
professional development sessions attended, employers or clients in related industries or
government agencies, acknowledgements, workplace forms (as long as there are no
confidentially issues – see below) or any other relevant documents.
Confidentiality issues
It is important that sensitive information is not included as part of your Supporting
Documentation (as identified in Section 6 and any other documentation you wish to use as
evidence). You may need authorisation from your supervisor to use some of your evidence, so it
is always best to check the privacy and confidentiality policies of the organisation. Client names
should be deleted and financial figures or other personal details should be blacked out and
made unidentifiable.
BSB51107 Diploma of Management Section 5 – Candidate’s Information and Self-Evaluation Forms
© Department of Training and Workforce Development Page 134 of 206 Version 1, March 2010
The four steps in the RPL assessment process Once your training organisation has provided you with the information you need to apply for
RPL, you need to follow these four steps in order to complete the process.
Step 1 –
Self-Evaluation
Before you decide to apply for RPL you need to assess your current
competence for one or several units of competency.
Complete the candidate information and self-evaluation forms provided
with as much information of your previous work experience as you can.
This will allow for an initial assessment of your experience and a check
to see whether you can demonstrate the required skills and knowledge.
You can discuss this with an RPL Assessor if you want.
You must be able to provide evidence against the
elements/performance criteria for the relevant unit/s of competency.
It is not enough to simply state that you possess the skills and
knowledge required. You must be able to demonstrate competence.
This is your opportunity to provide as much proof as you can of the
variety of experience you have had. You should supply examples of
your work history if you have any. (See Tip 3 above.)
Depending on the trade or industry you have worked in, you may or may
not have documentary evidence available. This should not deter you
from seeking RPL, as your Assessor will work with you throughout the
RPL process.
You will also need to supply the contact details of work referees who
can confirm your skills in the industry.
By asking your supervisor to complete their part of your self-evaluation,
they will be providing valuable evidence confirming the work experience,
skills and knowledge you have demonstrated in the performance of your
work duties.
You will also be provided with a list of suggested evidence that you
could use to demonstrate that you are competent in a particular unit or
units of competency. This list is a guide only. If you have other suitable
evidence to support your claim for RPL then you are encouraged to
share this with your Assessor.
If you do not believe that you have any suitable evidence, then you
should discuss your options with your Assessor.
Once you have completed the self-evaluation and made the decision
that you would like to continue with the RPL process, make an
appointment for an interview and enrol for RPL.
Note: It is possible to gain RPL for an entire qualification.
BSB51107 Diploma of Management Section 5 – Candidate’s Information and Self-Evaluation Forms
Page 135 of 206 © Department of Training and Workforce Development Version 1, March 2010
Step 2 – Enrolment
and interview with
the Assessor
An interview with an Assessor who understands your industry will be
organised for you. They will review – usually with you – the information
and supporting documentation you have provided and match up your
skills to the units/subjects in the qualification.
During your RPL interview, your Assessor will discuss with you your
self-evaluation and any evidence you have provided.
It is at this point that you will be able to identify any previous work
experience and discuss this with your Assessor.
During this conversation, you will be required to answer questions
relating to your work experience. This questioning forms part of the
assessment, as it will identify your current knowledge and skills
regarding the area of industry in which you are applying for recognition.
If you are currently enrolled in a training course relating to this
qualification, it is important that you let your Trainer know that you intend
to apply for RPL, then nominate the units you have selected for RPL so
that the required documentation can be processed and your application
can go ahead.
It is at this stage that a decision will be made whether you are able to
proceed to the next step or whether you need to undergo gap training.
Step 3 – Practical
demonstration
of your skills
Your Assessor will organise with you and your employer to conduct a
practical skills test at your workplace (if appropriate) or other suitable
location.
This is your opportunity to demonstrate your level of competence on a
practical level. The assessment will focus on the skills required in the
work activities which relate to the qualification in which you are applying
for recognition.
Your Assessor will identify the skills they want you to demonstrate by
asking you to complete certain tasks.
Step 4 – Provision
of further
supporting
evidence
Your Assessor will need to confirm your previous work experience with
someone (such as your supervisor or employer) who can vouch for your
skills over a period of time.
They will contact the referees you have provided as part of the
candidate information.
Your Assessor may ask you to give your selected workplace contacts or
previous employers the Third Party report to complete. Authentication of
these reports by the Assessor would then be required.
BSB51107 Diploma of Management Section 5 – Candidate’s Information and Self-Evaluation Forms
© Department of Training and Workforce Development Page 136 of 206 Version 1, March 2010
After the assessment
After the assessment, your Assessor will advise you of the units of competency you have
successfully completed. You will also be advised whether you have gained the full qualification
or if gaps have been identified during the recognition process. If you do have skill gaps, these
may be addressed through additional training.
If you have any questions during the RPL process, you should contact your Assessor.
BSB51107 Diploma of Management Section 5 – Candidate’s Information and Self-Evaluation Forms
Page 137 of 206 © Department of Training and Workforce Development Version 1, March 2010
Candidate’s Information Form
(You may find it easier to provide the information for the following by attaching a résumé.)
Qualification/Industry in which you are seeking recognition
BSB51107 Diploma of Management
Personal details
Surname
First name/s
Any other name/s used
Home address
Postal address (if different from above)
Home: Work: Telephone numbers
Mobile: Fax:
Email address
Are you a permanent resident of Australia?
Yes No
Do you need an interpreter to help you with an interview? Yes No
Do you have a disability which we should be aware of? Yes No
Will you need special aids if you are required to undertake a practical assessment?
Yes No
Please provide details of special needs so that we can assist you if required.
Current employment
Are you currently employed? Yes No
If ‘yes’, in which occupation are you currently employed?
What is your current job title?
Who is your current employer?
How long have you worked in this job approximately?
year/s month/s
Is this occupation in the same industry as the industry in which you are applying for recognition?
Yes No If ‘no’, go to the next page.
BSB51107 Diploma of Management Section 5 – Candidate’s Information and Self-Evaluation Forms
© Department of Training and Workforce Development Page 138 of 206 Version 1, March 2010
If ‘yes’, list some of the main tasks you perform as part of your work that you think are relevant to your RPL application.
If you have further recent industry experience relevant to your application, please attach another sheet or your current résumé.
Rate your knowledge and skills against the qualification/industry relevant to your RPL application.
Industry area: Business Management Yes No Possibly
I think my experience is of a high level.
I think I am skilled to do this job.
I know how to do the work tasks really well.
I can explain my experience and provide documentary evidence.
I have undertaken much of this work without supervision.
Further training
I have attended training courses in this area of work.
If ‘yes’, what training did you undertake? Include date training completed (month, year).
Is there any further information you wish to give in support of your application?
Professional referees (relevant to work situation if not already listed on your résumé)
Name
Position
Organisation
Address of organisation
Phone number
Mobile number
Email address
BSB51107 Diploma of Management Section 5 – Candidate’s Information and Self-Evaluation Forms
Page 139 of 206 © Department of Training and Workforce Development Version 1, March 2010
Professional referees (relevant to work situation if not already listed on your résumé)
Name
Position
Organisation
Address of organisation
Phone number
Mobile number
Email address
Candidate’s Employment History Form
(You may attach a current résumé in place of completing this section.)
Period of employment (DD/MM/YYYY) Name, address
and phone number of employers
From To
Position/s held
Full-time Part-time Casual
Description of major duties
1.
2.
3.
4.
5.
Attach additional sheet if required.
Declaration
I declare that the information contained in this application is true and correct and that all
documents are genuine.
Candidate’s signature Date
BSB51107 Diploma of Management Section 5 – Candidate’s Information and Self-Evaluation Forms
© Department of Training and Workforce Development Page 140 of 206 Version 1, March 2010
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BS
B51
107
Dip
lom
a o
f M
anag
emen
t S
ecti
on
5 –
Can
did
ate’
s In
form
atio
n a
nd
Sel
f-E
valu
atio
n F
orm
s
P
age
141
of 2
06
©
Dep
artm
ent o
f T
rain
ing
and
Wo
rkfo
rce
Dev
elop
men
t V
ersi
on 1
, Mar
ch 2
010
Can
did
ate’
s S
elf-
Eva
luat
ion
Fo
rm
Co
mp
leti
on
in
stru
ctio
ns
The
pur
pose
of c
ompl
etin
g th
e S
elf-
Eva
luat
ion
For
m is
to e
nabl
e ca
ndid
ates
who
bel
ieve
that
they
alre
ady
pos
sess
the
com
pete
ncie
s, t
o as
sess
thei
r sk
ills
and
know
ledg
e ag
ains
t the
qua
lific
atio
n.
Com
plet
e th
e fo
llow
ing
page
s an
d id
entif
y yo
ur c
apac
ity to
per
form
the
task
s de
scrib
ed. B
e ho
nest
in y
our
appr
aisa
l. B
y co
mpl
etin
g th
is s
elf-
eval
uatio
n yo
u
will
be
iden
tifyi
ng th
e ar
eas
whe
re y
ou m
ay b
e ab
le to
app
ly fo
r re
cogn
ition
.
NB
: If
th
is s
elf-
eval
uat
ion
is b
ein
g u
sed
as
evid
ence
, you
r su
perv
isor
mus
t eva
luat
e yo
ur a
bilit
y to
per
form
the
wor
k ta
sks.
You
r su
perv
isor
is a
lso
aske
d to
com
men
t on
you
r ab
ility
to p
erfo
rm th
ese
wor
k ta
sks
and
verif
y th
is b
y si
gnin
g ea
ch s
ectio
n.
If th
is s
elf-
eval
uatio
n is
bei
ng u
sed
only
so
that
you
and
you
r A
sses
sor
can
deci
de if
you
sho
uld
proc
eed,
then
it d
oesn
’t ha
ve t
o be
ver
ified
.
Iden
tify
your
leve
l of e
xper
ienc
e in
per
form
ing
each
com
pete
ncy/
task
by
usin
g th
e fo
llow
ing:
no
t w
ell
– I
do t
he t
ask
but
not
wel
l.
w
ell
– I
do t
he t
ask
wel
l.
ve
ry w
ell
– I d
o th
e ta
sk r
eally
wel
l.
See
exa
mpl
e be
low
.
I ha
ve p
erfo
rmed
th
ese
task
s E
vid
ence
to
su
pp
ort
cla
im
Co
mp
eten
cy/T
ask
Fre
qu
entl
y N
eve
r S
om
etim
es
Su
per
viso
r’s
E
valu
atio
n
Do
c N
o.
Do
cum
enta
tio
n p
rovi
ded
(N
umbe
r an
d na
me
the
docu
men
t yo
u ar
e pr
ovid
ing
for
easy
ref
eren
ce.)
Usi
ng a
com
pute
r to
ent
er o
r ch
ange
wor
k in
form
atio
n or
da
ta.
N
ot W
ell
Not
Wel
l
Usi
ng p
erso
nal p
rote
ctiv
e eq
uipm
ent a
s ap
prop
riat
e to
co
nduc
t my
wo
rk s
afel
y an
d in
acc
orda
nce
with
site
and
lega
l re
quire
me
nts.
W
ell
W
ell
1 C
opy
of
Com
pan
y P
erso
nal
Pro
tect
ive
Eq
uipm
ent
Req
uire
men
ts f
or m
y jo
b ro
le.
BS
B51
107
Dip
lom
a o
f M
anag
emen
t S
ecti
on
5 –
Can
did
ate’
s In
form
atio
n a
nd
Sel
f-E
valu
atio
n F
orm
s ©
Dep
artm
ent o
f T
rain
ing
and
Wo
rkfo
rce
Dev
elop
men
t P
age
142
of 2
06
V
ersi
on 1
, Mar
ch 2
010
Pag
e in
tent
iona
lly b
lank
BS
B51
107
Dip
lom
a o
f M
anag
emen
t S
ecti
on
5 –
Can
did
ate’
s In
form
atio
n a
nd
Sel
f-E
valu
atio
n F
orm
s
P
age
143
of 2
06
©
Dep
artm
ent o
f T
rain
ing
and
Wo
rkfo
rce
Dev
elop
men
t V
ersi
on 1
, Mar
ch 2
010
Can
did
ate’
s S
elf-
Eva
luat
ion
Clu
ster
1 –
Man
agin
g p
eop
le
Can
did
ate’
s n
ame
D
ate
com
ple
ted
Un
its
of
com
pet
enc
y B
SB
WO
R50
1A M
anag
e pe
rso
nal w
ork
prio
ritie
s an
d pr
ofes
sion
al d
evel
opm
ent
BS
BW
OR
502A
Ens
ure
team
effe
ctiv
enes
s B
SB
MG
T50
1B M
anag
e pe
ople
per
form
anc
e
I ha
ve p
erfo
rmed
th
ese
task
s E
vid
ence
to
su
pp
ort
cla
im
Clu
ster
1
Co
mp
eten
cy/T
ask
Fre
qu
entl
y N
eve
r S
om
etim
es
Su
per
viso
r’s
E
valu
atio
n
Do
c N
o.
Do
cum
enta
tio
n p
rovi
ded
(N
umbe
r an
d na
me
the
docu
men
t yo
u ar
e pr
ovid
ing
for
easy
ref
eren
ce.)
1.
I use
my
com
mun
icat
ion
skill
s to
cla
rify,
coa
ch,
give
and
rec
eive
effe
ctiv
e fe
edba
ck a
nd e
nsur
e th
e tr
ust o
f my
team
.
2.
I use
ris
k m
anag
emen
t ski
lls to
dev
elop
and
en
act r
isk
miti
gatio
n st
rate
gies
for
any
iden
tifie
d ri
sks.
3.
I app
ly m
y tr
aini
ng s
kills
to c
oach
and
men
tor
team
mem
bers
.
4.
I org
anis
e m
ysel
f and
my
team
so
that
set
pr
iorit
ies
and
task
s ar
e ac
hiev
ed.
5.
I kee
p th
e te
am a
nd m
ysel
f on
trac
k an
d fo
cuss
ed o
n w
ork
outc
omes
.
6.
I mai
ntai
n a
plan
ned
and
obje
ctiv
e ap
proa
ch to
pe
rfor
man
ce m
anag
emen
t sys
tem
s.
7.
I man
age
and
orga
nise
my
own
goal
s an
d pe
rson
al d
evel
opm
ent.
8.
I mai
ntai
n aw
aren
ess
of m
y ow
n be
havi
our/
self
and
use
this
to e
nsur
e a
com
fort
able
wor
k en
viro
nmen
t for
all
arou
nd m
e.
BS
B51
107
Dip
lom
a o
f M
anag
emen
t S
ecti
on
5 –
Can
did
ate’
s In
form
atio
n a
nd
Sel
f-E
valu
atio
n F
orm
s ©
Dep
artm
ent o
f T
rain
ing
and
Wo
rkfo
rce
Dev
elop
men
t P
age
144
of 2
06
V
ersi
on 1
, Mar
ch 2
010
Can
did
ate’
s n
ame
D
ate
com
ple
ted
Un
its
of
com
pet
enc
y B
SB
WO
R50
1A M
anag
e pe
rso
nal w
ork
prio
ritie
s an
d pr
ofes
sion
al d
evel
opm
ent
BS
BW
OR
502A
Ens
ure
team
effe
ctiv
enes
s B
SB
MG
T50
1B M
anag
e pe
ople
per
form
anc
e
I ha
ve p
erfo
rmed
th
ese
task
s E
vid
ence
to
su
pp
ort
cla
im
Clu
ster
1
Co
mp
eten
cy/T
ask
Fre
qu
entl
y N
eve
r S
om
etim
es
Su
per
viso
r’s
E
valu
atio
n
Do
c N
o.
Do
cum
enta
tio
n p
rovi
ded
(N
umbe
r an
d na
me
the
docu
men
t yo
u ar
e pr
ovid
ing
for
easy
ref
eren
ce.)
9.
I mak
e it
a m
atte
r of
cou
rse
to s
tay
up-t
o-da
te
with
all
rele
vant
aw
ards
, agr
eem
ents
, leg
isla
tion,
po
licie
s an
d pr
oced
ures
that
affe
ct m
y te
am a
nd
busi
ness
ope
ratio
ns.
10.
I use
the
orga
nisa
tion’
s pe
rfor
man
ce
man
agem
ent s
yste
m to
ass
ist i
n m
easu
ring
and
man
agin
g th
e de
velo
pmen
t of m
ysel
f and
my
staf
f.
11.
I use
gro
up b
ehav
iour
kno
wle
dge
and
awar
enes
s to
ens
ure
that
my
team
wor
ks in
a
com
fort
able
and
saf
e en
viro
nmen
t.
12.
I use
con
flict
res
olut
ion
skill
s to
ass
ist i
n so
lvin
g te
am/g
roup
issu
es e
ffect
ivel
y an
d in
acc
orda
nce
with
my
orga
nisa
tiona
l pol
icie
s an
d pr
oced
ures
.
13.
I rel
ate
the
indi
vidu
al’s
lear
ning
sty
le to
thei
r le
arni
ng/d
evel
opm
ent n
eeds
to e
nsur
e m
axim
um
part
icip
atio
n in
thei
r w
ork
and
deve
lopm
ent.
14.
I man
age
poor
per
form
ers
in a
ccor
danc
e w
ith
lega
l and
org
anis
atio
nal r
equi
rem
ents
and
pr
oced
ures
.
BS
B51
107
Dip
lom
a o
f M
anag
emen
t S
ecti
on
5 –
Can
did
ate’
s In
form
atio
n a
nd
Sel
f-E
valu
atio
n F
orm
s
P
age
145
of 2
06
©
Dep
artm
ent o
f T
rain
ing
and
Wo
rkfo
rce
Dev
elop
men
t V
ersi
on 1
, Mar
ch 2
010
Can
did
ate’
s n
ame
D
ate
com
ple
ted
Un
its
of
com
pet
enc
y B
SB
WO
R50
1A M
anag
e pe
rso
nal w
ork
prio
ritie
s an
d pr
ofes
sion
al d
evel
opm
ent
BS
BW
OR
502A
Ens
ure
team
effe
ctiv
enes
s B
SB
MG
T50
1B M
anag
e pe
ople
per
form
anc
e
Su
per
viso
r’s
com
men
ts (
Ple
ase
prov
ide
a co
mm
ent
on t
he c
andi
date
’s a
bilit
y to
per
form
the
abo
ve w
ork
task
/s.)
Su
per
viso
r’s
nam
e
Po
siti
on
Su
per
viso
r’s
sig
nat
ure
Dat
e
BS
B51
107
Dip
lom
a o
f M
anag
emen
t S
ecti
on
5 –
Can
did
ate’
s In
form
atio
n a
nd
Sel
f-E
valu
atio
n F
orm
s ©
Dep
artm
ent o
f T
rain
ing
and
Wo
rkfo
rce
Dev
elop
men
t P
age
146
of 2
06
V
ersi
on 1
, Mar
ch 2
010
Pag
e in
tent
iona
lly b
lank
BS
B51
107
Dip
lom
a o
f M
anag
emen
t S
ecti
on
5 –
Can
did
ate’
s In
form
atio
n a
nd
Sel
f-E
valu
atio
n F
orm
s
P
age
147
of 2
06
©
Dep
artm
ent o
f T
rain
ing
and
Wo
rkfo
rce
Dev
elop
men
t V
ersi
on 1
, Mar
ch 2
010
Can
did
ate’
s S
elf-
Eva
luat
ion
Clu
ster
2 –
Org
anis
atio
nal
man
agem
ent
Can
did
ate’
s n
ame
D
ate
com
ple
ted
Un
its
of
com
pet
enc
y B
SB
MG
T51
5A M
anag
e op
era
tiona
l pla
n B
SB
OH
S50
9A E
nsur
e a
safe
wo
rkpl
ace
BS
BF
IM50
1A M
ana
ge b
udg
ets
and
fina
ncia
l pla
ns
I ha
ve p
erfo
rmed
th
ese
task
s E
vid
ence
to
su
pp
ort
cla
im
Clu
ster
2
Co
mp
eten
cy/T
ask
Fre
qu
entl
y N
eve
r S
om
etim
es
Su
per
viso
r’s
E
valu
atio
n
Do
c N
o.
