Introduction to this Manual. This Interpretation Manual has been developed to support RTOs with transitioning to Version 7.0 of the BSB Training Package. The.
Version 7.0. Interpretation. Manual. version: 1.0. Released: October 2020 ... enrol in a BSB Training Package qualification (NCVER, 2020). At the time ...
Business Services Training Package Version 7.0 Interpretation Manual Document version: 1.0 Released: October 2020 PwC BSB Training Package Version 7.0 | Interpretation Manual BSB Business Services Training Package Version 7.0 The BSB Training Package plays a significant role in the vocational education and training (VET) system. Each year 350,000 Australians enrol in a BSB Training Package qualification (NCVER, 2020). At the time of publication, more than 1,700 registered training organisations (RTOs) have one of these qualifications on their scope of registration. During an extensive two-and-a-half year review, Version 7.0 of the BSB Training Package was developed. The updates to this Training Package better support learners and employers through more relevant qualifications and units of competency, resulting in more work-ready graduates and better occupational outcomes for learners. The review was carried out in two project streams, one addressing transferable (or business enterprise) skills and the other addressing priority technical skills. For more information on the review please refer to the Case for Endorsement document, available for download from VETNet. Introduction to this Manual This Interpretation Manual has been developed to support RTOs with transitioning to Version 7.0 of the BSB Training Package. The release of the updated Training Package requires many RTOs to refresh their training materials and to apply to the Regulator to update their scope of registration. The aim of this Manual is to provide clear and consistent advice to RTOs on how requirements within units of competency may be contextualised for a workplace environment. This Manual provides trainers and assessors with insight from industry practitioners, peak bodies and other RTOs that will assist with creating meaningful and effective support material for learners. Content for each unit reflects those items identified in consultation that would benefit from guidance. Not all requirements of a unit of competency are addressed by this Manual. The information in this Manual is offered as supplementary interpretation guidance for the BSB Business Services Training Package Version 7.0. The interpretations and advice in this Manual are not enforceable and serve as guidance only. ASQA, VRQA and TAC are the sector regulators responsible for determining matters of compliance in relation to RTOs and training providers. The interpretation guidance in this Manual is current at the time of publication, October 2020. PwC's Skills for Australia acknowledges that this project was funded by the Australian Government Department of Education, Skills and Employment. i BSB Training Package Version 7.0 | Interpretation Manual Frequently Asked Questions To accompany the release of Version 7.0 of the BSB Training Package, a series of public information sessions were held in October 2020. This section reflects some of the questions frequently raised by members of the public during those sessions. 1. Now that an updated version of the BSB Training Package has been released, what do RTOs need to do? Changes to qualifications may require RTOs to update training delivery to align to the updated Packaging Rules. Changes to units of competency may also require RTOs to refresh their training materials. An extended 18-month transition period applies to all training products that have been updated as part of this review. The transition period begins on the date the Training Package was released (October 2020) and ends 18-months thereafter (April 2022). Prior to the transition end date, either: (a) the learner's training and assessment must be completed and the relevant AQF certification documentation must be issued; or (b) the learner must be transferred into the updated version of the training product. Refer to Clauses 1.26 and 1.27 of the Standards for RTOs. RTOs may also be required to apply to the Regulator to update their scope of registration (see below). 2. Do I need to do anything to have the updated qualifications added to my scope of registration? RTOs should refer to the `Qualification Mapping Information' field on training.gov.au to determine whether the updated version of a qualification has been deemed Equivalent or Not Equivalent to its superseded version. Information on equivalence is also set out in the Companion Volume Implementation Guide (CVIG), available for download from VETNet. Where a qualification is Equivalent to its superseded version, that qualification will automatically be added to the RTO's scope of registration. Where the qualification is Not Equivalent to its superseded version, RTOs will be required to apply via the Regulator to get the updated qualification on scope. 3. If I model my training and assessment on the the advice in this Interpretation Manual, will it be deemed compliant in the event of an audit? Whilst the information in this Manual represents the view of PwC's Skills for Australia, it may not reflect the position taken by ASQA, VRQA or TAC in the event of an audit. Guidance in this Manual will not be determinative in an audit. RTOs should consider the guidance in this Manual in conjunction with the requirements set out in the Standards for RTOs. 4. In this Manual, why is interpretation guidance provided for some (but not all) requirements of a unit of competency? The content for each unit of competency reflects those items identified in consultation that would benefit from guidance. Not all requirements of a unit of competency are addressed by this Manual. If you feel that additional items would benefit from interpretation guidance, please contact us at info@skillsforaustralia.com. 5. Will PwC's Skills for Australia provide advice on nominal hours for units of competency? PwC's Skills for Australia is the Skills Service Organisation (SSO) responsible for supporting the Business Services Industry Reference Committee with the review and development of the BSB Training Package. Our remit as an SSO does not extend to matters of training delivery, such as nominal hours. For this reason we do not provide advice on nominal hours for units of competency. As a matter of practice, interested stakeholders often refer to the guidance set out in the Victorian Purchasing Guides. 6. I deliver a qualification that has superseded BSB units of competency listed in the Packaging Rules. Do I need to transition and deliver the updated version of these units? RTOs are required to continue delivering the units of competency that are listed in the Packaging Rules of the qualification on training.gov.au. The requirement to transition does not apply where a superseded unit of competency is specifically listed in a qualification. Refer to Clause 1.27 of the Standards for RTOs. ii BSB Training Package Version 7.0 | Interpretation Manual Frequently Asked Questions (cont.) 7. How is an updated qualification deemed Equivalent or Not Equivalent to its superseded version? The equivalence of qualifications is determined in accordance with Section 3.4. of the Training Package Products Policy. In short, where a qualification is superseded and the `occupational outcome' of the qualification has not changed, the updated qualification ought to be deemed Equivalent to its superseded version. This section of the Policy allows the Industry Reference Committee to exercise discretion in determining whether the occupational outcome of the qualification has changed, and therefore whether the qualification must be deemed Not Equivalent. In some instances, an Industry Reference Committee may choose to apply one or more rules of thumb to help determine qualification equivalence. Some indicators of non-equivalence may include: increasing/decreasing the total number of units in the qualification, changing the composition of core units (e.g. by adding or removing units), or adding/removing Entry Requirements. None of these factors are determinative. A substantiation of the determination of equivalence or non-equivalence of all training products in BSB Version 7.0 can be found in the Modification History tables in the Companion Volume Implementation Guide (CVIG), available for download from VETNet. 8. Have updates been made to the Work Health and Safety qualifications as part of BSB Version 7.0? The Work Health and Safety qualifications (BSB30719, BSB41419, BSB51319, BSB60619) were recently reviewed, with updated versions of these qualifications released on training.gov.au in August 2019. As part of BSB Version 7.0, the elective unit lists of these qualifications have been refreshed to incorporate units of competency that have been updated as part of this review. This constitutes a `minor change' to the qualification (ref. Section 6.2. of the Training Package Development and Endorsement Process Policy) and therefore does not impact RTO scope. RTOs ought to begin delivering the updated elective units in accordance with the transition requirements mandated by the Standards for RTOs (ref. Question 1 of this FAQ). Given that the qualifications were not in scope for the BSB Version 7.0 review, no change has been made to the structure of the qualifications or any core units, nor were changes made to any `BSBWHS' units of competency. 9. What are the cross-sector units of competency? (Section 25 of this Manual, p. 691) Many of the skills most valued by industry cut across multiple sectors of Australia's economy. However, training package components are not always developed in a way that recognises the importance of skills in multiple sectors or encourages training products to be used to their full potential in various industry contexts. The Australian Industry and Skills Committee (AISC) has identified several cross-sector skills areas where opportunities exist to create flexible and transferable training package components that will benefit industry, learners and the broader VET sector. These cross-sector skills are at the forefront of growth and innovation in Australia. The intention of the cross-sector training products is for industries and training package developers to import these units of competency into industry relevant qualifications in a manner that suits the job roles in those industries. Consequently, these units have been written in a way that allows for contextualisation to different industries. More information on the cross-sector skill areas addressed by the BSB Training Package is set out in the Companion Volume Implementation Guide (CVIG), available for download from VETNet (refer to pp. 133-136). iii BSB Training Package Version 7.0 | Interpretation Manual Summary of qualification pathways in BSB Training Package Version 7.0 BSB10120 Cert I in Workplace Skills BSB20120 Cert II in Workplace Skills Common learner entry point Common learner exit point Common learner Pathway BSB30120 Cert III in Business BSB30420 Cert III in Library and Information Services BSB30220 Cert III in Entrepreneurship and New Business BSB30320 Cert III in Legal Services BSB30719 Cert III in Work Health and Safety BSB40120 Cert IV in Business BSB40220 Cert IV Aboriginal and Torres Strait Islander Governance BSB40420 Cert IV in Human Resource Management BSB40520 Cert IV in Leadership and Management BSB40820 Cert IV in Marketing and Communication BSB40920 Cert IV in Project Management Practice BSB40720 Cert IV in Library and Information Services BSB40320 Cert IV in Entrepreneurship and New Business BSB40620 Cert IV in Legal Services BSB41419 Cert IV in Work Health and Safety BSB50120 Dip of Business BSB50220 Dip of Aboriginal and Torres Strait Islander Governance BSB50320 Dip of Human Resource Management BSB50420 Dip of Leadership and Management BSB50620 Dip of Marketing and Communication BSB50820 Dip of Project Management BSB50520 Dip of Library and Information Services BSB50920 Dip of Quality Auditing BSB50720 Dip of Paralegal Services BSB51319 Dip of Work Health and Safety BSB60120 Adv Dip of Business BSB60320 Adv Dip of Human Resource Management BSB60420 Adv Dip of Leadership and Management BSB60520 Adv Dip of Marketing and Communication BSB60720 Adv Dip of Program Management BSB60220 Adv Dip of Conveyancing BSB60619 Adv Dip of Work Health and Safety BSB80120 Grad Dip of Management (Learning) BSB80320 Grad Dip of Strategic Leadership BSB80220 Grad Dip of Portfolio Management