Do
cum
enta
tio
n p
rovi
ded
(N
umbe
r an
d na
me
the
docu
men
t yo
u ar
e pr
ovid
ing
for
easy
ref
eren
ce.)
1.
I use
my
know
ledg
e of
diff
eren
t mod
els
and
met
hods
for
oper
atio
nal p
lann
ing
to c
reat
e op
erat
iona
l pla
ns th
at a
re r
elev
ant a
nd w
ill
optim
ise
my
orga
nisa
tion’
s or
are
a’s
effe
ctiv
enes
s.
2.
I hav
e w
ritte
n, m
anag
ed, m
onito
red
and
revi
ewed
ope
ratio
nal p
lans
to e
nsur
e th
ey a
re
and
rem
ain
rele
vant
and
pra
ctic
al to
the
orga
nisa
tion’
s pu
rpos
e, in
clud
ing
thro
ugh
acqu
isiti
on a
nd u
sage
of n
eces
sary
res
ourc
es.
3.
I und
erst
and
and
appl
y kn
owle
dge
of b
udge
ts
and
acco
untin
g pr
oces
ses
to e
nsur
e co
rrec
t m
anag
emen
t and
allo
catio
n of
fina
ncia
l re
sour
ces.
4.
I com
ply
with
all
aspe
cts
of le
gal a
nd
orga
nisa
tiona
l req
uire
men
ts w
hen
wor
king
with
in
the
orga
nisa
tion
– in
clud
ing
day-
to-d
ay
oper
atio
ns a
nd fi
nanc
ial m
anag
emen
t.
5.
I hav
e a
good
leve
l of n
umer
acy
and
liter
acy
and
appl
y th
is to
ach
ieve
my
wor
k fu
nctio
ns.
BS
B51
107
Dip
lom
a o
f M
anag
emen
t S
ecti
on
5 –
Can
did
ate’
s In
form
atio
n a
nd
Sel
f-E
valu
atio
n F
orm
s ©
Dep
artm
ent o
f T
rain
ing
and
Wo
rkfo
rce
Dev
elop
men
t P
age
148
of 2
06
V
ersi
on 1
, Mar
ch 2
010
Can
did
ate’
s n
ame
D
ate
com
ple
ted
Un
its
of
com
pet
enc
y B
SB
MG
T51
5A M
anag
e op
era
tiona
l pla
n B
SB
OH
S50
9A E
nsur
e a
safe
wo
rkpl
ace
BS
BF
IM50
1A M
ana
ge b
udg
ets
and
fina
ncia
l pla
ns
I ha
ve p
erfo
rmed
th
ese
task
s E
vid
ence
to
su
pp
ort
cla
im
Clu
ster
2
Co
mp
eten
cy/T
ask
Fre
qu
entl
y N
eve
r S
om
etim
es
Su
per
viso
r’s
E
valu
atio
n
Do
c N
o.
Do
cum
enta
tio
n p
rovi
ded
(N
umbe
r an
d na
me
the
docu
men
t yo
u ar
e pr
ovid
ing
for
easy
ref
eren
ce.)
6.
I use
app
ropr
iate
tech
nolo
gy to
opt
imis
e m
y w
ork,
incl
udin
g sp
ecia
lised
sof
twar
e fo
r fin
anci
al
reco
rd k
eepi
ng, d
ata
stor
age
and
mon
itorin
g of
pe
rfor
man
ce in
dica
tors
.
7.
I und
erta
ke h
azar
d id
entif
icat
ion
proc
esse
s to
en
sure
that
any
wor
kpla
ce h
azar
ds a
re d
ealt
with
in a
tim
ely
man
ner
– sp
ecifi
cally
thro
ugh
cons
ulta
tion
and
data
ana
lysi
s.
8.
I im
plem
ent a
ppro
pria
te r
isk
cont
rol m
easu
res
thro
ugh
the
appl
icat
ion
of th
e hi
erar
chy
of
cont
rol a
nd a
fter
care
ful a
naly
sis
of th
e si
tuat
ion
and
its c
onse
quen
ces.
9.
Whe
reve
r po
ssib
le, I
take
act
ion
to e
nsur
e re
sour
ce u
sage
is o
ptim
ised
and
was
tage
is
elim
inat
ed.
10.
I und
erta
ke c
onsu
ltatio
n w
ith n
eces
sary
peo
ple
to e
nsur
e th
at I
gath
er a
ll ne
cess
ary
info
rmat
ion
need
ed to
con
duct
wor
k ef
fect
ivel
y an
d m
ake
corr
ect d
ecis
ions
.
11.
Whe
re id
entif
ied,
I ta
ke a
ppro
pria
te a
ctio
n to
co
ach
poor
per
form
ers
to a
ssis
t the
m in
ac
hiev
ing
thei
r w
ork
and
oper
atio
nal o
bjec
tives
.
BS
B51
107
Dip
lom
a o
f M
anag
emen
t S
ecti
on
5 –
Can
did
ate’
s In
form
atio
n a
nd
Sel
f-E
valu
atio
n F
orm
s
P
age
149
of 2
06
©
Dep
artm
ent o
f T
rain
ing
and
Wo
rkfo
rce
Dev
elop
men
t V
ersi
on 1
, Mar
ch 2
010
Can
did
ate’
s n
ame
D
ate
com
ple
ted
Un
its
of
com
pet
enc
y B
SB
MG
T51
5A M
anag
e op
era
tiona
l pla
n B
SB
OH
S50
9A E
nsur
e a
safe
wo
rkpl
ace
BS
BF
IM50
1A M
ana
ge b
udg
ets
and
fina
ncia
l pla
ns
I ha
ve p
erfo
rmed
th
ese
task
s E
vid
ence
to
su
pp
ort
cla
im
Clu
ster
2
Co
mp
eten
cy/T
ask
Fre
qu
entl
y N
eve
r S
om
etim
es
Su
per
viso
r’s
E
valu
atio
n
Do
c N
o.
Do
cum
enta
tio
n p
rovi
ded
(N
umbe
r an
d na
me
the
docu
men
t yo
u ar
e pr
ovid
ing
for
easy
ref
eren
ce.)
12.
I pla
n in
adv
ance
and
pre
pare
for
issu
es a
nd
bloc
kage
s to
the
succ
ess
of m
y te
am’s
ou
tcom
es b
y de
velo
ping
con
tinge
ncy
plan
s in
m
y op
erat
iona
l pla
n.
13.
I enc
oura
ge p
artic
ipat
ive
arra
ngem
ents
in O
HS
an
d co
mm
unic
ate
all r
elev
ant O
HS
info
rmat
ion
appr
opria
tely
and
in g
ood
time.
Su
per
viso
r’s
com
men
ts (
Ple
ase
prov
ide
a co
mm
ent
on t
he c
andi
date
’s a
bilit
y to
per
form
the
abo
ve w
ork
task
/s.)
Su
per
viso
r’s
nam
e
Po
siti
on
Su
per
viso
r’s
sig
nat
ure
Dat
e
BS
B51
107
Dip
lom
a o
f M
anag
emen
t S
ecti
on
5 –
Can
did
ate’
s In
form
atio
n a
nd
Sel
f-E
valu
atio
n F
orm
s ©
Dep
artm
ent o
f T
rain
ing
and
Wo
rkfo
rce
Dev
elop
men
t P
age
150
of 2
06
V
ersi
on 1
, Mar
ch 2
010
Pag
e in
tent
iona
lly b
lank
BS
B51
107
Dip
lom
a o
f M
anag
emen
t S
ecti
on
5 –
Can
did
ate’
s In
form
atio
n a
nd
Sel
f-E
valu
atio
n F
orm
s
P
age
151
of 2
06
©
Dep
artm
ent o
f T
rain
ing
and
Wo
rkfo
rce
Dev
elop
men
t V
ersi
on 1
, Mar
ch 2
010
Can
did
ate’
s S
elf-
Eva
luat
ion
Clu
ster
3 –
Man
agin
g a
nd
imp
rovi
ng
cu
sto
mer
ser
vice
Can
did
ate’
s n
ame
D
ate
com
ple
ted
Un
its
of
com
pet
enc
y B
SB
CU
S5
01A
Man
age
qua
lity
cust
omer
ser
vice
B
SB
MG
T51
6A F
acili
tate
con
tinuo
us im
prov
em
ent
I ha
ve p
erfo
rmed
th
ese
task
s E
vid
ence
to
su
pp
ort
cla
im
Clu
ster
3
Co
mp
eten
cy/T
ask
Fre
qu
entl
y N
eve
r S
om
etim
es
Su
per
viso
r’s
E
valu
atio
n
Do
c N
o.
Do
cum
enta
tio
n p
rovi
ded
(N
umbe
r an
d na
me
the
docu
men
t yo
u ar
e pr
ovid
ing
for
easy
ref
eren
ce.)
1.
I und
erst
and
cont
inuo
us im
prov
emen
t mod
el
theo
ry a
nd u
se th
is to
und
erpi
n pr
actic
es a
nd
proc
esse
s in
my
wor
kpla
ce.
2.
I use
my
theo
retic
al u
nder
stan
ding
of q
ualit
y sy
stem
s to
pro
blem
sol
ve a
nd e
nsur
e th
e ef
ficie
nt a
nd e
ffect
ive
oper
atio
ns o
f my
orga
nisa
tion.
3.
I lea
d m
y te
am in
an
appr
opria
te m
anne
r to
gai
n th
eir
trus
t, re
spec
t and
con
fiden
ce.
4.
I com
mun
icat
e op
port
uniti
es fo
r im
prov
emen
t to
the
team
in a
n ap
prop
riate
and
no
n-co
nfro
ntat
iona
l man
ner.
5.
Whe
re I
iden
tify
the
need
, I p
rovi
de a
ppro
pria
te
coac
hing
and
men
torin
g to
ass
ist t
eam
mem
bers
in
ach
ievi
ng d
esire
d ou
tcom
es.
6.
I app
ly th
eore
tical
kno
wle
dge
and
use
prob
lem
-sol
ving
and
late
ral t
hink
ing
skill
s to
as
sist
in s
olvi
ng c
ompl
ex a
nd n
on-r
outin
e pr
oble
ms
rela
ted
to w
ork
outc
omes
.
BS
B51
107
Dip
lom
a o
f M
anag
emen
t S
ecti
on
5 –
Can
did
ate’
s In
form
atio
n a
nd
Sel
f-E
valu
atio
n F
orm
s ©
Dep
artm
ent o
f T
rain
ing
and
Wo
rkfo
rce
Dev
elop
men
t P
age
152
of 2
06
V
ersi
on 1
, Mar
ch 2
010
Can
did
ate’
s n
ame
D
ate
com
ple
ted
Un
its
of
com
pet
enc
y B
SB
CU
S5
01A
Man
age
qua
lity
cust
omer
ser
vice
B
SB
MG
T51
6A F
acili
tate
con
tinuo
us im
prov
em
ent
I ha
ve p
erfo
rmed
th
ese
task
s E
vid
ence
to
su
pp
ort
cla
im
Clu
ster
3
Co
mp
eten
cy/T
ask
Fre
qu
entl
y N
eve
r S
om
etim
es
Su
per
viso
r’s
E
valu
atio
n
Do
c N
o.
Do
cum
enta
tio
n p
rovi
ded
(N
umbe
r an
d na
me
the
docu
men
t yo
u ar
e pr
ovid
ing
for
easy
ref
eren
ce.)
7.
I hav
e a
broa
d un
ders
tand
ing
of a
wid
e ra
nge
of
prin
cipl
es a
nd te
chni
ques
ass
ocia
ted
with
the
man
agem
ent a
nd o
rgan
isat
ion
of c
usto
mer
be
havi
our
and
cust
omer
rel
atio
ns a
nd u
se th
is to
en
hanc
e bu
sine
ss p
ract
ices
.
8.
I kee
p al
l req
uire
d re
cord
s in
goo
d or
der
and
in a
lo
gica
l man
ner.
9.
I use
app
ropr
iate
and
thou
ght o
ut s
trat
egie
s to
en
sure
that
cus
tom
er n
eeds
and
feed
back
is
soug
ht a
nd u
sed
appr
opria
tely
to e
nhan
ce
busi
ness
pra
ctic
e.
10.
If ne
cess
ary,
I se
ek to
dev
elop
, pro
cure
and
use
re
sour
ces
to e
nsur
e pr
ovis
ion
of q
ualit
y cu
stom
er s
ervi
ce to
all
cust
omer
s.
Su
per
viso
r’s
com
men
ts (
Ple
ase
prov
ide
a co
mm
ent
on t
he c
andi
date
’s a
bilit
y to
per
form
the
abo
ve w
ork
task
/s.)
Su
per
viso
r’s
nam
e
Po
siti
on
Su
per
viso
r’s
sig
nat
ure
Dat
e
BS
B51
107
Dip
lom
a o
f M
anag
emen
t S
ecti
on
5 –
Can
did
ate’
s In
form
atio
n a
nd
Sel
f-E
valu
atio
n F
orm
s
P
age
153
of 2
06
©
Dep
artm
ent o
f T
rain
ing
and
Wo
rkfo
rce
Dev
elop
men
t V
ersi
on 1
, Mar
ch 2
010
Can
did
ate’
s S
elf-
Eva
luat
ion
Clu
ster
4 –
Pro
ject
an
d r
isk
man
agem
ent
Can
did
ate’
s n
ame
D
ate
com
ple
ted
Un
its
of
com
pet
enc
y B
SB
RS
K50
1A M
anag
e ris
ks
BS
BP
MG
510A
Man
age
pro
ject
s
I ha
ve p
erfo
rmed
th
ese
task
s E
vid
ence
to
su
pp
ort
cla
im
Clu
ster
4
Co
mp
eten
cy/T
ask
Fre
qu
entl
y N
eve
r S
om
etim
es
Su
per
viso
r’s
E
valu
atio
n
Do
c N
o.
Do
cum
enta
tio
n p
rovi
ded
(N
umbe
r an
d na
me
the
docu
men
t yo
u ar
e pr
ovid
ing
for
easy
ref
eren
ce.)
1.
I com
ply
with
AS
/NZ
S 4
360:
2004
for
Ris
k M
anag
emen
t req
uire
men
ts w
hen
cond
uctin
g ris
k m
anag
emen
t in
my
orga
nisa
tion.
2.
I ref
er to
all
rele
vant
legi
slat
ion,
cod
es o
f pr
actic
e, n
atio
nal s
tand
ards
and
oth
er la
ws
whe
n co
nduc
ting
my
wor
k, in
clud
ing
com
mon
la
w, d
ocum
enta
ry la
w, e
nviro
nmen
tal l
aws,
fr
eedo
m o
f inf
orm
atio
n A
cts,
indu
stria
l rel
atio
ns
law
and
any
oth
er r
elev
ant i
nfor
mat
ion
and
law
s th
at a
ffect
my
busi
ness
ent
ity.
3.
I und
erst
and
the
big
pict
ure
of th
e or
gani
satio
n an
d us
e th
is k
now
ledg
e to
pla
n, im
plem
ent a
nd
man
age
risk
and
risk
man
agem
ent p
roce
sses
.
4.
I use
my
plan
ning
and
org
anis
atio
nal s
kills
to
deve
lop,
mon
itor
and
mai
ntai
n al
l im
plem
enta
tion
sche
dule
s.
5.
Whe
re I
com
e ac
ross
unu
sual
or
non-
rout
ine
risk,
I dr
aw o
n m
y kn
owle
dge
of th
e re
leva
nt
situ
atio
n an
d th
e or
gani
satio
n’s
polic
ies
and
proc
edur
es to
com
e up
with
a r
elev
ant,
timel
y an
d in
nova
tive
solu
tion.
BS
B51
107
Dip
lom
a o
f M
anag
emen
t S
ecti
on
5 –
Can
did
ate’
s In
form
atio
n a
nd
Sel
f-E
valu
atio
n F
orm
s ©
Dep
artm
ent o
f T
rain
ing
and
Wo
rkfo
rce
Dev
elop
men
t P
age
154
of 2
06
V
ersi
on 1
, Mar
ch 2
010
Can
did
ate’
s n
ame
D
ate
com
ple
ted
Un
its
of
com
pet
enc
y B
SB
RS
K50
1A M
anag
e ris
ks
BS
BP
MG
510A
Man
age
pro
ject
s
I ha
ve p
erfo
rmed
th
ese
task
s E
vid
ence
to
su
pp
ort
cla
im
Clu
ster
4
Co
mp
eten
cy/T
ask
Fre
qu
entl
y N
eve
r S
om
etim
es
Su
per
viso
r’s
E
valu
atio
n
Do
c N
o.
Do
cum
enta
tio
n p
rovi
ded
(N
umbe
r an
d na
me
the
docu
men
t yo
u ar
e pr
ovid
ing
for
easy
ref
eren
ce.)
6.
I mak
e su
re th
at I
know
wha
t adj
ustm
ents
I ca
n m
ake,
and
wha
t ins
uran
ce a
nd in
sura
nce
liabi
litie
s ar
e av
aila
ble
so th
at I
can
cons
ider
and
ca
ter
for
the
need
s of
wor
k m
embe
rs w
ith
disa
bilit
ies.
7.
Whe
n m
anag
ing
proj
ects
, I e
nsur
e I a
m a
war
e of
al
l fac
ts, t
ime
and
budg
et c
onst
rain
ts a
nd u
se
this
info
rmat
ion
to m
ake
info
rmed
dec
isio
ns.
8.
I mak
e su
re th
at I
cons
ult w
ith a
ll re
leva
nt
pers
onne
l and
sta
keho
lder
s, a
nd e
ncou
rage
th
eir
invo
lvem
ent,
to m
aint
ain
esta
blis
hed
sche
dule
s an
d m
inim
ise
risk.
9.
I com
mun
icat
e ap
prop
riate
ly a
nd w
ithin
the
lines
of
aut
horit
y of
the
orga
nisa
tion
and/
or a
s es
tabl
ishe
d in
the
proj
ect’s
com
mun
icat
ion
plan
.
10.
Bef
ore
star
ting
new
pro
ject
s, I
ensu
re th
at I
unde
rsta
nd th
e w
hole
pic
ture
and
how
it r
elat
es
to th
e ov
eral
l mis
sion
, goa
ls, o
bjec
tives
and
op
erat
ions
of t
he o
rgan
isat
ion
so th
at m
y de
cisi
ons
are
info
rmed
and
tim
ely.
11.
I pre
sent
all
rele
vant
info
rmat
ion
in a
ppro
pria
te
writ
ten
and
num
eric
al fo
rmat
via
app
ropr
iate
m
ediu
ms,
suc
h as
in le
tters
, em
ails
, sp
read
shee
ts e
tc. a
fter
revi
ewin
g it
for
accu
racy
fir
st.
BS
B51
107
Dip
lom
a o
f M
anag
emen
t S
ecti
on
5 –
Can
did
ate’
s In
form
atio
n a
nd
Sel
f-E
valu
atio
n F
orm
s
P
age
155
of 2
06
©
Dep
artm
ent o
f T
rain
ing
and
Wo
rkfo
rce
Dev
elop
men
t V
ersi
on 1
, Mar
ch 2
010
Can
did
ate’
s n
ame
D
ate
com
ple
ted
Un
its
of
com
pet
enc
y B
SB
RS
K50
1A M
anag
e ris
ks
BS
BP
MG
510A
Man
age
pro
ject
s
Su
per
viso
r’s
com
men
ts (
Ple
ase
prov
ide
a co
mm
ent
on t
he c
andi
date
’s a
bilit
y to
per
form
the
abo
ve w
ork
task
/s.)
Su
per
viso
r’s
nam
e
Po
siti
on
Su
per
viso
r’s
sig
nat
ure
Dat
e
BS
B51
107
Dip
lom
a o
f M
anag
emen
t S
ecti
on
5 –
Can
did
ate’
s In
form
atio
n a
nd
Sel
f-E
valu
atio
n F
orm
s ©
Dep
artm
ent o
f T
rain
ing
and
Wo
rkfo
rce
Dev
elop
men
t P
age
156
of 2
06
V
ersi
on 1
, Mar
ch 2
010
Pag
e in
tent
iona
lly b
lank
BSB51107 Diploma of Management Section 6 – Third Party Report and Supporting Documentation
Page 157 of 206 © Department of Training and Workforce Development Version 1, March 2010
Section 6
Third Party Report
and Supporting Documentation
It is recommended that the Assessor verify the third party report with the person who
completes the form to confirm the candidate’s skills in different contexts over time.
This information may be provided at, and form part of, the interview.
BSB51107 Diploma of Management Section 6 – Third Party Report and Supporting Documentation
© Department of Training and Workforce Development Page 158 of 206 Version 1, March 2010
Page intentionally blank
BSB51107 Diploma of Management Section 6 – Third Party Report and Supporting Documentation
Page 159 of 206 © Department of Training and Workforce Development Version 1, March 2010
Third Party Report (Referee testimonial)
All people who verify your work are to complete the details below to ensure validity. (You may need multiple copies of this form.)
BSB51107 Diploma of Management
Candidate’s name
Referee’s name (Name of person providing this evidence)
Position/title
Workplace
Workplace address
Telephone numbers
Email address
This report was completed:
via interview by Assessor independently by referee
Interview conducted by (if applicable)
Date of interview
Instructions As part of the assessment for Diploma of Management, the candidate requires evidence from a third party (employer, supervisor or equivalent). This evidence will be used to validate the candidate’s skills and experience.
A letter of support from the organisation validating a range of tasks performed by the candidate over a period of time is useful in identifying competence.
To whom it may concern
Re: _____________________________________ who is a ____________________________. (insert candidate’s name) (insert industry/job title).
I certify that the above-named person has:
worked at ________________________ for a period of _______________________________. (insert name of workplace) (insert length of time)
They have regularly completed the following activities to an acceptable workplace/industry standard within this organisation. Yes No
I understand the evidence/tasks the candidate has performed on which I am required to comment.
I am willing to be contacted if further verification of my statements is required.
If you would like further information or would like to discuss any of the above, I can be contacted on ____________________________________ (insert phone number).
Yours sincerely
Signature: _____________________________________ Date: ________________________
BSB51107 Diploma of Management Section 6 – Third Party Report and Supporting Documentation
© Department of Training and Workforce Development Page 160 of 206 Version 1, March 2010
Page intentionally blank
BSB51107 Diploma of Management Section 6 – Third Party Report and Supporting Documentation
Page 161 of 206 © Department of Training and Workforce Development Version 1, March 2010
Supporting Documentation The following tables provide guides of additional evidence sources to support your claim for
Recognition of Prior Learning. If you have other evidence, you are encouraged to provide this to
your Assessor.
If you do not have all this evidence, you are not excluded from applying for recognition and you
should discuss options with your Assessor.
If you are providing documents as evidence then it is a good idea to number each document for
easy identification. Place the number of the relevant document against the evidence listed
below.
Supporting documentary evidence has been grouped according to clusters as set out below:
Table 1: Cluster 1 – Managing people
Table 2: Cluster 2 – Organisational management
Table 3: Cluster 3 – Managing and improving customer service
Table 4: Cluster 4 – Project and risk management
BSB51107 Diploma of Management Section 6 – Third Party Report and Supporting Documentation
© Department of Training and Workforce Development Page 162 of 206 Version 1, March 2010
Table 1: Cluster 1
Candidate’s name:
Date:
BSB51107 Diploma of Management required documentary evidence for:
Cluster 1 – Managing people
Document number
1. Any performance indicators that you have created for yourself or your team and details of follow-ups
2. A copy of your workplace performance management system that you have designed or contributed towards
3. Examples of where you have organised and prioritised tasks such as planning sheets, electronic diaries etc
4. Examples demonstrating how you have managed your work effectively
5. Your personal development plan showing career objectives and an action plan
6. Examples of some methods you have used to communicate to your team and external stakeholders (such as email, memos etc) to consult with and/or give them feedback
7. Examples of some methods you have used to control/resolve conflict within your team (such as redistributing groups or works etc)
8. Examples where you have engaged with stakeholders and others outside your work team to gain feedback and advice on your team
9. Examples of how you have engaged in risk analysis of performance goals or indicators before their implementation
10. Examples of workplace or external learning you have undertaken to maintain or develop your professional or personal competence
11. Details of professional or personal networks with which you are involved to enhance your personal or professional skills, knowledge and work relations
12. Developed work plans for your team demonstrating reference to the organisation’s operational plan incorporating risk analysis
13. Policies or procedures you have developed giving the team ownership of their work and responsibilities
14. Examples of where you have communicated issues on behalf of your team to management or other stakeholders, and vice versa
BSB51107 Diploma of Management Section 6 – Third Party Report and Supporting Documentation
Page 163 of 206 © Department of Training and Workforce Development Version 1, March 2010
Table 2: Cluster 2
Candidate’s name:
Date:
BSB51107 required documentary evidence for:
Cluster 2 – Organisational management
Document number
1. A developed operational plan for your area of the organisation, or for the organisation as a whole, including implementation details
2. At least three different pieces of evidence demonstrating where you have worked with financial documentation, such as budgets, ageing summaries, cash and petty cash flows, GST and/or profit and loss statements
3. Examples of any financial and organisational records you have maintained and kept
4. Examples of where you have established, maintained and/or improved OHS management systems within the organisation, such as induction and/or training program
5. Examples where you have applied the relevant aspects of OHS legislative frameworks to a situation within your organisation
6. Examples of use of technology to produce, monitor and store organisational, safety and/or financial data
7. Examples of situations where you have taken action to identify hazards, assess and control risks using problem-solving skills and workplace data and information
8. Examples where you have allocated and/or managed financial resources for your organisation
9. Examples where you have engaged in communication and consultation with other staff members and stakeholders to ensure and promote a safe workplace
BSB51107 Diploma of Management Section 6 – Third Party Report and Supporting Documentation
© Department of Training and Workforce Development Page 164 of 206 Version 1, March 2010
Table 3: Cluster 3
Candidate’s name:
Date:
BSB51107 required documentary evidence for:
Cluster 3 – Managing and improving customer service
Document number
1. Examples of different approaches or strategies you have used to improve the organisation’s functioning or improve work outcomes, demonstrating innovative thinking and the communicating skills by which you outlined these strategies/approaches
2. Examples how you have undertaken monitoring of performance and customer service
3. Any documentation outlining plans, policies or procedures that you have created to ensure quality customer service delivery
4. Any documentation or other examples where you have taken actions to solve complex complaints with customers or situations where system problems have led to poor customer service
Table 4: Cluster 4
Candidate’s name:
Date:
BSB51107 required documentary evidence for: Document
number
Cluster 4 – Project and risk management
1. A project plan that you have developed, implemented and reviewed on completion
2. A risk management plan (does not need to be related to project) that you have created demonstrating stakeholder analysis, explanations of risk context, critical success factors, identified and analysed risks, and treatment options for prioritised risks
3. Examples of monitoring arrangements you implemented for the risk management and the project plans
4. Analysis of the effectiveness of the risk management plan to treat the identified risks
BSB51107 Diploma of Management Section 6 – Third Party Report and Supporting Documentation
Page 165 of 206 © Department of Training and Workforce Development Version 1, March 2010
Assessor’s Evidence Summary Sheet The Assessor completes this table during the assessment to record the evidence collected.
It is expected that this evidence summary sheet (or similar) is attached to the evidence.
Candidate’s name
Date
Evidence collected
Unit Code Unit Title
Qu
esti
on
s
Pra
ctic
al
Th
ird
Par
ty
Rep
ort
Oth
er e
vid
ence
Co
mp
eten
cy
dem
on
stra
ted
Core units
BSBWOR501A Manage personal work priorities and professional development
Yes
No
BSBWOR502A Ensure team effectiveness Yes
No
BSBMGT502B Manage people performance Yes
No
BSBMGT515A Manage operational plan Yes
No
BSBOHS509A Ensure a safe workplace Yes
No
Elective units
BSBFIM501A Manage budgets and financial plans Yes
No
BSBCUS501A Manage quality customer service Yes
No
BSBMGT516A Facilitate continuous improvement Yes
No
BSBRSK501A Manage risk Yes
No
BSBPMG510A Manage projects Yes
No
Assessor’s signature
Assessor’s name
Date
BSB51107 Diploma of Management Section 6 – Third Party Report and Supporting Documentation
© Department of Training and Workforce Development Page 166 of 206 Version 1, March 2010
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BSB51107 Diploma of Management Section 7 – Mapping of Assessment Tools
Page 167 of 206 © Department of Training and Workforce Development Version 1, March 2010
Section 7
Mapping of Assessment Tools
This section contains tables with mapping of each of the Assessment Tools provided, against
the requirements of the units of competency, for the qualification, that makes up this RPL
Assessment Tool Kit.
It is important to note that this section is used for validation purposes only.
Whilst all effort is made to ensure that all the unit requirements for each unit are covered, the
developers do not give any warranty nor accept any liability in relation to the mapping provided.
Note: It is recommended that these Assessment Tools be validated prior to using them
for the first time, or after any customisation has been made, to ensure they meet the
requirements of the organisation and meet AQTF Standards.
BSB51107 Diploma of Management Section 7 – Mapping of Assessment Tools
© Department of Training and Workforce Development Page 168 of 206 Version 1, March 2010
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BSB51107 Diploma of Management Section 7 – Mapping of Assessment Tools
Page 169 of 206 © Department of Training and Workforce Development Version 1, March 2010
Mapping document for Cluster 1
Using this document
This document is mapped to the direct sources of evidence required to satisfy competency in
this particular cluster.
Each of the columns reflects the particular tool in use, and the numbers relate to the question
numbers in that tool which support the relevant performance criteria, critical aspects of evidence
or required knowledge and skills in this cluster.
Note: The final column, ‘Supplementary evidence’, refers to any suggested sources of
documentary evidence that the candidate may use to support their application for RPL.
BSB51107 Diploma of Management Section 7 – Mapping of Assessment Tools
© Department of Training and Workforce Development Page 170 of 206 Version 1, March 2010
Page intentionally blank
BS
B51
107
Dip
lom
a o
f M
anag
emen
t S
ecti
on
7 –
Map
pin
g o
f A
sses
smen
t T
oo
ls
P
age
171
of 2
06
©
Dep
artm
ent o
f T
rain
ing
and
Wo
rkfo
rce
Dev
elop
men
t V
ersi
on 1
, Mar
ch 2
010
Evi
den
ce M
atri
x T
he e
vide
nce
mat
rix b
elow
iden
tifie
s ho
w e
ach
of th
e qu
estio
ns in
the
Inte
rvie
w Q
uest
ion
Ban
k (S
ectio
n 3)
and
the
Pra
ctic
al T
asks
(S
ectio
n 4)
dem
onst
rate
s co
mpe
tenc
e ag
ains
t the
ele
men
ts, p
erfo
rman
ce c
riter
ia a
nd c
ritic
al a
spec
ts o
f ev
iden
ce, u
nder
pinn
ing
skill
s an
d kn
owle
dge.
Clu
ster
1 –
Man
agin
g p
eop
le
Un
its
of
com
pet
enc
y
BS
BW
OR
501A
Man
age
pers
ona
l wo
rk p
riori
ties
and
prof
essi
ona
l dev
elo
pmen
t B
SB
WO
R50
2A E
nsur
e te
am e
ffect
iven
ess
BS
BM
GT
502B
Man
age
peop
le p
erfo
rma
nce
Ele
men
t P
erfo
rman
ce
Cri
teri
a Q
ues
tio
n
Pra
ctic
al T
asks
S
up
ple
men
tary
E
vid
ence
BS
BW
OR
501
A M
anag
e p
erso
nal
wo
rk p
rio
riti
es a
nd
pro
fess
ion
al d
evel
op
men
t
1.1
S
erve
as
a po
sitiv
e ro
le m
odel
in th
e w
orkp
lace
thro
ugh
pers
onal
wor
k pl
anni
ng a
nd o
rgan
isat
ion.
Q
1, 2
b, 2
c, 3
, 3a
T1
(TS
, TM
S),
T3
(TM
S)
3, 4
1.2
E
nsur
e pe
rson
al w
ork
goal
s, p
lans
and
act
iviti
es r
efle
ct
the
orga
nisa
tion'
s pl
ans,
and
ow
n re
spon
sibi
litie
s an
d ac
coun
tabi
litie
s.
Q2c
, 3, 3
a, 4
, 6a,
6c,
6d
, 8
T1
(TM
S, C
M,
JRE
) 3
Ele
men
t 1
– E
stab
lish
pers
onal
wor
k go
als
1.3
M
easu
re a
nd m
aint
ain
pers
onal
per
form
ance
in v
aryi
ng
wor
k co
nditi
ons,
wor
k co
ntex
ts a
nd c
ontin
genc
ies.
Q
1, 2
b, 2
c, 3
, 3a,
6,
6b
T1
(TM
S, C
S),
T3
(CS
) 4
2.1
T
ake
initi
ativ
e to
prio
ritis
e an
d fa
cilit
ate
com
petin
g de
man
ds to
ach
ieve
per
sona
l, te
am a
nd o
rgan
isat
iona
l go
als
and
obje
ctiv
es.
Q1b
, 2, 2
b, 2
c, 3
, 3a,
4,
6, 6
a, 6
b, 6
c, 6
d, 8
T
1 (T
MS
, CS
, JR
E),
T3
(TS
, T
MS
)
3
2.2
U
se te
chno
logy
effi
cien
tly a
nd e
ffect
ivel
y to
man
age
wor
k pr
iorit
ies
and
com
mitm
ents
. Q
2, 2
b, 3
, 3a
T3
(TM
S)
3
Ele
men
t 2
– S
et a
nd m
eet
own
wor
k pr
iorit
ies
2.3
M
aint
ain
appr
opria
te w
ork–
life
bala
nce,
and
ens
ure
stre
ss is
effe
ctiv
ely
man
aged
and
hea
lth is
atte
nded
to.
Q1,
2b,
2c,
3, 3
a T
3 (T
MS
, CS
) 5
BS
B51
107
Dip
lom
a o
f M
anag
emen
t S
ecti
on
7 –
Map
pin
g o
f A
sses
smen
t T
oo
ls
© D
epar
tmen
t of
Tra
inin
g an
d W
ork
forc
e D
evel
opm
ent
Pag
e 17
2 of
20
6
Ver
sion
1, M
arch
201
0
Clu
ster
1 –
Man
agin
g p
eop
le
Un
its
of
com
pet
enc
y
BS
BW
OR
501A
Man
age
pers
ona
l wo
rk p
riori
ties
and
prof
essi
ona
l dev
elo
pmen
t B
SB
WO
R50
2A E
nsur
e te
am e
ffect
iven
ess
BS
BM
GT
502B
Man
age
peop
le p
erfo
rma
nce
Ele
men
t P
erfo
rman
ce
Cri
teri
a Q
ues
tio
n
Pra
ctic
al T
asks
S
up
ple
men
tary
E
vid
ence
BS
BW
OR
501
A M
anag
e p
ers
on
al w
ork
pri
ori
ties
an
d p
rofe
ssio
nal
dev
elo
pm
ent
3.1
A
sses
s pe
rson
al k
now
ledg
e an
d sk
ills
agai
nst
com
pete
ncy
stan
dard
s to
det
erm
ine
deve
lopm
ent
need
s, p
riorit
ies
and
plan
s.
Q1,
2, 2
b, 2
c, 3
, 3a,
6,
6b
T3
(JR
E)
5, 1
0
3.2
S
eek
feed
back
from
em
ploy
ees,
clie
nts
and
colle
ague
s an
d us
e th
is fe
edba
ck to
iden
tify
and
deve
lop
way
s to
im
prov
e co
mpe
tenc
e.
Q1,
1a,
1b,
1c,
2c
, 3,
3a, 4
, 6a,
6c,
6d,
8
T3
(TS
) 8
3.3
Iden
tify,
eva
luat
e, s
ele
ct a
nd u
se d
evel
opm
ent
oppo
rtun
ities
sui
tabl
e to
per
sona
l lea
rnin
g st
yle/
s to
de
velo
p co
mpe
tenc
e.
Q1,
2b,
2c,
3, 3
a, 4
, 6,
6a,
6b,
6c,
6d,
7,
7a, 8
T3
(TM
S, C
S)
5, 1
0
3.4
U
nder
take
par
ticip
atio
n in
net
wor
ks to
enh
ance
per
sona
l kn
owle
dge,
ski
lls a
nd w
ork
rela
tions
hips
. Q
1, 1
a, 1
b, 1
c 2b
, 2c,
3,
3a
6, 6
b,\
T3
(TS
, JR
E)
11
Ele
men
t 3
– D
evel
op a
nd
mai
ntai
n pr
ofes
sion
al
com
pete
nce
3.5
Id
entif
y an
d de
velo
p ne
w s
kills
to a
chie
ve a
nd m
aint
ain
a co
mpe
titiv
e ed
ge.