Note: This diagram is intended to be indicative only and should not be seen as restricting the breadth of possible pathways that a learner may take through the BSB Training package. iv Table of Contents Unit Sector 1. Aboriginal and Torres Strait Islander Governance 2. Audit and Compliance 3. Verbal Communication 4. Conveyancing 5. Critical Thinking 6. Data Literacy 7. Entrepreneurship and Small Business 8. Financial Literacy 9. Human Resources 10. Information Services 11. Leadership 12. Legal Services 13. Medical Administration 14. Marketing 15. Business Operations 16. Personal Effectiveness 17. Project Management 18. Procurement 19. Business Strategy 20. Sustainability 21. Technology Use 22. Teamwork and Relationships 23. Work Health and Safety 24. Written Communication 25. Cross-Sector PwC Pg. 1 49 68 81 92 109 115 141 159 192 248 278 306 321 386 421 436 516 531 558 572 602 617 684 691 v Aboriginal and Torres Strait Islander Governance Overview 2 BSBATSIC411 Communicate with the community 3 BSBATSIC412 Maintain and protect cultural values in the organisation 4 BSBATSIL408 Manage a board meeting 6 BSBATSIL411 Undertake the roles and responsibilities of a board member 8 BSBATSIL412 Participate effectively as a board member 11 BSBATSIL413 Review and apply the constitution 13 BSBATSIM412 Implement a businesslike approach 14 BSBATSIM414 Oversee the organisation's annual budget 15 BSBATSIM416 Oversee organisational planning 17 BSBATSIM417 Implement organisational plans 19 BSBATSIM418 Oversee financial management 21 BSBATSIM419 Contribute to the development and implementation of organisational policies 23 BSBATSIM420 Oversee asset management 24 BSBATSIM421 Support a positive and culturally appropriate workplace culture 26 BSBATSIW416 Obtain and manage consultancy services 28 BSBATSIW417 Select and use technology 30 BSBATSIC511 Plan and conduct a community meeting 31 BSBATSIL503 Manage conflict 33 BSBATSIL510 Appoint and work with a manager 35 BSBATSIL511 Lead the organisation's strategic planning cycle 36 BSBATSIL512 Be a leader in the community 38 BSBATSIM505 Control organisational finances 39 BSBATSIM506 Develop employment policies 40 BSBATSIM511 Develop enterprise opportunities 42 BSBATSIM514 Recruit and induct staff 44 BSBATSIW514 Represent your organisation 46 BSBATSIW515 Secure funding 48 1 Aboriginal and Torres Strait Islander Governance Overview Level 4 Aboriginal and Torres Strait Islander Governance Unit Sector Overview The Aboriginal and Torres Strait Islander Governance unit sector incorporates specialist units of competency aimed at leading, monitoring and guiding the activities of Aboriginal and Torres Strait Islander organisations (and/or Indigenous Corporations). This unit sector aims to support individuals with cultural obligations to their community as well as legal and financial obligations to the wider community and funding bodies. Level 5 Glossary of common terminology Community controlled organisations (CCO) Cultural protocols SWOT An Aboriginal Community Controlled Organisation (ACCO) is an incorporated Aboriginal organisation, initiated, based in and governed by, the local Aboriginal community to deliver holistic and culturally appropriate services to the Aboriginal community that controls it. Cultural protocols refer to the customs, lore and codes of behaviour of a particular cultural group and a way of conducting business. It also refers to the protocols and procedures used to guide the observance of traditional knowledge and practices, including how traditional knowledge is used, recorded and disseminated. SWOT stands for strengths, weaknesses, opportunities and threats. Aborginal and Torres Strait Islander Governance Unit of Competency guidance For further information regarding detailed interpretation of the units of competency in the `Aboriginal and Torres Strait Islander Governance' unit stream, please refer to the interpretation guidance provided on pages 3 - 43. Content for each unit reflects those items identified in consultation that would benefit from guidance. Not all requirements of a unit of competency are addressed by this Manual. The information in this Guide is offered as supplementary interpretation guidance relating to the BSB Business Services Training Package Version 7. The interpretations and advice in this Guide are not enforceable and serve as guidance only. ASQA, VRQA and TAC are the sector regulators responsible for determining matters of compliance in relation to training providers. 2 Aboriginal and Torres Strait Islander Governance Overview Level 4 Level 5 BSBATSIC411 Communicate with the community Unit of Competency use in the BSB Training Package Core unit Qualifications N/A Skill sets N/A Elective unit BSB40220 Certificate IV in Aboriginal and Torres Strait Islander Governance Unit of Competency Interpretation Summary Performance Criteria Notes 1.2 Use formal and informal community networks to share information 2.1 Provide information to the community about the organisation's activities according to established protocols 3.2 Invite individuals and groups affected by issues to participate in community forums Formal and informal community networks may include: forums community meetings community noticeboards open board meetings open days newsletters and notices site visits. Established protocols may relate to: gender matters land matters privacy and confidentiality. Individuals and groups may include: community groups Elders government representatives men, women, youth, people with disabilities Traditional Owners. Performance Evidence Community forums may include: community meetings focus groups open houses social events workshops. Notes Present information in an appropriate format for the community Appropriate formats may include those listed under `formal and informal community networks' above. Knowledge Evidence Notes Outline community consultation methods Assessment Conditions Community consultation methods may include: community meetings focus groups interviews open houses social events surveys workshops. Notes Examples of issues considered by boards of governance, including community feedback Issues considered by boards of governance may relate to: cultural issues (e,g, payback, kinship, humbugging) environmental, social and governance (ESG) stakeholder engagement. 3 Aboriginal and Torres Strait Islander Governance Overview Level 4 Level 5 BSBATSIC412 Maintain and protect cultural values in the organisation Unit of Competency use in the BSB Training Package Core unit Qualifications BSB40220 Certificate IV in Aboriginal and Torres Strait N/A Islander Governance BSB50220 Diploma of Aboriginal and Torres Strait Islander Governance Skill sets N/A Elective unit Unit of Competency Interpretation Summary Performance Criteria Notes 1.2 Follow accepted cultural protocols when undertaking board duties Cultural protocols may include: Aboriginal and Torres Strait Islander lore acknowledgement of country and elders authority to represent kinship, clan and family groups land ownership matters for discussion men's and women's business relationships with Elders relationships with Traditional Owners responsibilities in relation to significant events, such as births, marriages and deaths use of images and voices welcome to country. 2.2 Accommodate cultural differences in dealing with other people Cultural differences may relate to: beliefs and values ceremonies employment language law and lore lifestyles literacy living conditions. 6.1 Identify areas of potential and actual social conflict as a consequence of stereotyping and prejudice Areas of potential and actual social conflict may include: family land public spaces schools workplaces. 7.1 Assess the potential impact of new and proposed legislation Legislation and policy may include: and policy on the organisation and its members anti-discrimination and equal opportunity laws extended trading hours Native Title pastoral and mining leases relevant social security law 'Three Strikes' laws. 8.1 Identify relevant social, technical, economic and political changes that may impact the activities of the organisation Relevant social, technical, economic and political changes may include: changing technologies education land developments land ownership changes living standards mainstreaming services. 4 Aboriginal and Torres Strait Islander Governance Overview Level 4 Level 5 BSBATSIC412 Maintain and protect cultural values in the organisation Unit of Competency use in the BSB Training Package Core unit Qualifications BSB40220 Certificate IV in Aboriginal and Torres Strait N/A Islander Governance BSB50220 Diploma of Aboriginal and Torres Strait Islander Governance Skill sets N/A Elective unit Unit of Competency Interpretation Summary Foundation Skills Notes Communication: Participates in a variety of spoken exchanges with people from diverse backgrounds in an effort to maintain and protect cultural values Spoken exchanges may include: conversations interviews meetings presentations. Knowledge Evidence Notes Explain Aboriginal and Torres Strait Islander cultural governance practices that may affect the effective governance of organisations Cultural governance practices may include: bush meetings committee meetings in appropriate language constitutions recognising Traditional Owners. Explain how historical factors, such as colonisation, have had an impact on local community members and the organisation The impact of historical factors may relate to: cultural disintegration diet and food products dispossession of land and home education employment loss of control living standards personal and vicarious trauma Stolen Generation. 5 Overview Aboriginal and Torres Strait Islander Governance Level 4 Level 5 BSBATSIL408 Manage a board meeting Unit of Competency use in the BSB Training Package Core unit Qualifications N/A Skill sets N/A Elective unit BSB40220 Certificate IV in Aboriginal and Torres Strait Islander Governance Unit of Competency Interpretation Summary Performance Criteria Notes 1.1 Identify type of meeting to be conducted and any rules, Type of meeting may include: cultural protocols, policies and procedures affecting its planning annual general meeting and conduct regular board meeting special general meeting subcommittee meeting. Cultural protocols may include: Aboriginal and Torres Strait Islander lore acknowledgement of country and elders authority to represent kinship, clan and family groups land ownership matters for discussion men's and women's business relationships with Elders relationships with Traditional Owners responsibilities in relation to significant events, such as births, marriages and deaths use of images and voices welcome to country. 2.6 Use agreed decision-making processes to ensure decisions Decision-making processes may involve: reflect participants' views consensus decision by authority decision by majority. 3.1 Advise board members when to observe required confidentiality Required confidentiality may include: commercial in confidence financial legal personal. 5.1 Communicate decisions to relevant people Relevant people may include: board members committees community members funding bodies partner organisations staff visitors. 5.3 Present reports of outcomes of implementation at board meetings Reports of outcomes may include: evaluation reports information reports progress reports research reports. 6 Overview Aboriginal and Torres Strait Islander Governance Level 4 Level 5 BSBATSIL408 Manage a board meeting Unit of Competency use in the BSB Training Package Core unit Qualifications N/A Skill sets N/A Elective unit BSB40220 Certificate IV in Aboriginal and Torres Strait Islander Governance Unit of Competency Interpretation Summary Performance Evidence Notes Apply constitutional provisions when planning and conducting board meetings Constitutional provisions may include: elections financial and other reporting meetings (e.g. annual general meetings) membership objectives. 7 Aboriginal and Torres Strait Islander Governance Overview Level 4 Level 5 BSBATSIL411 Undertake the roles and responsibilities of a board member Unit of Competency use in the BSB Training Package Core unit Qualifications BSB40220 Certificate IV in Aboriginal and Torres Strait N/A Islander Governance BSB50220 Diploma of Aboriginal and Torres Strait Islander Governance Skill sets N/A Elective unit Unit of Competency Interpretation Summary Performance Criteria Notes 1.1 Identify core functions and structure of the organisation Core functions may include: provision of specific goods, such as catering, art work, performance, and general goods provision of specific services, such as housing, health, employment, child care, legal services, aged care, creative arts, youth services, bookkeeping, resourcing, and coordination specific cultural contexts, such as traditional and cultural knowledge and values. 1.2 Describe relationship between organisation, stakeholders and other organisations or entities 1.5 Follow the board's decision-making processes Structure may include: board member portfolios of responsibility divisions, branches, departments, teams and positions within the organisation lines of accountability. Stakeholders and other organisations or entities may include: clients, consumers and participants commercial businesses owned by the organisation community groups, organisations and networks competitors Elders individual community members jointly owned entities held by other organisations local, state or territory, and federal government departments related Aboriginal and Torres Strait Islander organisations related non-Aboriginal and Torres Strait Islander organisations Traditional Owners trusts held by the organisation. Decision-making processes may involve: consensus decision by authority decision by majority. 8 Aboriginal and Torres Strait Islander Governance Overview Level 4 Level 5 BSBATSIL411 Undertake the roles and responsibilities of a board member Unit of Competency use in the BSB Training Package Core unit Qualifications BSB40220 Certificate IV in Aboriginal and Torres Strait N/A Islander Governance BSB50220 Diploma of Aboriginal and Torres Strait Islander Governance Skill sets N/A Elective unit Unit of Competency Interpretation Summary Performance Criteria Notes 2.2 Identify the relationship between board and staff and overlapping roles Relationship between board and staff may relate to: board leadership board planning day-to-day administration management responsiveness policy formulation and decision making. 3.1 Identify legislation under which the organisation operates 4.1 Monitor trends and outcomes in the community 4.3 Use information provided to review effectiveness and efficiency of operations and associated policy Foundation Skills Overlapping roles may include: board members becoming involved in day-to-day operations staff who are also board members. Legislation may include: Corporations (Aboriginal and Torres Strait Islander) Act 2006 Fair Work Act Fair Work Regulations 2009 federal, state and territory Acts relating to core functions of the organisation federal, state and territory work health and safety statutes financial legislation and regulations state and territory associations Acts. Monitoring trends and outcomes may include: attending community meetings gathering information, data and statistics identifying community needs maintaining awareness of political issues. Information may include: anecdotal information from the community data and statistics financial reports reports from staff, consultants, and other bodies. Notes Writing: Develops material for a specific audience using clear and detailed language to convey explicit information, requirements and recommendations Material may include: emails meeting minutes presentations reports. 9 Aboriginal and Torres Strait Islander Governance Overview Level 4 Level 5 BSBATSIL411 Undertake the roles and responsibilities of a board member Unit of Competency use in the BSB Training Package Core unit Qualifications BSB40220 Certificate IV in Aboriginal and Torres Strait N/A Islander Governance BSB50220 Diploma of Aboriginal and Torres Strait Islander Governance Skill sets N/A Elective unit Unit of Competency Interpretation Summary Performance Evidence Notes Manage conflicts of interest Knowledge Evidence Managing conflicts of interest may involve: discussion and resolution at board meetings guidelines for declaring and managing conflicts of interest. Notes Identify relevant protocols and cultural responsibilities, and how Protocols and cultural responsibilities may include: they may impact roles and responsibilities of board members Aboriginal and Torres Strait Islander lore acknowledgement of country and elders authority to represent kinship, clan and family groups land ownership matters for discussion men's and women's business relationships with Elders relationships with Traditional Owners responsibilities in relation to significant events, such as births, marriages and deaths use of images and voices welcome to country. 10 Aboriginal and Torres Strait Islander Governance Overview Level 4 Level 5 BSBATSIL412 Participate effectively as a board member Unit of Competency use in the BSB Training Package Core unit Qualifications N/A Skill sets N/A Elective unit BSB40220 Certificate IV in Aboriginal and Torres Strait Islander Governance Unit of Competency Interpretation Summary Performance Criteria Notes 1.1 Demonstrate respect for local history 1.2 Identify and follow community protocols 1.4 Follow the organisation's code of conduct 4.1 Keep up-to-date with local Aboriginal and Torres Strait Islander and non-Aboriginal and Torres Strait Islander issues 4.2 Identify and undertake cooperative actions involving other groups Foundation Skills Local history may relate to: cultural diversity defining events (e.g. impacts on community) economic and social development Elders Traditional Owners. Community protocols may include cultural protocols and may relate to: gender kinship, clan and family groups land ownership men's and women's business order of speaking permission to speak significant events, such as birth, marriage and death welcome to country and acknowledgements. Codes of conduct may relate to: declarations of conflict of interest declarations of pecuniary interest written or agreed organisation and board codes of conduct. Local Aboriginal and Torres Strait Islander and non-Aboriginal and Torres Strait Islander issues may relate to: community tension around local issues competing interests in land local politics other developments. Other groups may include: Aboriginal and Torres Strait Islander organisations local businesses local government non-Aboriginal and Torres Strait Islander organisations. Notes Writing: Develops material for a specific audience using clear and detailed language to convey explicit information, requirements and recommendations Material may include: emails meeting minutes presentations reports. 11 Aboriginal and Torres Strait Islander Governance Overview Level 4 Level 5 BSBATSIL412 Participate effectively as a board member Unit of Competency use in the BSB Training Package Core unit Qualifications N/A Skill sets N/A Elective unit BSB40220 Certificate IV in Aboriginal and Torres Strait Islander Governance Unit of Competency Interpretation Summary Knowledge Evidence Notes Describe relevant protocols and cultural responsibilities impacting performance as a board member Protocols and cultural responsibilities may include: Aboriginal and Torres Strait Islander lore acknowledgement of country and elders authority to represent kinship, clan and family groups land ownership matters for discussion men's and women's business relationships with Elders relationships with Traditional Owners responsibilities in relation to significant events, such as births, marriages and deaths use of images and voices welcome to country. 12 Aboriginal and Torres Strait Islander Governance Overview Level 4 Level 5 BSBATSIL413 Review and apply the constitution Unit of Competency use in the BSB Training Package Core unit Qualifications BSB40220 Certificate IV in Aboriginal and Torres Strait N/A Islander Governance Skill sets N/A Elective unit Unit of Competency Interpretation Summary Performance Criteria Notes 1.2 Seek clarification of clauses from experts when required 2.1 Check constitution to ensure it is consistent with relevant law, with support of experts where required 3.1 Follow constitutional provisions 3.2 Check policies and programs to ensure they conform to constitution Experts may include: accountants Elders federal and state registration bodies managers Office of the Registrar of Indigenous Corporations solicitors state registration bodies. Relevant law may include: Act or Acts under which the organisation operates corporation law. Constitutional provisions may include: elections financial and other reporting meetings, including annual general meetings membership objectives. Policies and programs may relate to: commercial activities eligibility for assistance program objectives. 13 Aboriginal and Torres Strait Islander Governance Overview Level 4 Level 5 BSBATSIM412 Implement a businesslike approach Unit of Competency use in the BSB Training Package Core unit Qualifications N/A Skill sets N/A Elective unit BSB40220 Certificate IV in Aboriginal and Torres Strait Islander Governance Unit of Competency Interpretation Summary Performance Criteria Notes 2.2 Advise relevant stakeholders accordingly 3.1 Review all operations from a businesslike perspective Relevant stakeholders may include: communities funding bodies other relevant services. Operations may include: commercial services not-for-profit services. Foundation Skills Businesslike perspectives may relate to: best use of resources costs and benefits quality assurance influences affecting decision-making professional versus personal interests viability and potential growth. Notes Oral communication: Interacts effectively in verbal exchanges, using active listening and questioning, to convey and clarify information Verbal exchanges may include: conversations interviews meetings presentations. 14 Aboriginal and Torres Strait Islander Governance Overview Level 4 Level 5 BSBATSIM414 Oversee the organisation's annual budget Unit of Competency use in the BSB Training Package Core unit Qualifications N/A Skill sets N/A Elective unit BSB40220 Certificate IV in Aboriginal and Torres Strait Islander Governance Unit of Competency Interpretation Summary Performance Criteria Notes 1.1 Establish a budget working-group 1.2 Review and analyse previous year's budget performance 1.3 Gather budget planning information from relevant sources 2.1 Identify known sources of income 2.3 Review expenditure for existing operations 2.5 Identify potential problem areas Budget working-groups may include: board subcommittees together with senior management and staff community members Elders external expertise Traditional Owners. Budget performance may relate to: budget variances, such as under or over-expenditure revenue and expenditure targets. Relevant sources may include: accountants audited financial statements business managers funding bodies treasurer quotes. Sources of income may include: enterprise operations grant funds interest on investments philanthropic income (e.g. sponsorships or donations) royalties and other payments service contracts. Expenditure may relate to: administration capital requirements consultants distributions repair and maintenance salaries vehicle costs. Potential problem areas may relate to: administration costs commercial activities (e.g. failure to deliver on contracts) consultancy fees salary costs unresolved debts utility costs vehicle and travel expenses. 15 Aboriginal and Torres Strait Islander Governance Overview Level 4 Level 5 BSBATSIM414 Oversee the organisation's annual budget Unit of Competency use in the BSB Training Package Core unit Qualifications N/A Skill sets N/A Elective unit BSB40220 Certificate IV in Aboriginal and Torres Strait Islander Governance Unit of Competency Interpretation Summary Foundation Skills Notes Oral communication: Participates in verbal exchanges using clear language, suitable syntax and tone to address and disseminate information to a variety of individuals Performance Evidence Verbal exchanges may include: conversations interviews meetings presentations. Notes Identify typical information to be included in a budget Knowledge Evidence Typical information to be included in a budget may include: fixed costs income time frames variable costs. Notes Explain relevant protocols and cultural responsibilities when making budgetary decisions Protocols and cultural responsibilities may include: Aboriginal and Torres Strait Islander lore acknowledgement of country and elders authority to represent kinship, clan and family groups land ownership matters for discussion men's and women's business relationships with Elders relationships with Traditional Owners responsibilities in relation to significant events, such as births, marriages and deaths use of images and voices welcome to country. 