Q3,
3a,
2c,
4, 6
a, 6
c,
6d, 8
T
3 (T
MS
, JR
E)
5
Sys
tem
s an
d pr
oces
ses
(ele
ctro
nic
or p
aper
bas
ed)
used
to
orga
nise
prio
ritie
s an
d ta
sks,
whi
ch s
how
how
wor
k is
m
anag
ed
Q3,
3a,
4, 5
, 6a
, 6d
T3
(TS
, TM
S)
3, 4
, 9
Per
sona
l dev
elop
men
t pla
n, w
ith c
aree
r ob
ject
ives
and
an
actio
n pl
an
Q3,
3a,
4, 5
, 6a
, 6d
T3
(TM
S, C
S, J
RE
) 5
Cri
tica
l asp
ects
of
evid
ence
Kno
wle
dge
of r
elev
ant l
egis
latio
n Q
6a, 6
c T
3 (T
S)
BS
B51
107
Dip
lom
a o
f M
anag
emen
t S
ecti
on
7 –
Map
pin
g o
f A
sses
smen
t T
oo
ls
P
age
173
of 2
06
©
Dep
artm
ent o
f T
rain
ing
and
Wo
rkfo
rce
Dev
elop
men
t V
ersi
on 1
, Mar
ch 2
010
Clu
ster
1 –
Man
agin
g p
eop
le
Un
its
of
com
pet
enc
y
BS
BW
OR
501A
Man
age
pers
ona
l wo
rk p
riori
ties
and
prof
essi
ona
l dev
elo
pmen
t B
SB
WO
R50
2A E
nsur
e te
am e
ffect
iven
ess
BS
BM
GT
502B
Man
age
peop
le p
erfo
rma
nce
Ele
men
t P
erfo
rman
ce
Cri
teri
a Q
ues
tio
n
Pra
ctic
al T
asks
S
up
ple
men
tary
E
vid
ence
BS
BW
OR
501
A M
anag
e p
ers
on
al w
ork
pri
ori
ties
an
d p
rofe
ssio
nal
dev
elo
pm
ent
Prin
cipl
es a
nd te
chni
ques
invo
lved
in th
e m
anag
emen
t and
or
gani
satio
n of
:
pe
rfor
man
ce m
easu
rem
ent
pe
rson
al b
ehav
iour
, sel
f aw
aren
ess
and
pers
onal
ity tr
aits
id
entif
icat
ion
pe
rson
al d
evel
opm
ent p
lan
pe
rson
al g
oal s
ettin
g
tim
e m
anag
emen
t
Q1,
1b,
2, 2
b, 2
c, 3
, 3a
, 6, 6
b T
3
3, 4
, 5
Man
agem
ent d
evel
opm
ent o
ppor
tuni
ties
and
optio
ns fo
r se
lf Q
3, 3
a T
3 5,
10,
11
Org
anis
atio
n’s
polic
ies,
pla
ns a
nd p
roce
dure
s Q
2c, 4
, 6a,
6c,
6d,
8
T1,
T3
Typ
es o
f lea
rnin
g st
yle/
s an
d ho
w th
ey r
elat
e to
the
indi
vidu
al
Q7,
7a
T1,
T3
5
Req
uir
ed k
no
wle
dg
e
Typ
es o
f wor
k m
etho
ds a
nd p
ract
ices
that
can
impr
ove
pers
onal
per
form
ance
Q
1, 2
b, 2
c, 3
, 3a,
6,
6b
T1,
T3
5, 1
0, 1
1
Com
mun
icat
ion
skill
s to
rec
eive
, ana
lyse
and
rep
ort o
n fe
edba
ck
1, 1
a, 1
b, 1
c T
3 6,
8
Lite
racy
ski
lls to
inte
rpre
t writ
ten
and
verb
al in
form
atio
n ab
out
wor
kpla
ce r
equi
rem
ents
2c
, 4, 6
a, 6
c, 6
d, 8
T
1, T
3
Req
uir
ed s
kills
Org
anis
atio
nal s
kills
to s
et a
nd a
chie
ve p
riorit
ies
2, 2
b, 3
, 3a
T3
3, 4
, 5
BS
B51
107
Dip
lom
a o
f M
anag
emen
t S
ecti
on
7 –
Map
pin
g o
f A
sses
smen
t T
oo
ls
© D
epar
tmen
t of
Tra
inin
g an
d W
ork
forc
e D
evel
opm
ent
Pag
e 17
4 of
20
6
Ver
sion
1, M
arch
201
0
Clu
ster
1 –
Man
agin
g p
eop
le
Un
its
of
com
pet
enc
y
BS
BW
OR
501A
Man
age
pers
ona
l wo
rk p
riori
ties
and
prof
essi
ona
l dev
elo
pmen
t B
SB
WO
R50
2A E
nsur
e te
am e
ffect
iven
ess
BS
BM
GT
502B
Man
age
peop
le p
erfo
rma
nce
Ele
men
t P
erfo
rman
ce
Cri
teri
a Q
ues
tio
n
Pra
ctic
al T
asks
S
up
ple
men
tary
E
vid
ence
BS
BW
OR
502
A E
nsu
re t
eam
eff
ecti
ven
ess
1.1
C
onsu
lt te
am m
embe
rs to
est
ablis
h a
com
mon
un
ders
tand
ing
of te
am p
urpo
se, r
oles
, res
pons
ibili
ties
and
acco
unta
bilit
ies
in a
ccor
danc
e w
ith o
rgan
isat
iona
l go
als,
pla
ns a
nd o
bjec
tives
.
Q1b
, 2, 2
a, 2
b, 2
c, 6
a T
1 (T
MS
, JR
E)
6
1.2
D
evel
op p
erfo
rman
ce p
lans
to e
stab
lish
expe
cted
ou
tcom
es, o
utpu
ts, k
ey p
erfo
rman
ce in
dica
tors
and
goa
ls
for
wor
k te
am.
Q1a
, 1b,
2, 2
b, 2
c, 6
, 6b
, 8
T1
(TS
, TM
S, J
RE
) 1,
12
Ele
men
t 1
– E
stab
lish
team
pe
rfor
man
ce
1.3
S
uppo
rt te
am m
embe
rs in
mee
ting
expe
cted
pe
rfor
man
ce o
utco
mes
. Q
1b, 2
, 2a,
2b,
2c,
6a
T1,
T2
(TM
S, C
M)
6
2.1
Dev
elop
str
ateg
ies
to e
nsur
e te
am m
embe
rs h
ave
inpu
t in
to p
lann
ing,
dec
isio
n m
akin
g an
d op
erat
iona
l asp
ects
of
wor
k te
am.
Q1b
, 2, 2
a, 2
b, 2
c, 6
, 6b
T
2 (T
MS
, JR
E)
6
2.2
Dev
elop
pol
icie
s an
d pr
oced
ures
to e
nsur
e te
am
mem
bers
take
res
pons
ibili
ty fo
r ow
n w
ork
and
assi
st
othe
rs to
und
erta
ke r
equi
red
role
s an
d re
spon
sibi
litie
s.
Q1b
, 2, 2
a, 2
b, 2
c, 6
, 6b
T
1, 2
(T
MS
, CM
) 13
2.3
Pro
vide
feed
back
to te
am m
embe
rs to
enc
oura
ge, v
alue
an
d re
war
d in
divi
dual
and
team
effo
rts
and
cont
ribut
ions
. Q
1, 1
a, 1
b, 1
c , 2
, 2a,
2b
, 2c,
3, 3
a, 6
a T
1, 2
(T
MS
, JR
E)
6
Ele
men
t 2
– S
et a
nd m
eet
own
wor
k pr
iorit
ies
2.4
Dev
elop
pro
cess
es to
ens
ure
that
issu
es, c
once
rns
and
prob
lem
s id
entif
ied
by te
am m
embe
rs a
re r
ecog
nise
d an
d ad
dres
sed.
Q1,
1a,
1b,
1c,
2a,
2b
, 2c,
3, 3
a, 8
7
Ele
men
t 3
– F
acili
tate
te
amw
ork
3.1
Enc
oura
ge te
am m
embe
rs a
nd in
divi
dual
s to
par
ticip
ate
in a
nd to
take
res
pons
ibili
ty fo
r te
am a
ctiv
ities
, inc
ludi
ng
com
mun
icat
ion
proc
esse
s.
Q1,
1a,
1b,
1c,
2a,
2b
, 2c,
3, 3
a, 6
a T
2 (T
MS
, JR
E)
13
BS
B51
107
Dip
lom
a o
f M
anag
emen
t S
ecti
on
7 –
Map
pin
g o
f A
sses
smen
t T
oo
ls
P
age
175
of 2
06
©
Dep
artm
ent o
f T
rain
ing
and
Wo
rkfo
rce
Dev
elop
men
t V
ersi
on 1
, Mar
ch 2
010
Clu
ster
1 –
Man
agin
g p
eop
le
Un
its
of
com
pet
enc
y
BS
BW
OR
501A
Man
age
pers
ona
l wo
rk p
riori
ties
and
prof
essi
ona
l dev
elo
pmen
t B
SB
WO
R50
2A E
nsur
e te
am e
ffect
iven
ess
BS
BM
GT
502B
Man
age
peop
le p
erfo
rma
nce
Ele
men
t P
erfo
rman
ce
Cri
teri
a Q
ues
tio
n
Pra
ctic
al T
asks
S
up
ple
men
tary
E
vid
ence
BS
BW
OR
502
A E
nsu
re t
eam
eff
ecti
ven
ess
3.2
Sup
port
the
team
in id
entif
ying
and
res
olvi
ng w
ork
perf
orm
ance
pro
blem
s.
Q1,
1a,
1b,
1c,
8
T2
(TM
S, C
M,
JRE
) 6,
7
3.3
Ens
ure
own
cont
ribut
ion
to w
ork
team
ser
ves
as a
rol
e m
odel
for
othe
rs a
nd e
nhan
ces
the
orga
nisa
tion'
s im
age
for
all s
take
hold
ers.
Q1,
1a,
1b,
1c,
2, 2
a,
2b, 2
c, 3
, 3a,
6a
T1,
2 (
TM
, TM
S)
10, 4
4.1
Est
ablis
h an
d m
aint
ain
open
com
mun
icat
ion
proc
esse
s w
ith a
ll st
akeh
olde
rs.
Q1,
1a,
1b,
1c,
1b,
2a
, 2b,
2c,
6a
T1,
2 (
TM
S, J
RE
) 6,
14
4.2
Com
mun
icat
e in
form
atio
n fr
om li
ne
man
ager
/man
agem
ent t
o th
e te
am.
Q1,
1a,
1b,
1c,
2a,
2b
, 2c,
3, 3
a, 6
a T
2 (T
MS
) 6,
14
4.3
Com
mun
icat
e un
reso
lved
issu
es, c
once
rns
and
prob
lem
s ra
ised
by
team
mem
bers
and
follo
w-u
p w
ith li
ne
man
ager
/man
agem
ent a
nd o
ther
rel
evan
t sta
keho
lder
s.
Q1,
1a,
1b,
1c,
2, 2
a,
2b, 2
c, 3
, 3a,
6, 6
b, 8
T
1, 2
(T
MS
, JR
E)
14
Ele
men
t 4
– Li
aise
with
st
akeh
olde
rs
4.4
Eva
luat
e an
d ta
ke n
eces
sary
cor
rect
ive
actio
n re
gard
ing
unre
solv
ed is
sues
, con
cern
s an
d pr
oble
ms
rais
ed b
y in
tern
al o
r ex
tern
al s
take
hold
ers.
Q1,
1a,
1b,
1c,
8
T2
(TM
S, C
M,
JRE
) 7
Ran
ge o
f tec
hniq
ues
that
can
be
used
to b
uild
wor
k te
ams,
st
reng
then
com
mun
icat
ion
in th
e te
am a
nd r
esol
ve c
onfli
ct
Q1b
, 2a,
2b,
2c,
8
T1,
2 (
TM
, TM
S,
CM
) 6,
7
Met
hods
for
enga
ging
with
sta
keho
lder
s an
d ob
tain
ing
advi
ce
from
out
side
the
wor
k te
am, t
o en
sure
team
is fo
cuss
ed a
nd o
n tr
ack
Q1b
, 2a,
2b,
2c
T1
(TM
S, J
RE
) 8,
14
Cri
tica
l asp
ects
of
evid
ence
Kno
wle
dge
of g
roup
beh
avio
ur
Q1b
, 2a,
2b,
2c
T1,
2 (
TM
S, C
M)
12
Gro
up b
ehav
iour
Q
1b, 2
a, 2
b, 2
c T
1, 2
1,
12,
6
Req
uir
ed k
no
wle
dg
e
Mod
els
for
conf
lict r
esol
utio
n Q
1a, 8
7
BS
B51
107
Dip
lom
a o
f M
anag
emen
t S
ecti
on
7 –
Map
pin
g o
f A
sses
smen
t T
oo
ls
© D
epar
tmen
t of
Tra
inin
g an
d W
ork
forc
e D
evel
opm
ent
Pag
e 17
6 of
20
6
Ver
sion
1, M
arch
201
0
Clu
ster
1 –
Man
agin
g p
eop
le
Un
its
of
com
pet
enc
y
BS
BW
OR
501A
Man
age
pers
ona
l wo
rk p
riori
ties
and
prof
essi
ona
l dev
elo
pmen
t B
SB
WO
R50
2A E
nsur
e te
am e
ffect
iven
ess
BS
BM
GT
502B
Man
age
peop
le p
erfo
rma
nce
Ele
men
t P
erfo
rman
ce
Cri
teri
a Q
ues
tio
n
Pra
ctic
al T
asks
S
up
ple
men
tary
E
vid
ence
BS
BW
OR
502
A E
nsu
re t
eam
eff
ecti
ven
ess
Tra
inin
g sk
ills
to c
oach
and
men
tor
team
mem
bers
Q
1b, 2
, 6a
1
Com
mun
icat
ion
skill
s to
exp
lain
team
goa
ls, t
o ad
dres
s te
am
conf
lict a
nd to
bui
ld a
n en
viro
nmen
t of t
rust
Q
1, 1
a, 1
b, 1
c, 2
a,
2b, 2
c, 3
, 3a,
6a
6,
7, 1
4
Req
uir
ed s
kills
Pla
nnin
g an
d or
gani
satio
nal s
kills
to k
eep
team
on
trac
k an
d fo
cuss
ed o
n w
ork
outc
omes
Q
1b, 2
, 2b,
2c,
6, 6
b
3, 6
, 12
BS
BM
GT
502B
Man
age
peo
ple
per
form
ance
1.1
C
onsu
lt re
leva
nt g
roup
s an
d in
divi
dual
s on
wor
k to
be
allo
cate
d an
d re
sour
ces
avai
labl
e.
Q1,
1a,
1b,
1c,
6, 6
b T
1 (T
S)
6
1.2
D
evel
op w
ork
plan
s in
acc
orda
nce
with
ope
ratio
nal p
lans
. Q
1, 1
a, 1
b, 1
c, 2
c, 4
, 5,
6a,
6c,
6d,
8
T1(
TM
S, J
RE
) 12
1.3
A
lloca
te w
ork
in a
way
that
is e
ffici
ent,
cost
effe
ctiv
e an
d ou
tcom
e fo
cuss
ed.
Q1,
1a,
1b,
1c,
6, 6
b T
1 (T
S, T
MS
) 3
1.4
Con
firm
per
form
ance
sta
ndar
ds, C
ode
of C
ondu
ct a
nd
wor
k ou
tput
s w
ith r
elev
ant t
eam
s an
d in
divi
dual
s.
Q1,
1a,
1b,
1c
2c, 4
, 6a
, 6c,
6d,
8
T1
(TS
, JR
E)
1.5
Dev
elop
and
agr
ee p
erfo
rman
ce in
dica
tors
with
rel
evan
t st
aff p
rior
to c
omm
ence
men
t of w
ork.
Q
1, 1
a, 1
b, 1
c, 6
, 6b
T1
(TM
S, J
RE
) 1
Ele
men
t 1
– A
lloca
te w
ork
1.6
Con
duct
ris
k an
alys
is in
acc
orda
nce
with
the
orga
nisa
tiona
l ris
k m
anag
emen
t pla
n an
d le
gal
requ
irem
ents
.
Q1,
1a,
1b,
1c,
2c,
4,
6, 6
a, 6
b, 6
c, 6
d, 8
T
1 (J
RE
, CM
) 12
Ele
men
t 2
– A
sses
s pe
rfor
man
ce
2.1
Des
ign
perf
orm
ance
man
agem
ent a
nd r
evie
w p
roce
sses
to
ens
ure
cons
iste
ncy
with
org
anis
atio
nal o
bjec
tives
and
po
licie
s.
Q1,
1a,
1b,
1c,
2c,
4,
5, 6
a, 6
c, 6
d, 8
2
BS
B51
107
Dip
lom
a o
f M
anag
emen
t S
ecti
on
7 –
Map
pin
g o
f A
sses
smen
t T
oo
ls
P
age
177
of 2
06
©
Dep
artm
ent o
f T
rain
ing
and
Wo
rkfo
rce
Dev
elop
men
t V
ersi
on 1
, Mar
ch 2
010
Clu
ster
1 –
Man
agin
g p
eop
le
Un
its
of
com
pet
enc
y
BS
BW
OR
501A
Man
age
pers
ona
l wo
rk p
riori
ties
and
prof
essi
ona
l dev
elo
pmen
t B
SB
WO
R50
2A E
nsur
e te
am e
ffect
iven
ess
BS
BM
GT
502B
Man
age
peop
le p
erfo
rma
nce
Ele
men
t P
erfo
rman
ce
Cri
teri
a Q
ues
tio
n
Pra
ctic
al T
asks
S
up
ple
men
tary
E
vid
ence
BS
BM
GT
502
B M
anag
e p
eop
le p
erfo
rman
ce
2.2
Tra
in p
artic
ipan
ts in
the
perf
orm
ance
man
agem
ent a
nd
revi
ew p
roce
ss.
Q1,
1a,
1b,
1c,
6, 6
b,
2c, 4
, 5, 6
a, 6
c, 6
d, 8
T
1 (T
MS
)
2.3
Con
duct
per
form
ance
man
agem
ent i
n ac
cord
ance
with
or
gani
satio
nal p
roto
cols
and
tim
elin
es.
Q1,
1a,
1b,
1c,
4, 5
, 6,
6a,
6b.
6d
T1
(TM
S, J
RE
) 1
2.4
Mon
itor
and
eval
uate
per
form
ance
on
a co
ntin
uous
bas
is.
Q1,
1a,
1b,
1c,
2c,
4,
5, 6
, 6a,
6b,
6c,
6d,
8
T1
(TM
S)
1
3.1
Pro
vide
info
rmal
feed
back
to s
taff
on a
reg
ular
bas
is.
Q1,
1a,
1b,
1c,
6, 6
b T
1 (T
MS
) 6
3.2
Adv
ise
rele
vant
peo
ple
whe
re th
ere
is p
oor
perf
orm
ance
an
d ta
ke n
eces
sary
act
ions
. Q
1, 1
a, 1
b, 1
c, 2
c, 4
, 6a
, 6c,
6d,
8
T1
(TM
S, J
RE
)
3.3
Pro
vide
on-
the-
job
coac
hing
whe
n ne
cess
ary
to im
prov
e pe
rfor
man
ce a
nd to
con
firm
exc
elle
nce
in p
erfo
rman
ce.
Q1,
1a,
1b,
1c,
6, 6
b T
1 (T
MS
, CM
)
3.4
Doc
umen
t per
form
ance
in a
ccor
danc
e w
ith th
e or
gani
satio
nal p
erfo
rman
ce m
anag
emen
t sys
tem
. Q
2c, 4
, 6a,
6c,
6d,
8
T1
(TM
S, J
RE
) 1
Ele
men
t 3
– P
rovi
de
feed
back
3.5
Con
duct
form
al s
truc
ture
d fe
edba
ck s
essi
ons
as
nece
ssar
y an
d in
acc
orda
nce
with
org
anis
atio
nal p
olic
y.
Q1,
1a,
1b,
1c,
2c,
4,
6, 6
a, 6
b, 6
c, 6
d, 8
T
1 (T
MS
, JR
E)
1
4.1
Writ
e an
d ag
ree
perf
orm
ance
impr
ovem
ent a
nd
deve
lopm
ent p
lans
in a
ccor
danc
e w
ith o
rgan
isat
iona
l po
licie
s.
Q1,
1a,
1b,
1c,
4, 5
, 6,
6a,
6b.
6d
T1(
TM
S, J
RE
) 1
4.2
See
k as
sist
ance
from
hum
an r
esou
rces
spe
cial
ists
whe
re
appr
opria
te.
Q1,
1a,
1b,
1c,
4, 5
, 6,
6a,
6b.
6d
T1
(TM
S, C
M)
Ele
men
t 4
– M
anag
e fo
llow
-up
4.3
Rei
nfor
ce e
xcel
lenc
e in
per
form
ance
thro
ugh
reco
gniti
on
and
cont
inuo
us fe
edba
ck.
Q1,
1a,
1b,
1c,
6, 6
b T
1 (T
MS
, CM
)
BS
B51
107
Dip
lom
a o
f M
anag
emen
t S
ecti
on
7 –
Map
pin
g o
f A
sses
smen
t T
oo
ls
© D
epar
tmen
t of
Tra
inin
g an
d W
ork
forc
e D
evel
opm
ent
Pag
e 17
8 of
20
6
Ver
sion
1, M
arch
201
0
Clu
ster
1 –
Man
agin
g p
eop
le
Un
its
of
com
pet
enc
y
BS
BW
OR
501A
Man
age
pers
ona
l wo
rk p
riori
ties
and
prof
essi
ona
l dev
elo
pmen
t B
SB
WO
R50
2A E
nsur
e te
am e
ffect
iven
ess
BS
BM
GT
502B
Man
age
peop
le p
erfo
rma
nce
Ele
men
t P
erfo
rman
ce
Cri
teri
a Q
ues
tio
n
Pra
ctic
al T
asks
S
up
ple
men
tary
E
vid
ence
BS
BM
GT
502
B M
anag
e p
eop
le p
erfo
rman
ce
4.4
Mon
itor
and
coac
h in
divi
dual
s w
ith p
oor
perf
orm
ance
. Q
1, 1
a, 1
b, 1
c, 2
c, 4
, 6,
6a,
6b,
6c,
6d,
8
T1
(TS
, TM
S)
1
4.5
Pro
vide
sup
port
ser
vice
s w
here
nec
essa
ry.