16 Aboriginal and Torres Strait Islander Governance Overview Level 4 Level 5 BSBATSIM416 Oversee organisational planning Unit of Competency use in the BSB Training Package Core unit Qualifications BSB40220 Certificate IV in Aboriginal and Torres Strait N/A Islander Governance Skill sets N/A Elective unit Unit of Competency Interpretation Summary Performance Criteria Notes 1.1 Consult with community to identify needs, issues, visions and interests Communities may include: community members Elders members of the organisation other Aboriginal and Torres Strait Islander organisations other relevant stakeholders Traditional Owners. 1.3 Identify and obtain relevant planning information, including the organisation's current provision of services Relevant planning information may include: community and stakeholder feedback existing organisational plans funding and resource opportunities market research organisational documentation (e.g. annual general reports, constitution, financial reports and budgets, networks and supporters, policies and procedures, vision and purpose statements) relevant data and statistics relevant government reports, strategic directions, and policy staff skills and capabilities. 1.4 Review the effectiveness of this provision in meeting organisational and community needs Reviews may involve: community and stakeholder feedback evaluation reports gap analysis market research SWOT analysis. 2.4 Identify type of planning activity required to meet needs of the organisation Planning activities may involve: action plans business plans cultural plans financial plans marketing and promotion plans staffing plans strategic plans. 3.1 Check plans and planning processes to ensure they maintain and enhance cultural identity Cultural identity may include: common cultural values that underpin Aboriginal and Torres Strait Islander people diversity and uniqueness of individual communities languages, songs and artwork Native Title status and issues relationship with the land. 17 Aboriginal and Torres Strait Islander Governance Overview Level 4 Level 5 BSBATSIM416 Oversee organisational planning Unit of Competency use in the BSB Training Package Core unit Qualifications BSB40220 Certificate IV in Aboriginal and Torres Strait N/A Islander Governance Skill sets N/A Elective unit Unit of Competency Interpretation Summary Performance Criteria Notes 3.2 Check plans and planning processes to ensure they reflect Cultural requirements may relate to: cultural requirements and protocols promoting cultural respect cultural protocols recognition of diversity. Protocols promoting cultural respect may include: community processes of consultation local traditions and customs recognition of Elders and Traditional Owners respect and courtesy to other communities rights of others, rights of privacy, and secret business. 4.2 Ensure adequate resources are available to develop plans Resources may include: board member support development of working group or subcommittee external consultants finances identified partnerships information and communication technologies network contacts planning expertise staff. 4.3 Ensure plans meet legal and compliance requirements Legal and compliance requirements may include: contractual requirements management of work health and safety reporting requirements. 4.4 Ensure plans meet financial targets and funding requirements Financial targets and funding requirements may relate to: budgets financial obligations financial viability funding and service agreements possible funding options. 4.6 Ensure plans include consideration of sustainability Sustainability may relate to: cultural factors economic factors environmental factors social factors. 18 Aboriginal and Torres Strait Islander Governance Overview Level 4 Level 5 BSBATSIM417 Implement organisational plan Unit of Competency use in the BSB Training Package Core unit Qualifications BSB40220 Certificate IV in Aboriginal and Torres Strait N/A Islander Governance Skill sets N/A Elective unit Unit of Competency Interpretation Summary Performance Criteria Notes 1.1 Review organisational plan to identify required resources and funding sources Resources may include: external consultants financial resources human resources physical resources pro bono support technical resources. Funding sources may include: business partnerships donations earned income fundraising events government funding and grants membership fees philanthropic grants pro bono work. 1.2 Identify possible partnership arrangements Partnership arrangements may refer to: auspice arrangements partnership with a business partnership with another Aboriginal and Torres Strait Islander organisation partnership with a non-Aboriginal and Torres Strait Islander organisation resource sharing with another organisation. 1.3 Follow organisation's policies, practices and procedures to obtain resources and funding to implement plans Organisation's policies, practices and procedures may refer to: organisational culture organisational guidelines that govern and prescribe operational functions, such as the acquisition and management of financial, human, physical and technical resources standard operating procedures undocumented practices in line with organisational operations. 2.3 Identify key performance indicators (KPIs) for plan implementation and use to monitor progress Key performance indicators (KPIs) may: be used to demonstrate success and identify areas for improvement refer to measures for monitoring and evaluating the efficiency and effectiveness of implementing the plan. 19 Aboriginal and Torres Strait Islander Governance Overview Level 4 Level 5 BSBATSIM417 Implement organisational plan Unit of Competency use in the BSB Training Package Core unit Qualifications BSB40220 Certificate IV in Aboriginal and Torres Strait N/A Islander Governance Skill sets N/A Elective unit Unit of Competency Interpretation Summary Performance Criteria Notes 2.5 Undertake contingency planning in consultation with key stakeholders as required 3.2 Develop strategies to address changing situations when necessary Knowledge Evidence Contingency planning may refer to: changing planned outcomes reducing expenditure rental, hire purchase or alternative means of procurement of required materials, equipment and stock risk identification, assessment and management processes seeking further funding strategies for reducing costs, wastage, stock or consumables succession planning using external consultants and labour. Changing situations may refer to: community needs and markets environmental factors funding sources government policy legislation partner relationships project scope timelines. Notes Outline protocols and cultural responsibilities relevant to development of organisational plans Protocols and cultural responsibilities may include: Aboriginal and Torres Strait Islander lore acknowledgement of country and elders authority to represent kinship, clan and family groups land ownership matters for discussion men's and women's business relationships with Elders relationships with Traditional Owners responsibilities in relation to significant events, such as births, marriages and deaths use of images and voices welcome to country. 20 Aboriginal and Torres Strait Islander Governance Overview Level 4 Level 5 BSBATSIM418 Oversee financial management Unit of Competency use in the BSB Training Package Core unit Qualifications BSB40220 Certificate IV in Aboriginal and Torres Strait N/A Islander Governance Skill sets N/A Elective unit Unit of Competency Interpretation Summary Performance Criteria Notes 1.2 Clarify purpose of financial reports and their key features with board members 2.4 Seek independent advice where necessary 3.1 Identify statutory responsibilities of board members for assets 6.2 Identify and monitor external influences on budgets and finances Performance Evidence Financial reports may refer to: annual audited financial statements asset registers balance sheets bank accounts budgets expenditure income loans profit and loss statements. Independent advice may be sourced from: accountants business advisers. Statutory responsibilities may relate to: acquittal and annual reporting fees and taxes funding agreements procurement and disposal. External influences may include: awards costs environmental factors funding sources government policy inflation rate interest rate markets supplies. Notes Responsibly manage organisational assets Organisational assets may include: tangible and intangible assets. 21 Aboriginal and Torres Strait Islander Governance Overview Level 4 Level 5 BSBATSIM418 Oversee financial management Unit of Competency use in the BSB Training Package Core unit Qualifications BSB40220 Certificate IV in Aboriginal and Torres Strait N/A Islander Governance Skill sets N/A Elective unit Unit of Competency Interpretation Summary Knowledge Evidence Notes List relevant protocols and cultural responsibilities when making financial decisions. Protocols and cultural responsibilities may include: Aboriginal and Torres Strait Islander lore acknowledgement of country and elders authority to represent kinship, clan and family groups land ownership matters for discussion men's and women's business relationships with Elders relationships with Traditional Owners responsibilities in relation to significant events, such as births, marriages and deaths use of images and voices welcome to country. 22 Aboriginal and Torres Strait Islander Governance Overview Level 4 Level 5 BSBATSIM419 Contribute to the development and implementation of organisational policies Unit of Competency use in the BSB Training Package Core unit Qualifications BSB40220 Certificate IV in Aboriginal and Torres Strait N/A Islander Governance Skill sets N/A Elective unit Unit of Competency Interpretation Summary Performance Criteria Notes 1.1 Work with other board members to establish a policy development group and develop a procedure for policy development 2.3 Identify and review additional information required 3.1 Provide input into drafting of policy for each area of organisation activity 3.2 Check policy to ensure it reflects the vision of the organisation and cultural issues 4.1 Provide an explanation of draft policy to others Policy development groups may include: board members community members expert advisers staff members. Additional information may include: examples of policies from other organisations existing organisational policies funding terms and conditions relevant government policy documents relevant research. Policies for each area may relate to: asset management board processes complaints finance programs and services training vision and values work health and safety workplace relations. Cultural issues may relate to: family obligations gender kinship protection of culture and heritage protocols traditional roles and responsibilities. Others may include: clients communities and community members customers employees other organisations. 23 Aboriginal and Torres Strait Islander Governance Overview Level 4 Level 5 BSBATSIM420 Oversee asset management Unit of Competency use in the BSB Training Package Core unit Qualifications N/A Skill sets N/A Elective unit BSB40220 Certificate IV in Aboriginal and Torres Strait Islander Governance Unit of Competency Interpretation Summary Performance Criteria Notes 1.2 Follow policies and administrative procedures for purchase, use, storage, maintenance and disposal of assets Administrative procedures may relate to: asset disposal identification labelling insurance internal audits invoices and receipts purchasing use and control. 2.1 Ensure responsibility for establishing an asset register of organisation's movable assets, and recording and storage of asset documents is delegated by the board to an appropriate person or persons Asset registers may include: additions dates of purchase identifying numbers insurance claims location loss or theft major repairs obsolescence value. Asset registers may be computer-based or manual records. 2.2 Ensure the register has been established and appropriate asset documents are stored securely Performance Evidence Moveable assets may include: artworks cultural items goods office furniture plant and equipment vehicles. Asset documents may include: guarantees insurance documentation invoices and receipts maintenance records titles and certificates warranties. Notes Work with others to develop policies and procedures for managing assets Others may include: colleagues managers. 24 Aboriginal and Torres Strait Islander Governance Overview Level 4 Level 5 BSBATSIM420 Oversee asset management Unit of Competency use in the BSB Training Package Core unit Qualifications N/A Skill sets N/A Elective unit BSB40220 Certificate IV in Aboriginal and Torres Strait Islander Governance Unit of Competency Interpretation Summary Knowledge Evidence Notes Describe relevant protocols and cultural responsibilities for management of assets Protocols and cultural responsibilities may include: Aboriginal and Torres Strait Islander lore acknowledgement of country and elders authority to represent kinship, clan and family groups land ownership matters for discussion men's and women's business relationships with Elders relationships with Traditional Owners responsibilities in relation to significant events, such as births, marriages and deaths use of images and voices welcome to country. 25 Aboriginal and Torres Strait Islander Governance Overview Level 4 Level 5 BSBATSIM421 Support a positive and culturally appropriate workplace culture Unit of Competency use in the BSB Training Package Core unit Qualifications N/A Skill sets N/A Elective unit BSB40220 Certificate IV in Aboriginal and Torres Strait Islander Governance Unit of Competency Interpretation Summary Performance Criteria Notes 1.3 Identify and support positive qualities of people 1.5 Identify how past experiences may impact people's behaviour, skills and knowledge 2.1 Identify the knowledge, skills and experience of others Positive qualities may relate to: attitudes and values initiative respect (e.g. for kinship, clan and family obligations, cultural and community festivals and events) skills and abilities. Past experiences may relate to: culture educational opportunities effects of government policies family situations trauma. Knowledge, skills and experience may include: interpersonal skills traditional knowledge and skills work skills. Others may refer to: board members community members staff members. 3.2 Develop and apply strategies to recognise achievements Achievements may include: cultural achievements family achievements personal achievements sport achievements work-based achievements. 3.3 Support others to undertake relevant professional development Professional development may relate to: career planning cross-cultural training further education personal development work skills. 6.1 Encourage provision of constructive feedback in workplace Feedback may be: to staff by a board nominee to staff by staff. 26 Aboriginal and Torres Strait Islander Governance Overview Level 4 Level 5 BSBATSIM421 Support a positive and culturally appropriate workplace culture Unit of Competency use in the BSB Training Package Core unit Qualifications N/A Skill sets N/A Elective unit BSB40220 Certificate IV in Aboriginal and Torres Strait Islander Governance Unit of Competency Interpretation Summary Knowledge Evidence Notes List protocols and cultural responsibilities relevant to the role of a board member Protocols and cultural responsibilities may include: Aboriginal and Torres Strait Islander lore acknowledgement of country and elders authority to represent kinship, clan and family groups land ownership matters for discussion men's and women's business relationships with Elders relationships with Traditional Owners responsibilities in relation to significant events, such as births, marriages and deaths use of images and voices welcome to country. 27 Aboriginal and Torres Strait Islander Governance Overview Level 4 Level 5 BSBATSIW416 Obtain and manage consultancy services Unit of Competency use in the BSB Training Package Core unit Qualifications N/A Skill sets N/A Elective unit BSB40220 Certificate IV in Aboriginal and Torres Strait Islander Governance Unit of Competency Interpretation Summary Performance Criteria Notes 1.1 Identify required expertise not available within the organisation Expertise may relate to: accounting business development community planning legal planning research training. 2.2 Prepare terms of reference (consultancy brief) for consultant services Performance Evidence Expertise may involve: evaluating services and procedures solving major problems writing policy and procedures writing submissions. Terms of reference may include: community aims and involvement expenses payment schedules reporting requirements required outcomes and key performance indicators reviews timelines. Notes Monitor and review consultant's performance against relevant criteria Relevant criteria may relate to: meeting agreed budgets and timeframes number of errors work quality and outputs. 28 Aboriginal and Torres Strait Islander Governance Overview Level 4 Level 5 BSBATSIW416 Obtain and manage consultancy services Unit of Competency use in the BSB Training Package Core unit Qualifications N/A Skill sets N/A Elective unit BSB40220 Certificate IV in Aboriginal and Torres Strait Islander Governance Unit of Competency Interpretation Summary Knowledge Evidence Notes Outline relevant protocols and cultural responsibilities when engaging a consultant Identify sources of legal advice available and how they can be accessed Protocols and cultural responsibilities may include: Aboriginal and Torres Strait Islander lore acknowledgement of country and elders authority to represent kinship, clan and family groups land ownership matters for discussion men's and women's business relationships with Elders relationships with Traditional Owners responsibilities in relation to significant events, such as births, marriages and deaths use of images and voices welcome to country. Sources of legal advice may include: community legal centres lawyers unions and employer associations. 29 Overview Aboriginal and Torres Strait Islander Governance Level 4 Level 5 BSBATSIW417 Select and use technology Unit of Competency use in the BSB Training Package Core unit Qualifications N/A Skill sets N/A Elective unit BSB40220 Certificate IV in Aboriginal and Torres Strait Islander Governance Unit of Competency Interpretation Summary Performance Criteria Notes 1.1 Identify organisational tasks that could be helped by technology Technology may include: computer software packages information technology new generation plant and equipment. 2.2 Investigate ways of acquiring or accessing technology other Ways of acquiring or accessing technology may include: than by funding borrowing leasing and hiring obtaining donations partnership arrangements purchasing. 3.1 Evaluate need for technology training Evaluating may relate to: effectiveness, including cost effectiveness human impacts level of training needs reliability suitability sustainability. Knowledge Evidence Notes List potential barriers to learning, and strategies to address these Outline relevant protocols and cultural responsibilities when supporting members of staff Potential barriers to learning may include: distracting office environments lack of purpose and focus negative past experiences. Protocols and cultural responsibilities may include: Aboriginal and Torres Strait Islander lore acknowledgement of country and elders authority to represent kinship, clan and family groups land ownership matters for discussion men's and women's business relationships with Elders relationships with Traditional Owners responsibilities in relation to significant events, such as births, marriages and deaths use of images and voices welcome to country. 30 Aboriginal and Torres Strait Islander Governance Overview Level 4 Level 5 BSBATSIC511 Plan and conduct a community meeting Unit of Competency use in the BSB Training Package Core unit Qualifications N/A Skill sets N/A Elective unit BSB50220 Diploma of Aboriginal and Torres Strait Islander Governance Unit of Competency Interpretation Summary Performance Criteria Notes 1.2 Develop a broad agenda and list of invited guests in consultation with appropriate people 1.3 Communicate details of meeting to the community, invited guests and other key people and groups Appropriate people may include: Elders managers members Traditional Owners. Communicating may involve: emails networks notices posters social media telephone calls text word of mouth. Invited guests may include: Elders government representatives land councils members representatives of local businesses representatives of other Aboriginal and Torres Strait Islander organisations or communities Traditional Owners. 1.5 Address requirements of people with special needs to ensure equity and access Special needs may involve: arrangements for people with disabilities child care cultural brokers interpreters transport. 2.2 Follow agenda and relevant meeting protocols Protocols may relate to: agenda formats introductions, welcomes and acknowledgements land, gender and clan issues meeting procedures minute-taking order of speakers. 2.3 Acknowledge all points of view through appropriate meeting Meeting processes may relate to: processes of discussion and documentation decision-making processes forms of discussion gender groups language. 2.6 Manage difficult situations appropriately Difficult situations may include: absence of consensus conflict organisational problems. 31 Aboriginal and Torres Strait Islander Governance Overview Level 4 Level 5 BSBATSIC511 Plan and conduct a community meeting Unit of Competency use in the BSB Training Package Core unit Qualifications N/A Skill sets N/A Elective unit BSB50220 Diploma of Aboriginal and Torres Strait Islander Governance Unit of Competency Interpretation Summary Performance Evidence Notes Put processes in place to inform appropriate people about what Processes may include: occurred at the meeting and outcomes of proposed action distributing meeting minutes sending out post meeting communications. Knowledge Evidence Notes Outline community consultation methods Describe relevant protocols and cultural responsibilities for conducting community meetings. Identify relevant community bodies that might be included in community meetings Community consultation methods may include: community meetings focus groups interviews open houses social events surveys workshops. Protocols and cultural responsibilities may include: Aboriginal and Torres Strait Islander lore acknowledgement of country and elders authority to represent kinship, clan and family groups land ownership matters for discussion men's and women's business relationships with Elders relationships with Traditional Owners responsibilities in relation to significant events, such as births, marriages and deaths use of images and voices welcome to country. Community bodies may include: funding bodies supporting organisations. 32 Overview Aboriginal and Torres Strait Islander Governance Level 4 Level 5 BSBATSIL503 Manage conflict Unit of Competency use in the BSB Training Package Core unit Qualifications BSB50220 Diploma of Aboriginal and Torres Strait N/A Islander Governance Skill sets N/A Elective unit Unit of Competency Interpretation Summary Performance Criteria Notes 1.1 Determine if conflict exists and its possible causes Causes may involve: competing groups, family or personal interests and needs cross-cultural issues dissatisfaction in the community interference from outside individuals or organisations, including government and government policies lack of communication and funding matters of ownership personality clashes power and control issues unclear roles and responsibilities. 1.2 Identify potential situations of future conflict Situations of future conflict may be: between the organisation and the community between the organisation and the wider community within the board within the organisation. 2.1 Identify the implications of conflict occurring Implications of conflict may involve: breakdown in social cohesion community divisions impacts on service delivery or business operations individual and family health and wellbeing legal implications, such as breach of contracts, duty of care. 2.3 Develop resolution strategies in consultation with conflicting Resolution strategies may involve: parties community and family meetings cultural resolution strategies grievance policies and procedures listening and respect mediation memorandums of understanding organisational and industry codes of conduct. 33 Overview Aboriginal and Torres Strait Islander Governance Level 4 Level 5 BSBATSIL503 Manage conflict Unit of Competency use in the BSB Training Package Core unit Qualifications BSB50220 Diploma of Aboriginal and Torres Strait N/A Islander Governance Skill sets N/A Elective unit Unit of Competency Interpretation Summary Knowledge Evidence Notes Outline relevant protocols and cultural responsibilities that impact how conflict is resolved Protocols and cultural responsibilities may include: Aboriginal and Torres Strait Islander lore acknowledgement of country and elders authority to represent kinship, clan and family groups land ownership matters for discussion men's and women's business relationships with Elders relationships with Traditional Owners responsibilities in relation to significant events, such as births, marriages and deaths use of images and voices welcome to country. 