Q1,
1a,
1b,
1c,
4, 5
, 6,
6a,
6b.
6d
T1
(TM
S, C
M)
1
4.6
Cou
nsel
indi
vidu
als
who
con
tinue
to p
erfo
rm b
elow
ex
pect
atio
ns a
nd im
plem
ent t
he d
isci
plin
ary
proc
ess
if ne
cess
ary.
Q1,
1a,
1b,
1c
2c, 4
, 6a
, 6c,
6d,
8
T1
(TM
S, J
RE
)
4.7
Ter
min
ate
staf
f in
acco
rdan
ce w
ith le
gal a
nd
orga
nisa
tiona
l req
uire
men
ts w
here
ser
ious
mis
cond
uct
occu
rs o
r on
goin
g po
or-p
erfo
rman
ce c
ontin
ues.
Q1,
1a,
1b,
1c
2c, 4
, 6a
, 6c,
6d,
8
T1
(TM
S, J
RE
)
Doc
umen
ted
perf
orm
ance
indi
cato
rs a
nd a
crit
ical
des
crip
tion
and
anal
ysis
of t
he p
erfo
rman
ce m
anag
emen
t sys
tem
from
the
wor
kpla
ce
Q4,
6
T1
(TM
S, C
M,
JRE
) 1,
2
Tec
hniq
ues
in p
rovi
ding
feed
back
and
coa
chin
g fo
r im
prov
emen
t in
perf
orm
ance
Q
2 T
1 (T
MS
, CM
) 1,
6
Cri
tica
l asp
ects
of
evid
ence
Kno
wle
dge
of r
elev
ant a
war
ds a
nd c
ertif
ied
agre
emen
ts
Q3
T1
(TS
) 12
Rel
evan
t leg
isla
tion
from
all
leve
ls o
f gov
ernm
ent t
hat a
ffect
s bu
sine
ss o
pera
tion,
esp
ecia
lly in
reg
ard
to o
ccup
atio
nal h
ealth
an
d sa
fety
and
env
ironm
enta
l iss
ues,
equ
al o
ppor
tuni
ty,
indu
stria
l rel
atio
ns a
nd a
nti-d
iscr
imin
atio
n
Q2c
, 4, 6
a, 6
c, 6
d, 8
T
1
1, 2
Rel
evan
t aw
ards
and
cer
tifie
d ag
reem
ents
Q
2c, 4
, 6a,
6c,
6d,
8
T1
2
Req
uir
ed k
no
wle
dg
e
Per
form
ance
mea
sure
men
t sys
tem
s ut
ilise
d w
ithin
the
orga
nisa
tion
Q6,
6b
T1
1, 2
BS
B51
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lom
a o
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on
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g o
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sses
smen
t T
oo
ls
P
age
179
of 2
06
©
Dep
artm
ent o
f T
rain
ing
and
Wo
rkfo
rce
Dev
elop
men
t V
ersi
on 1
, Mar
ch 2
010
Clu
ster
1 –
Man
agin
g p
eop
le
Un
its
of
com
pet
enc
y
BS
BW
OR
501A
Man
age
pers
ona
l wo
rk p
riori
ties
and
prof
essi
ona
l dev
elo
pmen
t B
SB
WO
R50
2A E
nsur
e te
am e
ffect
iven
ess
BS
BM
GT
502B
Man
age
peop
le p
erfo
rma
nce
Ele
men
t P
erfo
rman
ce
Cri
teri
a Q
ues
tio
n
Pra
ctic
al T
asks
S
up
ple
men
tary
E
vid
ence
BS
BM
GT
502
B M
anag
e p
eop
le p
erfo
rman
ce
Unl
awfu
l dis
mis
sal l
aws
and
due
proc
ess
Q2c
, 4, 6
a, 6
c, 6
d, 8
T
1 2
Sta
ff de
velo
pmen
t opt
ions
and
info
rmat
ion
Q6,
6b
T1
1, 1
2
Req
uir
ed k
no
wle
dg
e (c
on
tin
ued
)
Com
mun
icat
ion
skill
s to
art
icul
ate
expe
cted
sta
ndar
ds o
f pe
rfor
man
ce, t
o pr
ovid
e ef
fect
ive
feed
back
and
to c
oach
sta
ff w
ho n
eed
deve
lopm
ent
Q1,
1a,
1b,
1c
T1
6
Ris
k m
anag
emen
t ski
lls to
ana
lyse
, ide
ntify
and
dev
elop
m
itiga
tion
stra
tegi
es fo
r id
entif
ied
risks
Q
5 T
1 12
Pla
nnin
g an
d or
gani
satio
nal s
kills
to e
nsur
e a
plan
ned
and
obje
ctiv
e ap
proa
ch to
the
perf
orm
ance
man
agem
ent s
yste
m
Q4,
5, 6
a, 6
d T
1 1,
12
Req
uir
ed s
kills
Doc
umen
ted
perf
orm
ance
indi
cato
rs a
nd a
crit
ical
des
crip
tion
and
anal
ysis
of t
he p
erfo
rman
ce m
anag
emen
t sys
tem
from
the
wor
kpla
ce
Q4,
6
T1
(TM
S, C
M,
JRE
) 1,
2
BS
B51
107
Dip
lom
a o
f M
anag
emen
t S
ecti
on
7 –
Map
pin
g o
f A
sses
smen
t T
oo
ls
© D
epar
tmen
t of
Tra
inin
g an
d W
ork
forc
e D
evel
opm
ent
Pag
e 18
0 of
20
6
Ver
sion
1, M
arch
201
0
Pag
e in
tent
iona
lly b
lank
BSB51107 Diploma of Management Section 7 – Mapping of Assessment Tools
Page 181 of 206 © Department of Training and Workforce Development Version 1, March 2010
Mapping document for Cluster 2
Using this document
This document is mapped to the direct sources of evidence required to satisfy competency in
this particular cluster.
Each of the columns reflects the particular tool in use, and the numbers relate to the question
numbers in that tool which support the relevant performance criteria, critical aspects of evidence
or required knowledge and skills in this cluster.
Note: The final column, ‘Supplementary evidence’, refers to any suggested sources of
documentary evidence that the candidate may use to support their application for RPL.
BSB51107 Diploma of Management Section 7 – Mapping of Assessment Tools
© Department of Training and Workforce Development Page 182 of 206 Version 1, March 2010
Page intentionally blank
BS
B51
107
Dip
lom
a o
f M
anag
emen
t S
ecti
on
7 –
Map
pin
g o
f A
sses
smen
t T
oo
ls
P
age
183
of 2
06
©
Dep
artm
ent o
f T
rain
ing
and
Wo
rkfo
rce
Dev
elop
men
t V
ersi
on 1
, Mar
ch 2
010
Evi
den
ce M
atri
x T
he e
vide
nce
mat
rix b
elow
iden
tifie
s ho
w e
ach
of th
e qu
estio
ns in
the
Inte
rvie
w Q
uest
ion
Ban
k (S
ectio
n 3)
and
the
Pra
ctic
al T
asks
(S
ectio
n 4)
dem
onst
rate
s co
mpe
tenc
e ag
ains
t the
ele
men
ts, p
erfo
rman
ce c
riter
ia a
nd c
ritic
al a
spec
ts o
f ev
iden
ce, u
nder
pinn
ing
skill
s an
d kn
owle
dge.
Clu
ster
2 –
Org
anis
atio
nal
man
agem
ent
Un
its
of
com
pet
enc
y
BS
BM
GT
515A
Man
age
oper
atio
nal p
lan
BS
BO
HS
509A
Ens
ure
a sa
fe w
ork
plac
e B
SB
FIM
501A
Man
age
bud
ge
ts a
nd fi
nanc
ial p
lans
Ele
men
t P
erfo
rman
ce
Cri
teri
a Q
ues
tio
n
Pra
ctic
al T
asks
S
up
ple
men
tary
E
vid
ence
BS
BM
GT
515A
Man
age
op
erat
ion
al p
lan
1.1
R
esea
rch,
ana
lyse
and
doc
umen
t res
ourc
e re
quire
men
ts
and
deve
lop
an o
pera
tiona
l pla
n in
con
sulta
tion
with
re
leva
nt p
erso
nnel
, col
leag
ues
and
spec
ialis
t res
ourc
e m
anag
ers.
Q1c
, 1d,
2, 8
T
6 (T
S, T
MS
, JR
E)
15
1.2
D
evel
op a
nd/o
r im
plem
ent c
onsu
ltatio
n pr
oces
ses
as a
n in
tegr
al p
art o
f the
ope
ratio
nal p
lann
ing
proc
ess.
Q
1, 1
d, 8
T
6 (T
S, T
MS
) 15
1.3
E
nsur
e de
tails
of t
he o
pera
tiona
l pla
n in
clud
e th
e de
velo
pmen
t of k
ey p
erfo
rman
ce in
dica
tors
to m
easu
re
orga
nisa
tiona
l per
form
ance
.
Q8,
8b,
8c
T6
(TS
, TM
S, C
M)
15
1.4
D
evel
op a
nd im
plem
ent c
ontin
genc
y pl
ans
at a
ppro
pria
te
stag
es o
f ope
ratio
nal p
lann
ing.
Q
8 T
6 (T
S, T
MS
, CM
) 15
1.5
Ens
ure
the
deve
lopm
ent a
nd p
rese
ntat
ion
of p
ropo
sals
fo
r re
sour
ce r
equi
rem
ents
are
sup
port
ed b
y a
varie
ty o
f in
form
atio
n so
urce
s an
d se
ek s
peci
alis
t adv
ice
as
requ
ired.
Q8
T6
(TS
, TM
S, C
M,
JRE
) 15
Ele
men
t 1
– D
evel
op
oper
atio
nal p
lan
1.6
Obt
ain
appr
oval
for
plan
from
rel
evan
t par
ties
and
ensu
re
unde
rsta
ndin
g am
ong
wor
k te
ams
invo
lved
. Q
1, 1
c, 1
d, 8
T
6 (T
MS
, JR
E)
15
BS
B51
107
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lom
a o
f M
anag
emen
t S
ecti
on
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Map
pin
g o
f A
sses
smen
t T
oo
ls
© D
epar
tmen
t of
Tra
inin
g an
d W
ork
forc
e D
evel
opm
ent
Pag
e 18
4 of
20
6
Ver
sion
1, M
arch
201
0
Clu
ster
2 –
Org
anis
atio
nal
man
agem
ent
Un
its
of
com
pet
enc
y
BS
BM
GT
515A
Man
age
oper
atio
nal p
lan
BS
BO
HS
509A
Ens
ure
a sa
fe w
ork
plac
e B
SB
FIM
501A
Man
age
bud
ge
ts a
nd fi
nanc
ial p
lans
Ele
men
t P
erfo
rman
ce
Cri
teri
a Q
ues
tio
n
Pra
ctic
al T
asks
S
up
ple
men
tary
E
vid
ence
BS
BM
GT
515
A M
anag
e o
per
atio
nal
pla
n
2.1
D
evel
op a
nd im
plem
ent s
trat
egie
s to
ens
ure
that
em
ploy
ees
are
recr
uite
d an
d/or
indu
cted
with
in th
e or
gani
satio
n's
hum
an r
esou
rces
man
agem
ent p
olic
ies
and
prac
tices
.
Q2a
, 4b
T6
(TS
, TM
S, J
RE
) 18
E
lem
ent
2 –
Pla
n an
d m
anag
e re
sour
ce a
cqui
sitio
n
2.2
D
evel
op a
nd im
plem
ent s
trat
egie
s to
ens
ure
that
phy
sica
l re
sour
ces
and
serv
ices
are
acq
uire
d in
acc
orda
nce
with
th
e or
gani
satio
n's
polic
ies,
pra
ctic
es a
nd p
roce
dure
s.
Q2,
2b
T6
(TS
, TM
S, J
RE
) 22
3.1
D
evel
op, m
onito
r an
d re
view
per
form
ance
sys
tem
s an
d pr
oces
ses
to a
sses
s pr
ogre
ss in
ach
ievi
ng p
rofit
and
pr
oduc
tivity
pla
ns a
nd ta
rget
s.
Q3,
8a,
8d
T6
(TM
S, C
M,
JRE
) 16
, 17,
22
3.2
A
naly
se a
nd in
terp
ret b
udge
t and
act
ual f
inan
cial
in
form
atio
n to
mon
itor
and
revi
ew p
rofit
and
pro
duct
ivity
pe
rfor
man
ce.
Q3,
8a,
8d
T5,
6 (
TS
, TM
S)
16, 1
7, 2
2
3.3
Id
entif
y ar
eas
of u
nder
per
form
ance
, rec
omm
end
solu
tions
, and
take
pro
mpt
act
ion
to r
ectif
y th
e si
tuat
ion.
Q
8d
T6
(TM
S, C
M,
JRE
)
3.4
P
lan
and
impl
emen
t sys
tem
s to
ens
ure
that
men
torin
g an
d co
achi
ng a
re p
rovi
ded
to s
uppo
rt in
divi
dual
s an
d te
ams
to e
ffect
ivel
y, e
cono
mic
ally
and
saf
ely
use
reso
urce
s.
Q8a
T
6 (T
S, T
MS
) 15
3.5
Neg
otia
te r
ecom
men
datio
ns fo
r va
riatio
ns to
ope
ratio
nal
plan
s an
d ga
in a
ppro
val f
rom
des
igna
ted
pers
ons/
grou
ps.
Q8d
T
6 (T
S, T
MS
, CM
, JR
E)
17
Ele
men
t 3
– M
onito
r an
d re
view
ope
ratio
nal
perf
orm
ance
3.6
D
evel
op a
nd im
plem
ent s
yste
ms
to e
nsur
e th
at
proc
edur
es a
nd r
ecor
ds a
ssoc
iate
d w
ith d
ocum
entin
g pe
rfor
man
ce a
re m
anag
ed in
acc
orda
nce
with
or
gani
satio
nal r
equi
rem
ents
.
Q8d
T
6 (T
S, T
MS
, JR
E)
17, 2
0
BS
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185
of 2
06
©
Dep
artm
ent o
f T
rain
ing
and
Wo
rkfo
rce
Dev
elop
men
t V
ersi
on 1
, Mar
ch 2
010
Clu
ster
2 –
Org
anis
atio
nal
man
agem
ent
Un
its
of
com
pet
enc
y
BS
BM
GT
515A
Man
age
oper
atio
nal p
lan
BS
BO
HS
509A
Ens
ure
a sa
fe w
ork
plac
e B
SB
FIM
501A
Man
age
bud
ge
ts a
nd fi
nanc
ial p
lans
Ele
men
t P
erfo
rman
ce
Cri
teri
a Q
ues
tio
n
Pra
ctic
al T
asks
S
up
ple
men
tary
E
vid
ence
BS
BM
GT
515
A M
anag
e o
per
atio
nal
pla
n
Dev
elop
men
t of a
n op
erat
iona
l pla
n w
ith d
etai
ls o
f how
it w
ill
be im
plem
ente
d an
d m
onito
red
Q8,
8a,
8b,
8c,
8d
T6
(TS
, TM
S, C
M,
JRE
) 15
C
riti
cal a
spec
ts o
f ev
iden
ce
Kno
wle
dge
of m
odel
s an
d m
etho
ds fo
r op
erat
iona
l pla
ns
Q8
T6
(TM
S)
15
Mod
els
and
met
hods
for
oper
atio
nal p
lans
Q
8 T
6 (T
MS
) 15
Bud
getin
g pr
oces
ses
Q3,
8
T6
(TM
S)
16, 2
2
Req
uir
ed k
no
wle
dg
e
Alte
rnat
ive
appr
oach
es to
impr
ovin
g re
sour
ce u
sage
and
el
imin
atin
g re
sour
ce in
effic
ienc
ies
and
was
te
Q2,
2b,
3
T6
(TM
S, C
M)
15, 1
6, 2
2
Lite
racy
ski
lls to
acc
ess
and
use
wor
kpla
ce in
form
atio
n an
d to
w
rite
a su
ccin
ct a
nd p
ract
ical
pla
n Q
8 T
6 (T
S, T
MS
, JR
E)
15, 1
7
Tec
hnol
ogy
skill
s to
use
sof
twar
e to
pro
duce
and
mon
itor
the
plan
aga
inst
per
form
ance
indi
cato
rs
Q8,
8a,
8d
T6
(TS
, TM
S)
20
Pla
nnin
g an
d or
gani
satio
nal s
kills
Q
8 T
6 (T
S, T
MS
, CM
) 15
Coa
chin
g sk
ills
to w
ork
with
peo
ple
with
poo
r pe
rfor
man
ce
Q1,
1a,
1b,
1c,
1d,
9,
10, 1
1, 1
1a, 1
1b
Req
uir
ed s
kills
Num
erac
y sk
ills
to a
lloca
te a
nd m
anag
e fin
anci
al r
esou
rces
Q
2, 2
b, 3
, 8
T5
(TS
, TM
S)
16, 1
7, 2
2
BS
BO
HS
509A
En
sure
a s
afe
wo
rkp
lace
1.1
Lo
cate
and
com
mun
icat
e O
HS
pol
icie
s w
hich
cle
arly
ex
pres
s th
e or
gani
satio
n's
com
mitm
ent t
o im
plem
ent
rele
vant
OH
S le
gisl
atio
n in
the
ente
rpris
e.
Q4a
, 4b,
11a
T
5 (T
S, T
MS
, JR
E)
19
Ele
men
t 1
– E
stab
lish
and
mai
ntai
n an
OH
S s
yste
m
1.2
D
efin
e O
HS
res
pons
ibili
ties
for
all w
orkp
lace
per
sonn
el in
ac
cord
ance
with
OH
S p
olic
ies,
pro
cedu
res
and
prog
ram
s.
Q7,
11a
T
5 (T
MS
, JR
E)
15
BS
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107
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a o
f M
anag
emen
t S
ecti
on
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pin
g o
f A
sses
smen
t T
oo
ls
© D
epar
tmen
t of
Tra
inin
g an
d W
ork
forc
e D
evel
opm
ent
Pag
e 18
6 of
20
6
Ver
sion
1, M
arch
201
0
Clu
ster
2 –
Org
anis
atio
nal
man
agem
ent
Un
its
of
com
pet
enc
y
BS
BM
GT
515A
Man
age
oper
atio
nal p
lan
BS
BO
HS
509A
Ens
ure
a sa
fe w
ork
plac
e B
SB
FIM
501A
Man
age
bud
ge
ts a
nd fi
nanc
ial p
lans
Ele
men
t P
erfo
rman
ce
Cri
teri
a Q
ues
tio
n
Pra
ctic
al T
asks
S
up
ple
men
tary
E
vid
ence
BS
BO
HS
509
A E
nsu
re a
saf
e w
ork
pla
ce
1.
3
Iden
tify
and
appr
ove
finan
cial
and
hum
an r
esou
rces
for
the
effe
ctiv
e op
erat
ion
of th
e O
HS
sys
tem
. Q
2, 2
a T
5 (T
S, T
MS
, JR
E)
22
2.1
Est
ablis
h an
d m
aint
ain
part
icip
ativ
e ar
rang
emen
ts w
ith
empl
oyee
s an
d th
eir
repr
esen
tativ
es in
acc
orda
nce
with
re
leva
nt O
HS
legi
slat
ion.
Q5,
11a
T
5 (T
S, T
MS
, JR
E)
19, 2
3
2.2
App
ropr
iate
ly r
esol
ve is
sues
rai
sed
thro
ugh
part
icip
ativ
e ar
rang
emen
ts a
nd c
onsu
ltatio
n.
Q5
T5
(TS
, TM
S, C
M)
23
Ele
men
t 2
– E
stab
lish
and
mai
ntai
n pa
rtic
ipat
ive
arra
ngem
ents
for
the
man
agem
ent o
f OH
S
2.3
Pro
mpt
ly p
rovi
de in
form
atio
n ab
out t
he o
utco
mes
of
part
icip
atio
n an
d co
nsul
tatio
n in
a m
anne
r ac
cess
ible
to
empl
oyee
s.
Q5
T5
(TS
, TM
S, C
M)
23
3.1
Dev
elop
pro
cedu
res
for
ongo
ing
haza
rd id
entif
icat
ion,
an
d as
sess
men
t and
con
trol
of a
ssoc
iate
d ris
ks.
Q6
T5
(TS
, TM
S, C
M)
21
3.2
Incl
ude
haza
rd id
entif
icat
ion
at th
e pl
anni
ng, d
esig
n an
d ev
alua
tion
stag
es o
f any
cha
nge
in th
e w
orkp
lace
to
ensu
re th
at n
ew h
azar
ds a
re n
ot c
reat
ed b
y th
e pr
opos
ed
chan
ges.
Q6
T5
(TM
S, C
M,
JRE
) 18
3.3
Dev
elop
and
mai
ntai
n pr
oced
ures
for
sele
ctio
n an
d im
plem
enta
tion
of r
isk
cont
rol m
easu
res
in a
ccor
danc
e w
ith th
e hi
erar
chy
of c
ontr
ol.
Q6
T5
(TM
S, C
M)
21
3.4
Iden
tify
inad
equa
cies
in e
xist
ing
risk
cont
rol m
easu
res
in
acco
rdan
ce w
ith th
e hi
erar
chy
of c
ontr
ol a
nd p
rom
ptly
pr
ovid
e re
sour
ces
to e
nabl
e im
plem
enta
tion
of n
ew
mea
sure
s.
Q6
T5
(TM
S, C
M J
RE
) 21
Ele
men
t 3
– E
stab
lish
and
mai
ntai
n pr
oced
ures
for
iden
tifyi
ng h
azar
ds, a
nd
asse
ssin
g an
d co
ntro
lling
ri
sks
3.5
Iden
tify
inte
rven
tion
poin
ts fo
r ex
pert
OH
S a
dvic
e.
Q5,
6
T5
(TM
S, J
RE
) 21
BS
B51
107
Dip
lom
a o
f M
anag
emen
t S
ecti
on
7 –
Map
pin
g o
f A
sses
smen
t T
oo
ls
P
age
187
of 2
06
©
Dep
artm
ent o
f T
rain
ing
and
Wo
rkfo
rce
Dev
elop
men
t V
ersi
on 1
, Mar
ch 2
010
Clu
ster
2 –
Org
anis
atio
nal
man
agem
ent
Un
its
of
com
pet
enc
y
BS
BM
GT
515A
Man
age
oper
atio
nal p
lan
BS
BO
HS
509A
Ens
ure
a sa
fe w
ork
plac
e B
SB
FIM
501A
Man
age
bud
ge
ts a
nd fi
nanc
ial p
lans
Ele
men
t P
erfo
rman
ce
Cri
teri
a Q
ues
tio
n
Pra
ctic
al T
asks
S
up
ple
men
tary
E
vid
ence
BS
BO
HS
509
A E
nsu
re a
saf
e w
ork
pla
ce
4.1
Dev
elop
and
pro
vide
an
OH
S in
duct
ion
and
trai
ning
pr
ogra
m fo
r al
l em
ploy
ees
as p
art o
f the
org
anis
atio
n's
trai
ning
pro
gram
.
Q2a
, 4a,
4b
T5
(TS
, TM
S, J
RE
) 18
4.2
Util
ise
syst
em fo
r O
HS
rec
ord
keep
ing
to a
llow
id
entif
icat
ion
of p
atte
rns
of o
ccup
atio
nal i
njur
y an
d di
seas
e in
the
orga
nisa
tion.
Q7
T5
(TS
, TM
S, J
RE
) 20
4.3
Mea
sure
and
eva
luat
e th
e O
HS
sys
tem
in li
ne w
ith th
e or
gani
satio
n's
qual
ity s
yste
ms
fram
ewor
k.
Q7
T5
(TS
, TM
S, C
M,
JRE
) 20
4.4
Dev
elop
and
impl
emen
t im
prov
emen
ts to
the
OH
S
syst
em to
ach
ieve
org
anis
atio
nal O
HS
obj
ectiv
es.
Q7
T5
(TS
, TM
S, C
M,
JRE
) 18
Ele
men
t 4
– E
stab
lish
and
mai
ntai
n a
qual
ity O
HS
m
anag
emen
t sys
tem
4.5
Ens
ure
com
plia
nce
with
the
OH
S le
gisl
ativ
e fr
amew
ork
so th
at le
gal O
HS
sta
ndar
ds a
re m
aint
aine
d as
a
min
imum
.
Q4a
, 7
T5
(TM
S)
19
Det
aile
d kn
owle
dge
and
appl
icat
ion
of a
ll re
leva
nt O
HS
le
gisl
ativ
e fr
amew
orks
Q
4a, 1
1a
T5
(TM
S)
19
Est
ablis
hmen
t and
mai
nten
ance
of a
rran
gem
ents
for
man
agin
g O
HS
with
in th
e or
gani
satio
n’s
busi
ness
sys
tem
s an
d pr
actic
es
Q4a
, 4b,
5, 6
, 7
T5
(TS
, TM
S, C
M,
JRE
) 18
Iden
tific
atio
n of
inte
rven
tion
poin
ts fo
r ex
pert
OH
S a
dvic
e Q
5, 6
T
5 (T
MS
) 21
Cri
tica
l asp
ects
of
evid
ence
Prin
cipl
es a
nd p
ract
ice
of e
ffect
ive
OH
S m
anag
emen
t in
a sm
all,
med
ium
or
larg
e bu
sine
ss
Q4,
5, 6
, 7
T5
(TS
, TM
S, C
M)
18, 1
9, 2
0, 2
1, 2
3
Req
uir
ed k
no
wle
dg
e A
pplic
atio
n of
the
hier
arch
y of
con
trol
(th
e pr
efer
red
orde
r of
ris
k co
ntro
l mea
sure
s fr
om m
ost t
o le
ast p
refe
rred
, tha
t is,
el
imin
atio
n, e
ngin
eerin
g co
ntro
ls, a
dmin
istr
ativ
e co
ntro
ls,
pers
onal
pro
tect
ive
equi
pmen
t)
Q6
T5
(TM
S, C
M)
21
BS
B51
107
Dip
lom
a o
f M
anag
emen
t S
ecti
on
7 –
Map
pin
g o
f A
sses
smen
t T
oo
ls
© D
epar
tmen
t of
Tra
inin
g an
d W
ork
forc
e D
evel
opm
ent
Pag
e 18
8 of
20
6
Ver
sion
1, M
arch
201
0
Clu
ster
2 –
Org
anis
atio
nal
man
agem
ent
Un
its
of
com
pet
enc
y
BS
BM
GT
515A
Man
age
oper
atio
nal p
lan
BS
BO
HS
509A
Ens
ure
a sa
fe w
ork
plac
e B
SB
FIM
501A
Man
age
bud
ge
ts a
nd fi
nanc
ial p
lans
Ele
men
t P
erfo
rman
ce
Cri
teri
a Q
ues
tio
n
Pra
ctic
al T
asks
S
up
ple
men
tary
E
vid
ence
BS
BO
HS
509
A E
nsu
re a
saf
e w
ork
pla
ce
Haz
ard
iden
tific
atio
n an
d ris
k m
anag
emen
t Q
4, 4
a, 5
, 7
T5
(TM
S, C
M)
21
Rel
evan
t leg
isla
tion
from
all
leve
ls o
f gov
ernm
ent t
hat a
ffect
s bu
sine
ss o
pera
tion,
esp
ecia
lly in
reg
ard
to O
HS
and
en
viro
nmen
tal i
ssue
s, e
qual
opp
ortu
nity
, in
dust
rial r
elat
ions
an
d an
ti-di
scrim
inat
ion
Q4a
, 11a
T
5 (T
MS
) 19
Req
uir
ed k
no
wle
dg
e (c
on
tin
ued
)
Rep
ortin
g re
quire
men
ts
Q4a
, 7
T5
(TM
S)
20
Ana
lytic
al s
kills
to a
naly
se r
ele
vant
wor
kpla
ce d
ata
in o
rder
to
iden
tify
haza
rds,
and
to a
sses
s an
d co
ntro
l ris
ks
Q6,
7
T5
(TS
) 21
Com
mun
icat
ion
skill
s to
con
sult
with
sta
ff an
d to
pro
mot
e a
safe
wor
kpla
ce
Q1,
1a,
1b,
1c,
1d
T5
(TS
) 23
Pro
blem
-sol
ving
ski
lls to
dea
l with
com
plex
and
non
-rou
tine
diffi
culti
es
Q5,
6
T5
(TS
) 21
Req
uir
ed s
kills
Tec
hnol
ogy
skill
s to
sto
re a
nd r
etrie
ve r
ele
vant
wor
kpla
ce d
ata
Q7
T5
(TS
) 20
BS
BF
IM50
1A
Man
age
bu
dg
ets
and
fin
anci
al p
lan
s
1.1
A
cces
s bu
dget
/fina
ncia
l pla
ns fo
r th
e w
ork
team
. Q
3, 3
a T
4 (T
S, T
MS
) 16
, 17,
20,
22
1.2
C
larif
y bu
dget
/fina
ncia
l pla
ns
with
rel
evan
t per
sonn
el
with
in th
e or
gani
satio
n to
ens
ure
that
doc
umen
ted
outc
omes
are
ach
ieva
ble,
acc
urat
e an
d co
mpr
ehen
sibl
e.
Q1,
1c,
3, 3
a T
4 (T
MS
) 16
1.3
N
egot
iate
any
cha
nges
req
uire
d to
be
mad
e to
bu
dget
/fina
ncia
l pla
ns w
ith r
elev
ant p
erso
nnel
with
in th
e or
gani
satio
n.
Q1c
, 3a
T4
(TM
S)
16
Ele
men
t 1
– P
lan
finan
cial
m
anag
emen
t app
roac
hes
1.4
Pre
pare
con
tinge
ncy
plan
s in
the
even
t tha
t ini
tial p
lans
ne
ed to
be
varie
d.
Q2b
, 3a,
8b,
8c
T4
(TM
S)
16
BS
B51
107
Dip
lom
a o
f M
anag
emen
t S
ecti
on
7 –
Map
pin
g o
f A
sses
smen
t T
oo
ls
P
age
189
of 2
06
©
Dep
artm
ent o
f T
rain
ing
and
Wo
rkfo
rce
Dev
elop
men
t V
ersi
on 1
, Mar
ch 2
010
Clu
ster
2 –
Org
anis
atio
nal
man
agem
ent
Un
its
of
com
pet
enc
y
BS
BM
GT
515A
Man
age
oper
atio
nal p
lan
BS
BO
HS
509A
Ens
ure
a sa
fe w
ork
plac
e B
SB
FIM
501A
Man
age
bud
ge
ts a
nd fi
nanc
ial p
lans
Ele
men
t P
erfo
rman
ce
Cri
teri
a Q
ues
tio
n
Pra
ctic
al T
asks
S
up
ple
men
tary
E
vid
ence
BS
BF
IM50
1A
Man
age
bu
dg
ets
and
fin
anci
al p
lan
s
2.1
Dis
sem
inat
e re
leva
nt d
etai
ls o
f the
agr
eed
budg
et/fi
nanc
ial p
lans
to te
am m
embe
rs.
Q1,
1c,
1d
T4
(TM
S)
16
2.2
Pro
vide
sup
port
to e
nsur
e th
at te
am m
embe
rs c
an
com
pete
ntly
per
form
req
uire
d ro
les
asso
ciat
ed w
ith th
e m
anag
emen
t of f
inan
ces.
Q1,
1a,
1b,
1c,
1d,
9,
10, 1
1, 1
1b
T4
(TM
S)
16
Ele
men
t 2
– Im
plem
ent
finan
cial
man
agem
ent
appr
oach
es
2.3
Det
erm
ine
and
acce
ss r
esou
rces
and
sys
tem
s to
man
age
finan
cial
man
agem
ent p
roce
sses
with
in th
e w
ork
team
. Q
2, 2
b T
4 (T
MS
) 22
3.1
Impl
emen
t pro
cess
es to
mon
itor
actu
al e
xpen
ditu
re a
nd
to c
ontr
ol c
osts
acr
oss
the
wor
k te
am.
Q3
T4
(TS
, TM
S, J
RE
) 16
, 20
3.2
Mon
itor
expe
nditu
re a
nd c
osts
on
an a
gree
d cy
clic
al
basi
s to
iden
tify
cost
var
iatio
ns a
nd e
xpen
ditu
re o
verr
uns.
Q
3 T
4 (T
S, T
MS
, JR
E)
20
3.3
Impl
emen
t, m
onito
r an
d m
odify
con
tinge
ncy
plan
s as
re
quire
d to
mai
ntai
n fin
anci
al o
bjec
tives
. Q
3 T
4 (T
S, T
MS
, CM
, JR
E)
20
Ele
men
t 3
– M
onito
r an
d co
ntro
l fin
ance
s
3.4
Rep
ort o
n bu
dget
and
exp
endi
ture
in a
ccor
danc
e w
ith
orga
nisa
tiona
l pro
toco
ls.
Q3c
T
4 (T
S, T
MS
, JR
E)
16
4.1
Col
lect
and
col
late
for
anal
ysis
, dat
a an
d in
form
atio
n on
th
e ef
fect
iven
ess
of fi
nanc
ial m
anag
emen
t pro
cess
es
with
in th
e w
ork
team
.
Q3
T4
(TS
, TM
S, J
RE
) 20
E
lem
ent
4 –
Rev
iew
and
ev
alua
te fi
nanc
ial
man
agem
ent p
roce
sses
4.2
Ana
lyse
dat
a an
d in
form
atio
n on
the
effe
ctiv
enes
s of
fin
anci
al m
anag
emen
t pro
cess
es w
ithin
the
wor
k te
am
and
iden
tify,
doc
umen
t and
rec
omm
end
any
impr
ovem
ents
to e
xist
ing
proc
esse
s.
Q3
T4
(TS
, TM
S, J
RE
) 16
, 17,
20,
22
BS
B51
107
Dip
lom
a o
f M
anag
emen
t S
ecti
on
7 –
Map
pin
g o
f A
sses
smen
t T
oo
ls
© D
epar
tmen
t of
Tra
inin
g an
d W
ork
forc
e D
evel
opm
ent
Pag
e 19
0 of
20
6
Ver
sion
1, M
arch
201
0
Clu
ster
2 –
Org
anis
atio
nal
man
agem
ent
Un
its
of
com
pet
enc
y
BS
BM
GT
515A
Man
age
oper
atio
nal p
lan
BS
BO
HS
509A
Ens
ure
a sa
fe w
ork
plac
e B
SB
FIM
501A
Man
age
bud
ge
ts a
nd fi
nanc
ial p
lans
Ele
men
t P
erfo
rman
ce
Cri
teri
a Q
ues
tio
n
Pra
ctic
al T
asks
S
up
ple
men
tary
E
vid
ence
BS
BF
IM50
1A
Man
age
bu
dg
ets
and
fin
anci
al p
lan
s
4.
3 Im
plem
ent a
nd m
onito
r ag
reed
impr
ovem
ents
in li
ne w
ith
finan
cial
obj
ectiv
es o
f the
wor
k te
am a
nd th
e or
gani
satio
n.
Q3
T4
(TS
, TM
S)
16, 1
7, 2
0, 2
2
Fin
anci
al s
kills
req
uire
d to
wor
k w
ith a
nd in
terp
ret b
udge
ts,
agei
ng s
umm
arie
s, c
ash
flow
, pet
ty c
ash,
GS
T, a
nd p
rofit
and
lo
ss s
tate
men
ts
Q3,
3a
T4
(TS
, TM
S)
16, 1
7, 2
0, 2
2 C
riti
cal a
spec
ts o
f ev
iden
ce
Kno
wle
dge
of th
e re
cord
kee
ping
req
uire
men
ts fo
r th
e A
TO
an
d fo
r au
ditin
g pu
rpos
es
Q3b
, 3c
T4
(TM
S)
17, 2
0
Bas
ic a
ccou
ntin
g pr
inci
ples
Q
3 T
4 (T
MS
) 16
, 20,
22
Org
anis
atio
nal r
equi
rem
ents
rel
ated
to fi
nanc
ial m
anag
emen
t Q
3c
T4
(TM
S)
16, 2
2
Rel
evan
t leg
isla
tion
and
curr
ent r
equi
rem
ents
of t
he A
ustr
alia
n T
axat
ion
Offi
ce, i
nclu
ding
GS
T
Q3b
T
4 (T
MS
) 16
, 17,
20,
22
Req
uire
men
ts fo
r or
gani
satio
nal r
ecor
d ke
epin
g an
d au
ditin
g Q
3b, 3
c T
4 (T
MS
) 17
, 20
Req
uir
ed k
no
wle
dg
e
Prin
cipl
es a
nd te
chni
ques
invo
lved
in:
bu
dget
ing
ca
sh fl
ow
s
elec
tron
ic s
prea
dshe
ets
G
ST
ledg
ers
and
finan
cial
sta
tem
ents
prof
it an
d lo
ss s
tate
men
ts
Q3,
3a
T4
(TM
S)
16
Num
erac
y sk
ills
to r
ead
and
unde
rsta
nd a
bud
get a
nd to
up
date
a b
udge
t Q
3 T
4 (T
S, T
MS
) 16
, 22
Req
uir
ed s
kills
Tec
hnol
ogy
skill
s to
use
sof
twar
e as
soci
ated
with
fina
ncia
l re
cord
kee
ping
Q
3 T
4 (T
S, T
MS
) 20
BSB51107 Diploma of Management Section 7 – Mapping of Assessment Tools
Page 191 of 206 © Department of Training and Workforce Development Version 1, March 2010
Mapping document for Cluster 3
Using this document
This document is mapped to the direct sources of evidence required to satisfy competency in
this particular cluster.
Each of the columns reflects the particular tool in use, and the numbers relate to the question
numbers in that tool which support the relevant performance criteria, critical aspects of evidence
or required knowledge and skills in this cluster.
Note: The final column, ‘Supplementary evidence’, refers to any suggested sources of
documentary evidence that the candidate may use to support their application for RPL.
BSB51107 Diploma of Management Section 7 – Mapping of Assessment Tools
© Department of Training and Workforce Development Page 192 of 206 Version 1, March 2010
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BS
B51
107
Dip
lom
a o
f M
anag
emen
t S
ecti
on
7 –
Map
pin
g o
f A
sses
smen
t T
oo
ls
P
age
193
of 2
06
©
Dep
artm
ent o
f T
rain
ing
and
Wo
rkfo
rce
Dev
elop
men
t V
ersi
on 1
, Mar
ch 2
010
Evi
den
ce M
atri
x T
he e
vide
nce
mat
rix b
elow
iden
tifie
s ho
w e
ach
of th
e qu
estio
ns in
the
Inte
rvie
w Q
uest
ion
Ban
k (S
ectio
n 3)
and
the
Pra
ctic
al T
asks
(S
ectio
n 4)
dem
onst
rate
s co
mpe
tenc
e ag
ains
t the
ele
men
ts, p
erfo
rman
ce c
riter
ia a
nd c
ritic
al a
spec
ts o
f ev
iden
ce, u
nder
pinn
ing
skill
s an
d kn
owle
dge.