34 Aboriginal and Torres Strait Islander Governance Overview Level 4 Level 5 BSBATSIL510 Appoint and work with a manager Unit of Competency use in the BSB Training Package Core unit Qualifications BSB50220 Diploma of Aboriginal and Torres Strait N/A Islander Governance Skill sets N/A Elective unit Unit of Competency Interpretation Summary Performance Criteria Notes 1.1 Obtain expert advice on legal requirements relevant to recruiting and selecting staff Recruiting and selecting staff may include: advertising conducting referee and security checks developing and adapting positions and job descriptions developing interview questions developing selection criteria following established application processes informing successful and unsuccessful candidates selecting interview panels selecting suitable candidates short-listing applicants short-listing interviewees. 2.3 Establish a selection panel that represents key stakeholders Key stakeholders may include: board members community members Elders funding body representatives local government other Aboriginal and Torres Strait Islander organisations Traditional Owners. 2.4 Develop appropriate interview questions, using independent assistance as required Independent assistance may include: consultants employee groups. experienced network members peak body groups senior government or non-government personnel. 4.2 Develop communication and reporting mechanisms between the manager and the board Communication and reporting mechanisms may include: manager's report for the annual general meeting regular written and verbal reports reports against performance outcomes standing items at board meetings. 4.3 Develop protocols for decision-making and delegation of powers Delegation of powers may include: employing and dismissing staff purchasing goods and services signing cheques and contracts speaking to the media. 4.5 Regularly review the manager's performance in accordance Regular reviews may include: with the employment contract 360 degree feedback annual performance reviews assessment against performance outcomes independent assessments interviews. 35 Aboriginal and Torres Strait Islander Governance Overview Level 4 Level 5 BSBATSIL511 Lead the organisation's strategic planning cycle Unit of Competency use in the BSB Training Package Core unit Qualifications BSB50220 Diploma of Aboriginal and Torres Strait N/A Islander Governance Skill sets N/A Elective unit Unit of Competency Interpretation Summary Performance Criteria Notes 1.1 Agree to a documented strategic planning process with other board members 1.2 Identify and allocate resources to undertake strategic planning 2.1 Consult board members, management, staff, community and key stakeholders on values, vision and purpose of the organisation Strategic planning processes may include: collecting and documenting information consulting with Elders, Traditional Owners, members and communities developing values, vision and purpose, objectives of strategic plans, strategies for achieving goals and performance measures establishing working groups and subcommittees reviewing draft strategic plans reviewing previous strategic plans. Resources may include: board member support community members external consultants finances identified partnerships information and communication technologies network contacts planning expertise. Values may relate to: business practices culture communities family heritage self-determination service and product standards staff management. 3.4 Identify and analyse emerging and predicted trends 3.5 Identify and analyse potential for strategic alliances and partnerships Vision and purpose may relate to: long-term community goals organisational goals. Emerging and predicted trends may include: business and social enterprise possibilities community needs and issues demographic changes funding priorities government legislation and policy local expenditure new and changing competitors social trends. Strategic alliances and partnerships may involve: Businesses individuals local, state or territory, and federal governments other organisations. 36 Aboriginal and Torres Strait Islander Governance Overview Level 4 Level 5 BSBATSIL511 Lead the organisation's strategic planning cycle Unit of Competency use in the BSB Training Package Core unit Qualifications BSB50220 Diploma of Aboriginal and Torres Strait N/A Islander Governance Skill sets N/A Elective unit Unit of Competency Interpretation Summary Performance Criteria Notes 4.1 Develop and agree on strategies and SMART objectives with other board members, consistent with outcomes of research and analysis undertaken Strategies may involve: community involvement culture programs. SMART objectives may relate to: board practices community development finances human resources services and products. SMART objectives are specific, measurable, achievable, realistic and time-bound. 4.3 Identify and document factors that may affect achievement of objectives Factors may include: community cultural political resources technical. 5.1 Develop an implementation plan with other board members identifying targets, key performance indicators, performance standards, timelines and reporting requirements for the strategic planning period Key performance indicators may include: measures for monitoring and evaluating the efficiency and effectiveness of the plan's implementation measures used to demonstrate success and identify areas for improvement. Knowledge Evidence Notes List data collection methods Identify relevant protocols and cultural responsibilities that impact the planning process Data collection methods may include: interviews focus groups questionnaires surveys. Protocols and cultural responsibilities may include: Aboriginal and Torres Strait Islander lore acknowledgement of country and elders authority to represent kinship, clan and family groups land ownership matters for discussion men's and women's business relationships with Elders relationships with Traditional Owners responsibilities in relation to significant events, such as births, marriages and deaths use of images and voices welcome to country. 37 Aboriginal and Torres Strait Islander Governance Overview Level 4 Level 5 BSBATSIL512 Be a leader in the community Unit of Competency use in the BSB Training Package Core unit Qualifications N/A Skill sets N/A Elective unit BSB50220 Diploma of Aboriginal and Torres Strait Islander Governance Unit of Competency Interpretation Summary Performance Criteria Notes 1.3 Use knowledge and skills to communicate effectively and demonstrate respect for community values 1.6 Identify how personal actions can impact others 2.1 Gather and analyse information on social, cultural and economic needs of all sections of the community 2.2 Follow protocols for information sharing 5.3 Consider and evaluate other points of view when making clear, rational decisions reflecting community wishes Knowledge Evidence Community values may include: caring for country importance of family, kin and community maintenance of culture and heritage respect for others. Other may include: community members Elders staff Traditional Owners. Social, cultural and economic needs may include: education and health employment housing law, lore and ceremony. Protocols for information sharing may relate to: land matters men and women's business privacy and confidentiality storage and transfer of information. Making clear, rational decisions may involve: communicating decisions consensus consulting with Elders and Traditional Owners decisions by authority majority voting. Notes Identify relevant protocols and cultural responsibilities that impact community leadership Protocols and cultural responsibilities may include: Aboriginal and Torres Strait Islander lore acknowledgement of country and elders authority to represent kinship, clan and family groups land ownership matters for discussion men's and women's business relationships with Elders relationships with Traditional Owners responsibilities in relation to significant events, such as births, marriages and deaths use of images and voices welcome to country. 38 Aboriginal and Torres Strait Islander Governance Overview Level 4 Level 5 BSBATSIM505 Control organisational finances Unit of Competency use in the BSB Training Package Core unit Qualifications BSB50220 Diploma of Aboriginal and Torres Strait N/A Islander Governance Skill sets N/A Elective unit Unit of Competency Interpretation Summary Performance Criteria Notes 1.1 Establish a structure to undertake regular financial management responsibilities on behalf of the board Financial management responsibilities may include: approving expenditures developing a budget entering into funding agreements reporting financial information varying the agreed budget. 2.2 Identify approved signatories for bank accounts Signatories may include: a combination of board members and management board members only management only, within limits. 2.4 Ensure statutory requirements on financial management are followed Statutory requirements may relate to: acquittal of funds audited reports superannuation taxation, including Goods and Services Tax (GST) workers' compensation. 2.7 Ensure accepted systems for financial reporting are established and maintained Systems for financial reporting may include: computer-based systems manual systems. 5.1 Identify type and content of financial information that can be Financial information may include: made publicly available annual audited reports financial projections monthly income and expenditure figures project reports. 6.1 Identify reporting requirements by relevant corporate authorities and funding bodies Relevant corporate authorities and funding bodies may include: government departments philanthropic trusts project partners Office of the Registrar of Indigenous Corporations (ORIC) state and territory registration authorities other corporations. Performance Evidence Notes Read and interpret typical organisational financial reports Typical organisational financial reports may relate to: auditors reports depreciation schedules financial performance (profit and loss) financial position (balance sheets) half-year reports statement of cash flows taxation returns. 39 Aboriginal and Torres Strait Islander Governance Overview Level 4 Level 5 BSBATSIM506 Develop employment policies Unit of Competency use in the BSB Training Package Core unit Qualifications BSB50220 Diploma of Aboriginal and Torres Strait N/A Islander Governance Skill sets N/A Elective unit Unit of Competency Interpretation Summary Performance Criteria Notes 1.1 Identify employer's responsibilities with respect to staff Employer's responsibilities may relate to: compliance with state, territory and federal industrial relations legislation conditions of relevant awards duty of care provisions of a safe workplace supervising training. 1.2 Develop, negotiate and endorse staffing policies with board members, management and staff, and if appropriate, unions Staffing policies may relate to: awards and agreements contracts disputes, including between management and staff grievance procedures health and wellbeing induction of new staff performance management work health and safety workplace rules and staff discipline. 2.4 Identify and access external industrial relations advice and representation as required Industrial relations advice may include: counselling independent workplace audits mediation union representation. 2.5 Ensure individual contracts for employees are developed and signed within relevant enterprise agreements or awards according to policies and procedures Enterprise agreements may relate to: dispute resolution general employment conditions minimum rates of pay and conditions range of positions. 3.1 Establish a review body for staffing policy Review bodies may include: board subcommittees external expertise joint management and staff working-groups. 3.2 Monitor and assess outside industrial influences and impacts relevant to the organisation Industrial influences may include: award changes changes to legislation changing technologies union involvement. 3.5 Ensure all aspects of employment policy and procedures are audited independently Audits may include: external quality auditors staff meetings surveys work health and safety audits. 