Clu
ster
3 –
Man
agin
g a
nd
imp
rovi
ng
cu
sto
mer
ser
vice
Un
its
of
com
pet
enc
y
BS
BC
US
501
A M
ana
ge q
ualit
y cu
stom
er s
ervi
ce
BS
BM
GT
516A
Fac
ilita
te c
ontin
uous
impr
ove
men
t
Ele
men
t P
erfo
rman
ce
Cri
teri
a Q
ues
tio
n
Pra
ctic
al T
asks
S
up
ple
men
tary
E
vid
ence
BS
BC
US
501A
Man
age
qu
alit
y cu
sto
mer
ser
vice
1.1
In
vest
igat
e, id
entif
y, a
sses
s an
d in
clud
e th
e ne
eds
of
cust
omer
s in
pla
nnin
g pr
oces
ses.
Q
1 T
7 (T
S, T
MS
) 26
E
lem
ent
1 –
Pla
n to
mee
t in
tern
al a
nd e
xter
nal
cust
omer
req
uire
men
ts
1.2
Ens
ure
plan
s ac
hiev
e th
e qu
ality
, tim
e a
nd c
ost
spec
ifica
tions
agr
eed
with
cus
tom
ers.
Q
1 T
7 (T
S, T
MS
, CM
) 26
2.1
Del
iver
pro
duct
s an
d/or
ser
vice
s to
cus
tom
er
spec
ifica
tions
with
in o
rgan
isat
ion'
s bu
sine
ss p
lan.
Q
1, 2
T
7 (T
S, T
MS
, CM
, JR
E)
26
2.2
Man
age
team
per
form
ance
to c
onsi
sten
tly m
eet t
he
orga
nisa
tion'
s qu
ality
and
del
iver
y st
anda
rds.
Q
7, 8
, 9, 1
0 T
7, 8
(T
S, T
MS
, C
M, J
RE
) 27
Ele
men
t 2
– E
nsur
e de
liver
y of
qua
lity
prod
ucts
and
/or
serv
ices
2.3
Ass
ist c
olle
ague
s to
ove
rcom
e di
fficu
lty in
mee
ting
cust
omer
ser
vice
sta
ndar
ds u
sing
lead
ersh
ip,
supe
rvis
ion,
coa
chin
g an
d m
ento
ring.
Q7,
8, 9
, 11
T7,
8 (
TS
, TM
S,
CM
, JR
E)
27
3.1
Dev
elop
and
use
str
ateg
ies
to m
onito
r pr
ogre
ss in
ac
hiev
ing
prod
uct a
nd/o
r se
rvic
e ta
rget
s an
d st
anda
rds.
Q
3, 3
a, 3
b, 3
c T
7, 8
(T
S, T
MS
) 25
3.2
Dev
elop
and
use
str
ateg
ies
to o
btai
n cu
stom
er fe
edba
ck
to im
prov
e th
e pr
ovis
ion
of p
rodu
cts
and/
or s
ervi
ces.
Q
3, 3
a, 3
b T
7, 8
(T
S, T
MS
) 24
, 25,
247
Ele
men
t 3
– M
onito
r, a
djus
t an
d re
view
cus
tom
er s
ervi
ce
3.3
Dev
elop
, pro
cure
and
use
res
ourc
es e
ffect
ivel
y to
pro
vide
qu
ality
pro
duct
s an
d/or
se
rvic
es to
cus
tom
ers.
Q
6 T
7, 8
(T
S, T
MS
) 26
BS
B51
107
Dip
lom
a o
f M
anag
emen
t S
ecti
on
7 –
Map
pin
g o
f A
sses
smen
t T
oo
ls
© D
epar
tmen
t of
Tra
inin
g an
d W
ork
forc
e D
evel
opm
ent
Pag
e 19
4 of
20
6
Ver
sion
1, M
arch
201
0
Clu
ster
3 –
Man
agin
g a
nd
imp
rovi
ng
cu
sto
mer
ser
vice
Un
its
of
com
pet
enc
y
BS
BC
US
501
A M
ana
ge q
ualit
y cu
stom
er s
ervi
ce
BS
BM
GT
516A
Fac
ilita
te c
ontin
uous
impr
ove
men
t
Ele
men
t P
erfo
rman
ce
Cri
teri
a Q
ues
tio
n
Pra
ctic
al T
asks
S
up
ple
men
tary
E
vid
ence
BS
BC
US
501
A M
anag
e q
ual
ity
cust
om
er s
ervi
ce
3.4
Mak
e de
cisi
ons
to o
verc
ome
prob
lem
s an
d to
ada
pt
cust
omer
ser
vice
s, p
rodu
cts
and/
or s
ervi
ce d
eliv
ery
in
cons
ulta
tion
with
app
ropr
iate
indi
vidu
als
and
grou
ps.
Q3a
, 4, 5
T
7, 8
(T
S, T
MS
, C
M, J
RE
) 24
, 27
3.5
Man
age
reco
rds,
rep
orts
and
rec
omm
enda
tions
with
in
the
orga
nisa
tion'
s sy
stem
s an
d pr
oces
ses.
Q
3b
T7,
8 (
TS
, TM
S,
JRE
) 26
Pla
ns, p
olic
ies
or p
roce
dure
s fo
r de
liver
ing
qual
ity c
usto
mer
se
rvic
e Q
1, 2
, 3, 3
a, 3
b, 3
c,
3d, 5
T
7 (T
S, T
MS
, CM
, JR
E)
26
Dem
onst
rate
d te
chni
ques
in s
olvi
ng c
ompl
ex c
usto
mer
co
mpl
aint
s an
d sy
stem
pro
blem
s th
at le
ad to
poo
r cu
stom
er
serv
ice
Q4,
5, 8
, 9, 1
0, 1
1 T
7 (T
S, T
MS
, CM
, JR
E)
27
Cri
tica
l asp
ects
of
evid
ence
Kno
wle
dge
of te
chni
ques
for
solv
ing
com
plai
nts
Q2,
5
T7
(TM
S)
24, 2
7
Req
uir
ed k
no
wle
dg
e T
echn
ique
s fo
r so
lvin
g co
mpl
aint
s in
clud
ing
the
prin
cipl
es a
nd
tech
niqu
es in
volv
ed in
the
man
agem
ent a
nd o
rgan
isat
ion
of:
cu
stom
er b
ehav
iour
cu
stom
er n
eeds
res
earc
h
cu
stom
er r
elat
ions
on
goin
g pr
oduc
t and
/or
serv
ice
qual
ity
pr
oble
m id
entif
icat
ion
and
reso
lutio
n
qu
ality
cus
tom
er s
ervi
ce d
eliv
ery
re
cord
kee
ping
and
man
agem
ent m
etho
ds
st
rate
gies
for
mon
itorin
g, m
anag
ing
and
intr
oduc
ing
way
s to
impr
ove
cust
omer
ser
vice
rel
atio
nshi
ps
st
rate
gies
to o
btai
n cu
stom
er fe
edba
ck
Q1,
2, 3
, 3a,
3b,
3c,
3d
, 5, 5
a, 8
, 9, 1
0, 1
1 T
7 (T
MS
, CM
) 24
, 25,
26,
27
BS
B51
107
Dip
lom
a o
f M
anag
emen
t S
ecti
on
7 –
Map
pin
g o
f A
sses
smen
t T
oo
ls
P
age
195
of 2
06
©
Dep
artm
ent o
f T
rain
ing
and
Wo
rkfo
rce
Dev
elop
men
t V
ersi
on 1
, Mar
ch 2
010
Clu
ster
3 –
Man
agin
g a
nd
imp
rovi
ng
cu
sto
mer
ser
vice
Un
its
of
com
pet
enc
y
BS
BC
US
501
A M
ana
ge q
ualit
y cu
stom
er s
ervi
ce
BS
BM
GT
516A
Fac
ilita
te c
ontin
uous
impr
ove
men
t
Ele
men
t P
erfo
rman
ce
Cri
teri
a Q
ues
tio
n
Pra
ctic
al T
asks
S
up
ple
men
tary
E
vid
ence
BS
BC
US
501
A M
anag
e q
ual
ity
cust
om
er s
ervi
ce
Com
mun
icat
ion,
coa
chin
g an
d m
ento
ring
skill
s to
pro
vide
su
ppor
t to
colle
ague
s Q
2, 7
, 8, 9
, 10,
11
T7
(TS
, TM
S, C
M)
24, 2
7 R
equ
ired
ski
lls
Pro
blem
-sol
ving
ski
lls to
dea
l with
com
plex
and
non
-rou
tine
diffi
culti
es
Q4,
5, 5
a T
7, 8
(T
S, T
MS
, C
M, J
RE
) 27
BS
BM
GT
516A
Fac
ilita
te c
on
tin
uo
us
imp
rove
men
t
1.1
D
evel
op s
trat
egie
s to
ens
ure
that
team
mem
bers
are
ac
tivel
y en
cour
aged
and
sup
port
ed to
par
ticip
ate
in
deci
sion
mak
ing
proc
esse
s, a
nd to
ass
ume
resp
onsi
bilit
y an
d ex
erci
se in
itiat
ive
as a
ppro
pria
te.
Q1,
2, 3
a, 1
0 T
7, 8
(T
S, T
MS
) 24
, 26
1.2
Est
ablis
h sy
stem
s to
ens
ure
that
the
orga
nisa
tion'
s co
ntin
uous
impr
ovem
ent p
roce
sses
are
com
mun
icat
ed to
al
l sta
keho
lder
s.
Q2,
3, 3
a, 3
c, 8
, 10,
11
T
7, 8
(T
S, T
MS
, C
M, J
RE
) 24
, 26
Ele
men
t 1
– Le
ad
cont
inuo
us im
prov
emen
t sy
stem
s an
d pr
oces
ses
1.3
Dev
elop
effe
ctiv
e m
ento
ring
and
coac
hing
pro
cess
es to
en
sure
that
indi
vidu
als
and
team
s ar
e ab
le to
impl
emen
t an
d su
ppor
t the
org
anis
atio
n's
cont
inuo
us im
prov
emen
t pr
oces
ses.
Q2,
3a,
7, 8
, 9
T7,
8 (
TS
, TM
S,
JRE
) 25
, 27
2.1
Dev
elop
str
ateg
ies
to e
nsur
e th
at s
yste
ms
and
proc
esse
s ar
e us
ed to
mon
itor
oper
atio
nal p
rogr
ess
and
to id
entif
y w
ays
in w
hich
pla
nnin
g an
d op
erat
ions
cou
ld b
e im
prov
ed.
Q2,
3, 3
a, 3
b,
T8
(TS
, TM
S, C
M
JRE
) 24
, 25,
26
Ele
men
t 2
– M
onito
r an
d ad
just
per
form
ance
st
rate
gies
2.2
Adj
ust a
nd c
omm
unic
ate
stra
tegi
es to
all
stak
ehol
ders
ac
cord
ing
to o
rgan
isat
iona
l pro
cedu
res.
Q
3, 3
c, 1
0, 1
1 T
8 (T
S, T
MS
, CM
, JR
E)
24, 2
5, 2
6
Ele
men
t 3
– M
anag
e op
port
uniti
es fo
r fu
rthe
r im
prov
emen
t
3.1
Est
ablis
h pr
oces
ses
to e
nsur
e th
at te
am m
embe
rs a
re
info
rmed
of o
utco
mes
of c
ontin
uous
impr
ovem
ent e
ffort
s.
Q3,
3c,
10,
11
T7,
8 (
TS
, TM
S)
24, 2
5, 2
6
BS
B51
107
Dip
lom
a o
f M
anag
emen
t S
ecti
on
7 –
Map
pin
g o
f A
sses
smen
t T
oo
ls
© D
epar
tmen
t of
Tra
inin
g an
d W
ork
forc
e D
evel
opm
ent
Pag
e 19
6 of
20
6
Ver
sion
1, M
arch
201
0
Clu
ster
3 –
Man
agin
g a
nd
imp
rovi
ng
cu
sto
mer
ser
vice
Un
its
of
com
pet
enc
y
BS
BC
US
501
A M
ana
ge q
ualit
y cu
stom
er s
ervi
ce
BS
BM
GT
516A
Fac
ilita
te c
ontin
uous
impr
ove
men
t
Ele
men
t P
erfo
rman
ce
Cri
teri
a Q
ues
tio
n
Pra
ctic
al T
asks
S
up
ple
men
tary
E
vid
ence
BS
BM
GT
516
A F
acili
tate
co
nti
nu
ou
s im
pro
vem
ent
3.2
Ens
ure
proc
esse
s in
clud
e do
cum
enta
tion
of w
ork
team
pe
rfor
man
ce to
aid
the
iden
tific
atio
n of
furt
her
oppo
rtun
ities
for
impr
ovem
ent.
Q3b
, 5
T7,
8 (
TS
, TM
S)
24, 2
5, 2
6
3.3
Con
side
r ar
eas
iden
tifie
d fo
r fu
rthe
r im
prov
emen
t whe
n un
dert
akin
g fu
ture
pla
nnin
g.
Q1,
2, 3
, 3a
T8
(TS
, TM
S)
24, 2
5
Exa
mpl
es o
f str
ateg
ies
and
appr
oach
es to
impr
ove
wor
k ou
tcom
es o
r or
gani
satio
nal f
unct
ioni
ng
Q1,
2, 3
, 3a,
3b,
3c,
4,
5
T7,
8 (
TS
, TM
S,
CM
, JR
E)
24
Met
hods
for
mon
itorin
g pe
rfor
man
ce a
nd c
usto
mer
ser
vice
Q
2, 3
, 3a,
3d,
4, 5
T
7, 8
(T
S, T
MS
) 25
Cri
tica
l asp
ects
of
evid
ence
Kno
wle
dge
of c
ontin
uous
impr
ovem
ent m
odel
s Q
2, 3
, 3d,
4,
5 T
8 (T
MS
) 24
, 25,
26
Con
tinuo
us im
prov
emen
t mod
els
Q2,
3, 3
d, 4
, 5
T8
(TM
S)
24, 2
5, 2
6 R
equ
ired
kn
ow
led
ge
Qua
lity
syst
ems
Q2,
3, 3
d, 4
, 5
T7,
8 (
TM
S)
24, 2
5, 2
6
Inno
vatio
n an
d la
tera
l thi
nkin
g sk
ills
to d
esig
n be
tter
way
s fo
r ac
hiev
ing
wor
k ou
tcom
es
Q4,
5, 5
a T
8 (T
S, T
MS
, CM
, JR
E)
24, 2
5, 2
7
Lead
ersh
ip s
kills
to g
ain
the
conf
iden
ce a
nd tr
ust o
f oth
ers
Q4,
5, 7
, 8, 9
, 10,
11
T7,
8 (
TS
, TM
S)
24, 2
5, 2
7
Req
uir
ed s
kills
Com
mun
icat
ion
skill
s to
com
mun
icat
e op
port
uniti
es fo
r im
prov
emen
t, an
d to
coa
ch a
nd m
ento
r st
aff
Q3,
3c,
8, 9
, 10,
11
T7
(TS
, TM
S, C
M)
24, 2
7
BSB51107 Diploma of Management Section 7 – Mapping of Assessment Tools
Page 197 of 206 © Department of Training and Workforce Development Version 1, March 2010
Mapping document for Cluster 4
Using this document
This document is mapped to the direct sources of evidence required to satisfy competency in
this particular cluster.
Each of the columns reflects the particular tool in use, and the numbers relate to the question
numbers in that tool which support the relevant performance criteria, critical aspects of evidence
or required knowledge and skills in this cluster.
Note: The final column, ‘Supplementary evidence’, refers to any suggested sources of
documentary evidence that the candidate may use to support their application for RPL.
BSB51107 Diploma of Management Section 7 – Mapping of Assessment Tools
© Department of Training and Workforce Development Page 198 of 206 Version 1, March 2010
Page intentionally blank
BS
B51
107
Dip
lom
a o
f M
anag
emen
t S
ecti
on
7 –
Map
pin
g o
f A
sses
smen
t T
oo
ls
P
age
199
of 2
06
©
Dep
artm
ent o
f T
rain
ing
and
Wo
rkfo
rce
Dev
elop
men
t V
ersi
on 1
, Mar
ch 2
010
Evi
den
ce M
atri
x T
he e
vide
nce
mat
rix b
elow
iden
tifie
s ho
w e
ach
of th
e qu
estio
ns in
the
Inte
rvie
w Q
uest
ion
Ban
k (S
ectio
n 3)
and
the
Pra
ctic
al T
asks
(S
ectio
n 4)
dem
onst
rate
s co
mpe
tenc
e ag
ains
t the
ele
men
ts, p
erfo
rman
ce c
riter
ia a
nd c
ritic
al a
spec
ts o
f ev
iden
ce, u
nder
pinn
ing
skill
s an
d kn
owle
dge.
Clu
ster
4 –
Pro
ject
an
d r
isk
man
agem
ent
Un
its
of
com
pet
enc
y
BS
BR
SK
501A
Man
age
risk
BS
BP
MG
510A
Man
age
pro
ject
s
Ele
men
t P
erfo
rman
ce
Cri
teri
a Q
ues
tio
n
Pra
ctic
al T
asks
S
up
ple
men
tary
E
vid
ence
BS
BR
SK
501A
Man
age
risk
1.1
R
evie
w o
rgan
isat
iona
l pro
cess
es, p
roce
dure
s an
d re
quire
men
ts fo
r un
dert
akin
g ris
k m
anag
emen
t. Q
1, 2
T
10 (
TM
S, J
RE
) 29
1.2
Det
erm
ine
scop
e fo
r ris
k m
anag
emen
t pro
cess
. Q
1 T
10 (
TS
, TM
S, J
RE
)29
1.3
Iden
tify
inte
rnal
and
ext
ern
al s
take
hold
ers
and
thei
r is
sues
. Q
1, 5
T
10 (
TM
S, C
M)
29
1.4
Rev
iew
pol
itica
l, ec
onom
ic, s
ocia
l, le
gal,
tech
nolo
gica
l an
d po
licy
cont
ext.
Q1,
2, 5
T
10 (
TM
S, J
RE
) 29
1.5
Rev
iew
str
engt
hs a
nd w
eakn
esse
s of
exi
stin
g ar
rang
emen
ts.
Q1
T10
(T
MS
, CM
, JR
E)
29
1.6
Doc
umen
t crit
ical
suc
cess
fact
ors,
goa
ls o
r ob
ject
ives
for
area
incl
uded
in s
cope
. Q
1 T
10 (
TS
, TM
S, J
RE
)29
1.7
Obt
ain
supp
ort f
or r
isk
man
agem
ent a
ctiv
ities
. Q
1 T
10 (
TS
, CM
) 29
Ele
men
t 1
– E
stab
lish
risk
cont
ext
1.8
Com
mun
icat
e w
ith r
elev
ant p
artie
s ab
out t
he r
isk
man
agem
ent p
roce
ss a
nd in
vite
par
ticip
atio
n.
Q1,
3
T10
(T
S, T
MS
, JR
E)
29
2.1
Invi
te r
elev
ant p
artie
s to
ass
ist i
n th
e id
entif
icat
ion
of
risk
s.
Q1
T10
(T
S, T
MS
) 29
E
lem
ent
2 –
Iden
tify
risks
2.2
Res
earc
h ris
ks th
at m
ay a
pply
to s
cope
. Q
1 T
10 (
TS
, TM
S, J
RE
)29
BS
B51
107
Dip
lom
a o
f M
anag
emen
t S
ecti
on
7 –
Map
pin
g o
f A
sses
smen
t T
oo
ls
© D
epar
tmen
t of
Tra
inin
g an
d W
ork
forc
e D
evel
opm
ent
Pag
e 20
0 of
20
6
Ver
sion
1, M
arch
201
0
Clu
ster
4 –
Pro
ject
an
d r
isk
man
agem
ent
Un
its
of
com
pet
enc
y
BS
BR
SK
501A
Man
age
risk
BS
BP
MG
510A
Man
age
pro
ject
s
Ele
men
t P
erfo
rman
ce
Cri
teri
a Q
ues
tio
n
Pra
ctic
al T
asks
S
up
ple
men
tary
E
vid
ence
BS
BB
SB
RS
K50
1A
Man
age
risk
2.
3 U
se to
ols
and
tech
niqu
es to
gen
erat
e a
list o
f ris
ks th
at
appl
y to
the
scop
e, in
con
sulta
tion
with
rel
evan
t par
ties.
Q
1 T
10 (
TS
, TM
S)
29
3.1
Ass
ess
likel
ihoo
d of
ris
ks o
ccur
ring.
Q
1, 5
T
10 (
TS
, TM
S, C
M)
29
3.2
Ass
ess
impa
ct o
r co
nseq
uenc
e if
risk
s oc
cur.
Q
1, 5
T
10 (
TS
, TM
S, C
M)
29
Ele
men
t 3
– A
naly
se r
isks
3.3
Eva
luat
e an
d pr
iorit
ise
risks
for
trea
tmen
t. Q
1, 5
T
10 (
TS
, TM
S)
29
4.1
Det
erm
ine
and
sele
ct m
ost a
ppro
pria
te o
ptio
ns fo
r tr
eatin
g ris
ks.
Q3,
5, 1
1 T
10 (
TS
, TM
S, C
M)
29
4.2
Dev
elop
an
actio
n pl
an fo
r im
plem
entin
g ris
k tr
eatm
ent.
Q3,
5, 1
1 T
10 (
TS
, TM
S, C
M)
29
4.3
Com
mun
icat
e ris
k m
anag
emen
t pro
cess
es to
rel
evan
t pa
rtie
s.
Q3
T10
(T
S, T
MS
) 29
4.4
Ens
ure
all d
ocum
enta
tion
is in
ord
er a
nd a
ppro
pria
tely
st
ore
d.
Q3,
11
T10
(T
S, T
MS
) 29
4.5
Impl
emen
t and
mon
itor
actio
n pl
an.
Q3,
11
T10
(T
S, T
MS
, CM
)30
Ele
men
t 4
– S
elec
t and
im
plem
ent t
reat
men
ts
4.6
Eva
luat
e ris
k m
anag
emen
t pro
cess
. Q
3 T
10 (
TS
, TM
S, C
M)
31
Ris
k m
anag
emen
t pla
n w
hich
incl
udes
a d
etai
led
stak
ehol
der
anal
ysis
, exp
lana
tion
of th
e ris
k co
ntex
t, cr
itica
l suc
cess
fa
ctor
s, id
entif
ied
and
anal
ysed
ris
ks, a
nd tr
eatm
ents
for
prio
ritis
ed r
isks
Q1,
4, 5
T
10 (
TS
, TM
S, C
M)
29
Det
ails
of m
onito
ring
arra
ngem
ents
for
risk
man
agem
ent p
lan
and
an e
valu
atio
n of
the
risk
man
agem
ent p
lan'
s ef
ficac
y in
tr
eatin
g ris
ks
Q3,
5
T10
(T
S, T
MS
, CM
)30
, 31
Cri
tica
l asp
ects
of
evid
ence
Kno
wle
dge
of r
elev
ant l
egis
latio
n, c
odes
of p
ract
ice
and
natio
nal s
tand
ards
Q
2 T
10 (
TM
S)
29
BS
B51
107
Dip
lom
a o
f M
anag
emen
t S
ecti
on
7 –
Map
pin
g o
f A
sses
smen
t T
oo
ls
P
age
201
of 2
06
©
Dep
artm
ent o
f T
rain
ing
and
Wo
rkfo
rce
Dev
elop
men
t V
ersi
on 1
, Mar
ch 2
010
Clu
ster
4 –
Pro
ject
an
d r
isk
man
agem
ent
Un
its
of
com
pet
enc
y
BS
BR
SK
501A
Man
age
risk
BS
BP
MG
510A
Man
age
pro
ject
s
Ele
men
t P
erfo
rman
ce
Cri
teri
a Q
ues
tio
n
Pra
ctic
al T
asks
S
up
ple
men
tary
E
vid
ence
BS
BB
SB
RS
K50
1A
Man
age
risk
AS
/NZ
S 4
360:
2004
Ris
k m
anag
emen
t Q
1 T
10 (
TM
S)
29
Legi
slat
ion,
cod
es o
f pra
ctic
e an
d na
tiona
l sta
ndar
ds, f
or
exam
ple:
du
ty o
f car
e
co
mpa
ny la
w
co
ntra
ct la
w
en
viro
nmen
tal l
aw
fr
eedo
m o
f inf
orm
atio
n
in
dust
rial r
elat
ions
law
pr
ivac
y an
d co
nfid
entia
lity
le
gisl
atio
n re
leva
nt to
org
anis
atio
n's
oper
atio
ns
le
gisl
atio
n re
leva
nt to
ope
ratio
n as
a b
usin
ess
entit
y
Q2
T10
(T
MS
) 29
Org
anis
atio
nal p
olic
ies
and
proc
edur
es, i
nclu
ding
:
ris
k m
anag
emen
t str
ateg
y
po
licie
s an
d pr
oced
ures
for
risk
man
agem
ent
Q1,
4, 5
, 11
T10
(T
MS
, JR
E)
29, 3
0, 3
1
Ove
rall
oper
atio
ns o
f org
anis
atio
n Q
1, 3
, 4, 6
, 8
T10
(T
MS
, JR
E)
29
Rea
sona
ble
adju
stm
ent i
n th
e w
orkp
lace
for
peop
le w
ith a
di
sabi
lity
Q4,
7, 8
, 9
T10
(T
MS
, CM
, JR
E)
29, 3
0, 3
1
Req
uir
ed k
no
wle
dg
e
Typ
es o
f ava
ilabl
e in
sura
nce
and
insu
ranc
e pr
ovid
ers
Q4a
T
10 (
TM
S)
29
Req
uir
ed s
kills
C
omm
unic
atio
n an
d lit
erac
y sk
ills
to c
onsu
lt an
d ne
gotia
te, t
o pr
epar
e co
mm
unic
atio
ns a
bout
ris
k m
anag
emen
t, an
d to
en
cour
age
stak
ehol
der
invo
lvem
ent
Q1,
2, 3
, 4, 5
, 7, 9
T
10 (
TS
, TM
S, C
M)
29
BS
B51
107
Dip
lom
a o
f M
anag
emen
t S
ecti
on
7 –
Map
pin
g o
f A
sses
smen
t T
oo
ls
© D
epar
tmen
t of
Tra
inin
g an
d W
ork
forc
e D
evel
opm
ent
Pag
e 20
2 of
20
6
Ver
sion
1, M
arch
201
0
Clu
ster
4 –
Pro
ject
an
d r
isk
man
agem
ent
Un
its
of
com
pet
enc
y
BS
BR
SK
501A
Man
age
risk
BS
BP
MG
510A
Man
age
pro
ject
s
Ele
men
t P
erfo
rman
ce
Cri
teri
a Q
ues
tio
n
Pra
ctic
al T
asks
S
up
ple
men
tary
E
vid
ence
BS
BB
SB
RS
K50
1A
Man
age
risk
Org
anis
atio
nal a
nd m
anag
emen
t ski
lls to
pla
n an
d im
plem
ent
risk
man
agem
ent p
roce
sses
Q
3, 4
, 8, 1
1 T
10 (
TS
, TM
S)
29, 3
0, 3
1 R
equ
ired
ski
lls (
con
tin
ued
)
Pro
blem
-sol
ving
and
inno
vatio
n sk
ills
to fi
nd p
ract
ical
way
s to
m
anag
e id
entif
ied
risks
Q
5, 1
1 T
10 (
TS
, TM
S)
29, 3
0, 3
1
BS
BP
MG
510A
Man
age
pro
ject
s
1.1
A
cces
s pr
ojec
t sco
pe a
nd o
ther
rel
evan
t doc
umen
tatio
n.
Q6,
11
T9
(TM
S, J
RE
) 28
1.2
Def
ine
proj
ect s
take
hold
ers.
Q
7 T
9 (T
MS
, JR
E)
28
1.3
See
k cl
arifi
catio
n fr
om d
eleg
atin
g au
thor
ity o
f any
issu
es
rela
ted
to p
roje
ct a
nd p
roje
ct p
aram
eter
s.
Q6,
11
T9
(TM
S, J
RE
) 28
1.4
Iden
tify
limits
of o
wn
resp
onsi
bilit
y an
d re
port
ing
requ
irem
ents
. Q
8, 1
1 T
9 (T
MS
)
1.5
Cla
rify
rela
tions
hip
of p
roje
ct to
oth
er p
roje
cts
and
to th
e or
gani
satio
n's
obje
ctiv
es.
Q6,
11
T9
(TM
S, J
RE
) 28
Ele
men
t 1
– D
efin
e pr
ojec
t
1.6
Det
erm
ine
and
acce
ss a
vaila
ble
reso
urce
s to
und
erta
ke
proj
ect.
Q6,
11
T9
(TM
S, J
RE
) 28
2.1
Dev
elop
pro
ject
pla
n in
clud
ing
timel
ines
, wor
k br
eakd
own
stru
ctur
e, r
ole
and
resp
onsi
bili
ties
and
othe
r de
tails
of
how
the
proj
ect w
ill b
e m
anag
ed in
rel
atio
n to
the
proj
ect
para
met
ers.
Q6,
10,
11
T9
(TM
S)
28
2.2
Iden
tify
and
acce
ss a
ppro
pria
te p
roje
ct m
anag
emen
t to
ols.
Q
8, 1
0 T
9 (T
S, T
MS
) 28
Ele
men
t 2
– D
evel
op p
roje
ct
plan
2.3
For
mul
ate
risk
man
agem
ent p
lan
for
proj
ect,
incl
udin
g oc
cupa
tiona
l hea
lth a
nd s
afet
y (O
HS
).
Q1,
2, 3
, 4, 5
T
9 (T
MS
) 28
BS
B51
107
Dip
lom
a o
f M
anag
emen
t S
ecti
on
7 –
Map
pin
g o
f A
sses
smen
t T
oo
ls
P
age
203
of 2
06
©
Dep
artm
ent o
f T
rain
ing
and
Wo
rkfo
rce
Dev
elop
men
t V
ersi
on 1
, Mar
ch 2
010
Clu
ster
4 –
Pro
ject
an
d r
isk
man
agem
ent
Un
its
of
com
pet
enc
y
BS
BR
SK
501A
Man
age
risk
BS
BP
MG
510A
Man
age
pro
ject
s
Ele
men
t P
erfo
rman
ce
Cri
teri
a Q
ues
tio
n
Pra
ctic
al T
asks
S
up
ple
men
tary
E
vid
ence
BS
BP
MG
510
A M
anag
e p
roje
cts
2.4
Dev
elop
and
app
rove
pro
ject
bud
get.
Q6
T9
(TS
, TM
S)
28
2.5
Con
sult
team
mem
bers
and
take
thei
r vi
ews
into
acc
ount
in
pla
nnin
g th
e pr
ojec
t. Q
7, 1
0 T
10 (
TM
S, C
M)
28
2.6
Fin
alis
e pr
ojec
t pla
n an
d ga
in a
ny n
eces
sary
app
rova
ls to
co
mm
ence
pro
ject
acc
ordi
ng to
doc
umen
ted
plan
. 6
T9
(TM
S)
28
3.1
Tak
e ac
tion
to e
nsur
e pr
ojec
t tea
m m
embe
rs a
re c
lear
ab
out t
heir
resp
onsi
bilit
ies
and
the
proj
ect r
equi
rem
ents
. Q
7, 8
, 9, 1
0 T
9 (T
MS
) 28
3.2
Pro
vide
sup
port
for
proj
ect t
eam
mem
bers
, esp
ecia
lly
with
reg
ard
to s
peci
fic n
eeds
, to
ensu
re th
at th
e qu
ality
of
the
expe
cted
out
com
es o
f the
pro
ject
and
doc
umen
ted
timel
ines
are
met
.
Q7,
8, 9
, 10
T9
(TS
, TM
S)
28
3.3
Est
ablis
h an
d m
aint
ain
requ
ired
reco
rd k
eepi
ng s
yste
ms
thro
ugho
ut th
e pr
ojec
t. Q
10
T9
(TS
, TM
S)
28
3.4
Impl
emen
t and
mon
itor
plan
s fo
r m
anag
ing
proj
ect
finan
ces,
res
ourc
es (
hum
an, p
hysi
cal a
nd te
chni
cal)
and
qual
ity.
Q8,
10
T9
(TS
, TM
S)
28, 3
0
3.5
Com
plet
e an
d fo
rwar
d pr
ojec
t rep
orts
as
requ
ired
to
stak
ehol
ders
. Q
8, 1
0 T
9 (T
S, T
MS
) 28
, 30
3.6
Und
erta
ke r
isk
man
agem
ent a
s re
quire
d to
ens
ure
proj
ect o
utco
mes
are
met
. Q
3, 8
, 10
T9,
10
(TS
, TM
S,
CM
, JR
E)
29, 3
0, 3
1
Ele
men
t 3
– A
dmin
iste
r an
d m
onito
r pr
ojec
t
3.7
Ach
ieve
pro
ject
del
iver
able
s.
Q8,
10
T9
(TS
, TM
S, J
RE
) 28
Ele
men
t 4
– F
inal
ise
proj
ect
4.1
Com
plet
e fin
anci
al r
ecor
d ke
epin
g as
soci
ated
with
pro
ject
an
d ch
eck
for
accu
racy
. Q
10a
T9
(TS
, TM
S)
28
BS
B51
107
Dip
lom
a o
f M
anag
emen
t S
ecti
on
7 –
Map
pin
g o
f A
sses
smen
t T
oo
ls
© D
epar
tmen
t of
Tra
inin
g an
d W
ork
forc
e D
evel
opm
ent
Pag
e 20
4 of
20
6
Ver
sion
1, M
arch
201
0
Clu
ster
4 –
Pro
ject
an
d r
isk
man
agem
ent
Un
its
of
com
pet
enc
y
BS
BR
SK
501A
Man
age
risk
BS
BP
MG
510A
Man
age
pro
ject
s
Ele
men
t P
erfo
rman
ce
Cri
teri
a Q
ues
tio
n
Pra
ctic
al T
asks
S
up
ple
men
tary
E
vid
ence
BS
BP
MG
510
A M
anag
e p
roje
cts
4.2
Ass
ign
staf
f inv
olve
d in
pro
ject
to n
ew r
oles
or
reas
sign
to
prev
ious
rol
es.
Q10
a T
9 (T
MS
, JR
E)
28
4.3
Com
plet
e pr
ojec
t doc
umen
tatio
n an
d ob
tain
any
ne
cess
ary
sign
offs
for
conc
ludi
ng p
roje
ct.
Q10
a T
9 (T
MS
, JR
E)
28
5.1
Rev
iew
pro
ject
out
com
es a
nd p
roce
sses
aga
inst
the
proj
ect s
cope
and
pla
n.
Q10
a
T9
(TS
, TM
S)
28
5.2
Invo
lve
team
mem
bers
in th
e pr
ojec
t rev
iew
. Q
10a
T9
(TS
) 28
Ele
men
t 5
– R
evie
w p
roje
ct
5.3
Doc
umen
t les
sons
lear
nt fr
om th
e pr
ojec
t and
rep
ort
with
in th
e or
gani
satio
n.
Q10
a T
9 (T
S, T
ME
, JR
E)
28
Dev
elop
men
t of a
pro
ject
pla
n Q
6, 7
, 11
T9
(TS
,TM
S, C
M,
JRE
) 28
Det
ails
of m
onito
ring
arra
ngem
ent/s
and
eva
luat
ion
of th
e pr
ojec
t pla
n's
effic
acy
to a
ddre
ss ti
mel
ines
and
bud
gets
of
proj
ect
Q3,
8, 9
, 10
T9
(TS
, TM
S, C
M,
JRE
) 30
Cri
tica
l asp
ects
of
evid
ence
Kno
wle
dge
of r
elev
ant l
egis
latio
n Q
2 T
9 (T
MS
) 28
Req
uir
ed k
no
wle
dg
e
Rel
evan
t leg
isla
tion
from
all
leve
ls o
f gov
ernm
ent t
hat m
ay
affe
ct a
spec
ts o
f bus
ines
s op
erat
ions
, suc
h as
:
an
ti-di
scrim
inat
ion
legi
slat
ion
et
hica
l prin
cipl
es
co
des
of p
ract
ice
pr
ivac
y la
ws
en
viro
nmen
tal i
ssue
s
O
HS
Q2
T9
(TM
S)
28
BS
B51
107
Dip
lom
a o
f M
anag
emen
t S
ecti
on
7 –
Map
pin
g o
f A
sses
smen
t T
oo
ls
P
age
205
of 2
06
©
Dep
artm
ent o
f T
rain
ing
and
Wo
rkfo
rce
Dev
elop
men
t V
ersi
on 1
, Mar
ch 2
010
Clu
ster
4 –
Pro
ject
an
d r
isk
man
agem
ent
Un
its
of
com
pet
enc
y
BS
BR
SK
501A
Man
age
risk
BS
BP
MG
510A
Man
age
pro
ject
s
Ele
men
t P
erfo
rman
ce
Cri
teri
a Q
ues
tio
n
Pra
ctic
al T
asks
S
up
ple
men
tary
E
vid
ence
BS
BP
MG
510
A M
anag
e p
roje
cts
Org
anis
atio
nal s
truc
ture
, and
line
s of
aut
horit
y an
d co
mm
unic
atio
n w
ithin
the
orga
nisa
tion
Q7
T9
(TM
S, J
RE
) 28
R
equ
ired
kn
ow
led
ge
(co
nti
nu
ed)
How
the
proj
ect r
elat
es to
org
anis
atio
n's
over
all m
issi
on, g
oals
, ob
ject
ives
and
ope
ratio
ns
Q6
T9
(TM
S, J
RE
) 28
Com
mun
icat
ion
and
nego
tiatio
n sk
ills
to w
ork
with
team
m
embe
rs a
nd o
ther
sta
keho
lder
s to
mai
ntai
n pr
ojec
t sch
edul
es
Q5,
7, 8
, 9, 1
0 T
10 (
TS
, CM
) 28
, 30
Lite
racy
ski
lls to
rea
d, w
rite
and
revi
ew a
ran
ge o
f do
cum
enta
tion
Q1,
2, 4
T
9 (T
S, T
MS
) 28
, 29,
30,
31
Pla
nnin
g an
d or
gani
sing
ski
lls to
dev
elop
, mon
itor
and
mai
ntai
n im
plem
enta
tion
sche
dule
s Q
8, 1
0, 1
1 T
9 (T
S, C
M)
28, 2
9, 3
0, 3
1
Num
erac
y sk
ills
to a
naly
se d
ata,
and
to c
ompa
re ti
mel
ines
and
pr
omot
iona
l cos
ts a
gain
st b
udge
ts
Q6,
10
T9
(TS
, TM
S)
31
Req
uir
ed s
kills
Cul
tura
lly a
ppro
pria
te c
omm
unic
atio
n sk
ills
to r
elat
e to
peo
ple
from
div
erse
bac
kgro
unds
and
peo
ple
with
div
erse
abi
litie
s Q
7, 9
T
10 (
TS
, CM
) 28
, 29,
30,
31
BS
B51
107
Dip
lom
a o
f M
anag
emen
t S
ecti
on
7 –
Map
pin
g o
f A
sses
smen
t T
oo
ls
© D
epar
tmen
t of
Tra
inin
g an
d W
ork
forc
e D
evel
opm
ent
Pag
e 20
6 of
20
6
Ver
sion
1, M
arch
201
0
Pag
e in
tent
iona
lly b
lank
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