40 Aboriginal and Torres Strait Islander Governance Overview Level 4 Level 5 BSBATSIM506 Develop employment policies Unit of Competency use in the BSB Training Package Core unit Qualifications BSB50220 Diploma of Aboriginal and Torres Strait N/A Islander Governance Skill sets N/A Elective unit Unit of Competency Interpretation Summary Knowledge Evidence Notes Outline relevant protocols and cultural responsibilities that might impact employment policies Protocols and cultural responsibilities may include: Aboriginal and Torres Strait Islander lore acknowledgement of country and elders authority to represent kinship, clan and family groups land ownership matters for discussion men's and women's business relationships with Elders relationships with Traditional Owners responsibilities in relation to significant events, such as births, marriages and deaths use of images and voices welcome to country. 41 Aboriginal and Torres Strait Islander Governance Overview Level 4 Level 5 BSBATSIM511 Develop enterprise opportunities Unit of Competency use in the BSB Training Package Core unit Qualifications N/A Skill sets N/A Elective unit BSB50220 Diploma of Aboriginal and Torres Strait Islander Governance Unit of Competency Interpretation Summary Performance Criteria Notes 1.2 Evaluate current business activities on viability and future potential 2.1 Canvass the community for business ideas and options 2.3 Identify and analyse potential markets 2.4 Obtain information from business services on business development 4.1 Establish structures to action business plans Evaluating of current business activities may refer to: capital requirements community motivation cultural appropriateness human resources market availability risk. Business ideas and options may include: establishing an independent business operation establishing commercial arrangements with local government and private operators tendering for supply of services. Markets may include: Aboriginal and Torres Strait Islander consumers local, regional, state or territory, national and international consumers and organisations. Business services may include: Aboriginal and Torres Strait Islander legal services business development networks government business information services industry associations local operators. Structures may relate to: board members, community representatives, business and finance advisers, industry advisers capital requirements core businesses future directions income and expenditure projections legal structures management, staffing and boards market strategies. 42 Aboriginal and Torres Strait Islander Governance Overview Level 4 Level 5 BSBATSIM511 Develop enterprise opportunities Unit of Competency use in the BSB Training Package Core unit Qualifications N/A Skill sets N/A Elective unit BSB50220 Diploma of Aboriginal and Torres Strait Islander Governance Unit of Competency Interpretation Summary Knowledge Evidence Notes List relevant protocols and cultural responsibilities that might impact development of enterprise opportunities Protocols and cultural responsibilities may include: Aboriginal and Torres Strait Islander lore acknowledgement of country and elders authority to represent kinship, clan and family groups land ownership men's and women's business relationships with Elders relationships with Traditional Owners responsibilities in relation to significant events, such as births, marriages and deaths use of images and voices welcome to country. 43 Overview Aboriginal and Torres Strait Islander Governance Level 4 Level 5 BSBATSIM514 Recruit and induct staff Unit of Competency use in the BSB Training Package Core unit Qualifications N/A Skill sets N/A Elective unit BSB50220 Diploma of Aboriginal and Torres Strait Islander Governance Unit of Competency Interpretation Summary Performance Criteria Notes 1.1 Review staffing requirements on a regular basis 1.3 Update recruitment policy and procedures regularly 2.1 Establish a recruitment committee 2.3 Inform others of job vacancies 2.5 Notify candidates of results and provide feedback on their applications 3.1 Develop formal contract for new employees 3.3 Implement induction processes Staffing requirements may relate to: casual paid staff contract paid staff full-time paid staff part-time paid staff voluntary staff. Recruitment policies and procedures may refer to: employment of local community members, family and kin recruitment and selection processes volunteer registers. Recruitment committees may include: board members community members Elders independent advisers senior staff Traditional Owners. Job vacancies may be advertised through: Aboriginal and Torres Strait Islander news outlets direct invitations local notices local, state or territory, and national newspapers online word of mouth. Notifying candidates of results may be done: by telephone in person in writing. Contracts may include: award-based contracts verbal or written agreements workplace agreements. Induction processes may include: community profiles job descriptions meeting staff and team members on-the-job training organisational structures policies and procedures roles and responsibilities tour of the organisation. 44 Overview Aboriginal and Torres Strait Islander Governance Level 4 Level 5 BSBATSIM514 Recruit and induct staff Unit of Competency use in the BSB Training Package Core unit Qualifications N/A Skill sets N/A Elective unit BSB50220 Diploma of Aboriginal and Torres Strait Islander Governance Unit of Competency Interpretation Summary Performance Criteria Notes 4.1 Assess and record staff development and training needs 6.1 Ensure all contractual obligations and requirements are completed prior to staff departures Knowledge Evidence Development and training may include: accredited and non-accredited training career planning cross-cultural training mentoring. Staff departures may refer to: dismissal redeployment resignation retirement retrenchment. Notes Outline relevant protocols and cultural responsibilities that impact recruitment and induction processes Protocols and cultural responsibilities may include: Aboriginal and Torres Strait Islander lore acknowledgement of country and elders authority to represent kinship, clan and family groups land ownership matters for discussion men's and women's business relationships with Elders relationships with Traditional Owners responsibilities in relation to significant events, such as births, marriages and deaths use of images and voices welcome to country. 45 Aboriginal and Torres Strait Islander Governance Overview Level 4 Level 5 BSBATSIW514 Represent your organisation Unit of Competency use in the BSB Training Package Core unit Qualifications N/A Skill sets N/A Elective unit BSB50220 Diploma of Aboriginal and Torres Strait Islander Governance Unit of Competency Interpretation Summary Performance Criteria Notes 1.1 Obtain permission to represent the organisation Representing may involve: advocating for the organisation meeting with representatives of government or other organisations participating in forums, meetings, media interviews and networks speaking in public forums writing articles for publication. 1.3 Follow a code of conduct Codes of conduct may relate to: appropriate behaviours diligence honesty separating personal and professional issues. 3.1 Identify and establish links with individuals, groups and organisations relevant to work of the organisation Organisations may include: Aboriginal and Torres Strait Islander organisations community-based services local, state or territory, and federal government departments non-Indigenous organisations peak bodies. 3.2 Participate in networks relevant to the organisation Networks may include: local, regional, state or territory, and national organisations section-focused organisations (e.g. health, education, justice). 5.1 Inform the community, other organisations, government and Informing may involve: businesses about the work and achievements of the interviews and news releases organisation media, both Aboriginal and Torres Strait Islander and mainstream networks public meetings. 46 Aboriginal and Torres Strait Islander Governance Overview Level 4 Level 5 BSBATSIW514 Represent your organisation Unit of Competency use in the BSB Training Package Core unit Qualifications N/A Skill sets N/A Elective unit BSB50220 Diploma of Aboriginal and Torres Strait Islander Governance Unit of Competency Interpretation Summary Knowledge Evidence Notes Name relevant protocols and cultural responsibilities that impact how the organisation is represented Protocols and cultural responsibilities may include: Aboriginal and Torres Strait Islander lore acknowledgement of country and elders authority to represent kinship, clan and family groups land ownership matters for discussion men's and women's business relationships with Elders relationships with Traditional Owners responsibilities in relation to significant events, such as births, marriages and deaths use of images and voices welcome to country. 47 Overview Aboriginal and Torres Strait Islander Governance Level 4 Level 5 BSBATSIW515 Secure funding Unit of Competency use in the BSB Training Package Core unit Qualifications N/A Skill sets N/A Elective unit BSB50220 Diploma of Aboriginal and Torres Strait Islander Governance Unit of Competency Interpretation Summary Performance Criteria Notes 2.4 Ensure a proposal is prepared that meets funding body's objectives, criteria and submission requirements Submission requirements may relate to: cost developments demonstrable outcomes eligibility criteria meeting timelines participation of certain groups, such as women and youth. 3.3 Advise key people of progress and outcome of submission Key people may include: board and committee members community members Elders management and staff partner organisations Traditional Owners. Performance Evidence Notes Identify funding sources Knowledge Evidence Funding sources may include: business partnerships donations earned income fundraising events government funding and grants membership fees philanthropic grants pro bono work. Notes List relevant protocols and cultural responsibilities that impact how funding is sourced. Protocols and cultural responsibilities may include: Aboriginal and Torres Strait Islander lore acknowledgement of country and elders authority to represent kinship, clan and family groups land ownership matters for discussion men's and women's business relationships with Elders relationships with Traditional Owners responsibilities in relation to significant events, such as births, marriages and deaths use of images and voices welcome to country. 48 Audit and Compliance Overview 50 BSBAUD411 Participate in quality audits 51 BSBAUD412 Work within compliance frameworks 54 BSBAUD511 Initiate quality audits 56 BSBAUD512 Lead quality audits 58 BSBAUD513 Report on quality audits 60 BSBAUD514 Interpret compliance requirements 62 BSBAUD515 Evaluate and review compliance 64 BSBAUD516 Develop and monitor processes for the management of breaches in compliance 66 requirements BSBAUD601 Establish and manage compliance management systems 67 49 Overview Level 4 Level 5 Audit and Compliance Unit Sector Overview The Audit and Compliance (AUD) unit sector incorporates specialist units of competency aimed at ensuring compliance and quality in relation to an organisation's processes and procedures. The compliance requirements and/or subject matter under audit will depend on the industry or workplace context. Relevant job roles may include lead auditor and quality assurance manager. Individuals may operate as specialist external contractors. Audit and Compliance Level 6 Glossary of common terminology Auditee Auditor Code of practice Lead auditor Organisational policies Organisational procedures An auditee is an organisation or a part of an organisation that is being audited. An auditor is a person or firm appointed by an organisation to execute an audit. A code of practice is a document prepared to provide practical guidance on how to comply with a general duty or specific duties according to specified standards or legislation. A lead auditor is responsible for for leading the audit teams in an organisation. Organisational policies represent an overarching course of action adopted by an organisation. Organisational procedures relate to any established series of actions expected to be conducted in a certain order or manner. Audit and Compliance Unit of Competency guidance For further information regarding detailed interpretation of the units of competency in the `Audit and Compliance' unit stream, please refer to the interpretation guidance provided on pages 46 - 62. Content for each unit reflects those items identified in consultation that would benefit from guidance. Not all requirements of a unit of competency are addressed by this Manual. The information in this Guide is offered as supplementary interpretation guidance relating to the BSB Business Services Training Package Version 7. The interpretations and advice in this Guide are not enforceable and serve as guidance only. ASQA, VRQA and TAC are the sector regulators responsible for determining matters of compliance in relation to training providers. 50 Overview Audit and Compliance Level 4 Level 5 Level 6 BSBAUD411 Participate in quality audits Unit of Competency use in the BSB Training Package Core unit Qualifications BSB50920 Diploma of Quality Auditing Skill sets BSBSS00128 Lead Auditor Skill Set Elective unit BSB50120 Diploma of Business Unit of Competency Interpretation Summary Performance Criteria Notes 1.1 Review own role and responsibilities within quality audit team 1.3 Source required organisational documentation from lead auditor, and check the adequacy of the documentation Responsibilities may include: following instructions and procedures as directed by lead auditor (e.g. collecting and reviewing specific evidence to provide to lead auditor). Organisational documentation may include: specific audit documentation. 1.6 Identify aspects of the audit that require the use of specialists and refer to lead auditor Checking the adequacy of the documentation may include: confirming valid and non-valid documentation and data linking audit requirements to audit objectives. Specialists may include: external specialists (e.g. environmental consultants, financial specialists, Safe Work representatives) internal specialists (e.g. operations managers, work health and safety [WHS] specialists, human resources [HR] specialists). Specialists may be accredited and should be current. 2.3 Prepare for possible issues and outline mitigation strategies Possible issues may relate to: access to appropriate assistance and support in the event that an issue arises access to data and other required information cooperation of auditees inconsistencies in documentation. 3.1 Access a range of sources of information relevant to task Mitigation strategies may include: seeking support from lead auditor. Sources of information may include: annual reports from relevant organisations and regulatory bodies compliance requirements HR information production information relevant legislation WHS records. Relevant sources of information may be clarified by lead auditor. 51 Overview Audit and Compliance Level 4 Level 5 Level 6 BSBAUD411 Participate in quality audits Unit of Competency use in the BSB Training Package Core unit Qualifications BSB50920 Diploma of Quality Auditing Skill sets BSBSS00128 Lead Auditor Skill Set Elective unit BSB50120 Diploma of Business Unit of Competency Interpretation Summary Performance Criteria Notes 4.1 Evaluate information against prescribed benchmarks 5.1 Formulate findings and prepare recommendations on corrective actions if discrepancies or non compliances are detected Foundation Skills Benchmarks may include: completion rates industry-specific benchmarks internal policies and procedures International Organisation for Standardisation (ISO) standards legislative and contractual requirements. Note: It is likely that the result of all audits would have a summary of findings and actions. Notes Reading: Identifies and interprets information from organisational documentation and workplace procedures Technology: Uses digital tools and systems to report audit findings Organisational documentation may include: legislative and contractual requirements organisational audit processes. Digital tools and systems may include: audit management software cloud-based applications presentation tools (e.g. PowerPoint, Google Slides) spreadsheets to track findings virtual meeting technology word processing tools. Performance Evidence Types of digital tools and systems used may depend on the size of the organisation, as well as the size of the audit. Notes Develop audit plan using tools and strategies Tools may include: focus groups surveys. Strategies may include: collecting customer and user complaints conducting desk audit reviews, including of related policies and procedures undertaking further research site visits and observations tracking non-conformance and non-compliance. 52 Overview Audit and Compliance Level 4 Level 5 Level 6 BSBAUD411 Participate in quality audits Unit of Competency use in the BSB Training Package Core unit Qualifications BSB50920 Diploma of Quality Auditing Skill sets BSBSS00128 Lead Auditor Skill Set Elective unit BSB50120 Diploma of Business Unit of Competency Interpretation Summary Performance Evidence Notes Use terminology relating to auditing in written and oral communications Use predetermined reference criteria to evaluate findings and formulate well-founded objective decisions Knowledge Evidence Terminology may include: audit scope, plan, interviews, schedule or report auditees, auditors and lead auditor corrective action request (CAR) exit and entry meetings non-compliance and non-conformance. Well-founded objective decisions may be: informed by evidence linked to reference criteria. Notes Current industry products and services that support the auditing Products and services may include: process those offered by compliance bodies (e.g. Safe Work Australia) industry policies, procedures, codes and legislation required for compliance in the organisation and sector ISO standards (e.g. ISO 9001). 53 Overview Audit and ComplianXcXe Level 4 Level 5 Level 6 BSBAUD412 Work within compliance frameworks Unit of Competency use in the BSB Training Package Core unit Qualifications N/A Skill sets N/A Elective unit BSB40120 Certificate IV in Business BSB50920 Diploma of Quality Auditing Unit of Competency Interpretation Summary Performance Criteria Notes 1.1 Identify and document statutory, legislative and regulatory requirements relevant to job role and industry Statutory and legislative requirements may include: Fair Work Act 2009 local, state and territory work health and safety (WHS) legislation. 1.2 Identify and document organisational and industry requirements 2.2 Discuss ethical considerations with relevant stakeholders Regulatory requirements may include: government or organisational regulations International Organisation for Standardisation (ISO) standards (e.g. 9001) organisational and industry codes of practice superannuation regulations WHS regulations. Organisational and industry requirements may include: codes of practice internal policies and procedures, including those relating to risk management and controls standards. Ethical considerations may include: industry-specific ethical considerations (e.g. industry codes of ethics) privacy and confidentiality WHS. Relevant stakeholders may include: external stakeholders (e.g. licensing authorities, unions, contractors) internal stakeholders (e.g. lead auditors). 3.1 Consult with relevant stakeholders and identify procedures to be applied, applicable to work environment and own job role Relevant stakeholders may include: external stakeholders (e.g. contractors, customers, accountants, government and regulatory bodies, suppliers, unions) internal stakeholders (e.g. colleagues, management, teams). Foundation Skills Notes Writing: Collates and compiles information gathered from multiple sources in required format for using technical and enterprise specific language Sources may include: government sources industry-specific sources (e.g. industry associations) organisational templates and procedures. 54 Audit and ComplianXcXe Overview Level 4 Level 5 Level 6 BSBAUD412 Work within compliance frameworks Unit of Competency use in the BSB Training Package Core unit Qualifications N/A Skill sets N/A Elective unit BSB40120 Certificate IV in Business BSB50920 Diploma of Quality Auditing Unit of Competency Interpretation Summary Knowledge Evidence Notes Sources of information to ensure currency with changes in compliance requirements Methods to map compliance requirements Sources of information may include: government sources industry-specific sources (e.g. industry associations) organisational templates and procedures. Methods may include: compliance tables flow charts process flows and mapping. 55 Overview Level 4 Level 5 BSBAUD511 Initiate quality audits Audit and ComplianXcXe Level 6 Unit of Competency use in the BSB Training Package Core unit Qualifications BSB50920 Diploma of Quality Auditing N/A Skill sets BSBSS00128 Lead Auditor Skill Set Elective unit Unit of Competency Interpretation Summary Performance Criteria Notes 1.2 Determine and agree on audit objectives and scope with auditee and other required stakeholders 1.3 Identify risks within scope of quality audit 2.2 Prepare audit notifications according to organisational protocols 3.1 Identify resources required to perform the quality audit 4.4 Document and submit audit plan to auditee for approval, where required 6.2 Source organisational documentation from auditee, and check adequacy of documentation provided 7.1 Develop checklist according to audit scope and objectives Required stakeholders may include: external stakeholders (e.g. board of directors, regulatory bodies, shareholders) internal stakeholders (e.g. senior management). Identifying risks may include: looking at historical documentation, such as previous audit results. Preparing audit notifications may include using: different communication methods based on stakeholder type (e.g. verbal or written) organisational templates. Resources may include: documentation logistics (e.g. transport, virtual or in-person meetings) physical resources staffing resources. Where required: justification may be required where auditee does not require approval this may be industry-specific. Checking adequacy of the documentation may include: confirming valid and non-valid documentation and data linking audit requirements to audit objectives. Checklists may include: incorporating criteria to be tested against (e.g. benchmarks). 56 Overview Level 4 Level 5 BSBAUD511 Initiate quality audits Audit and ComplianXcXe Level 6 Unit of Competency use in the BSB Training Package Core unit Qualifications BSB50920 Diploma of Quality Auditing N/A Skill sets BSBSS00128 Lead Auditor Skill Set Elective unit Unit of Competency Interpretation Summary Foundation Skills Notes Reading: Interprets and analyses information from organisational documentation Organisational documentation may include: legislative and contractual requirements organisational audit processes. Technology: Uses digital tools and systems to assist in initiating Digital tools and systems may include: quality audits audit management software cloud-based applications presentation tools spreadsheets to track findings virtual meeting technology word processing tools. Performance Evidence Types of digital tools and systems used may depend on the size of the organisation, as well as the size of the audit. Notes Use terminology relating to quality auditing in communications Knowledge Evidence Terminology may include: audit scope, plan, interviews, schedule or report auditees, auditors and lead auditor corrective action request (CAR) exit and entry meetings non-compliance and non-conformance. Notes Auditing codes of practice and ethics Codes of practice and ethics may depend on: industry what an organisation is being audited against. 57 Overview Level 4 Level 5 BSBAUD512 Lead quality audits Audit and ComplianXcXe Level 6 Unit of Competency use in the BSB Training Package Core unit Qualifications BSB50920 Diploma of Quality Auditing N/A Skill sets BSBSS00128 Lead Auditor Skill Set Elective unit Unit of Competency Interpretation Summary Performance Criteria Notes 2.2 Interview relevant stakeholders Relevant stakeholders may include: external stakeholders (e.g. contractors, customers, accountants, general public, government and regulatory bodies, suppliers, unions) internal stakeholders (e.g. senior management). 3.1 Supervise activities of audit team members 4.3 Examine results and findings against audit objectives and present to relevant stakeholders Foundation Skills Relevant stakeholders may vary depending on size and scope of the organisation and audit. Supervising activities may include using: accountability protocols and procedures a variety of virtual collaboration tools. Results and findings may be in draft form. Relevant stakeholders may include: Chief Executive Officer (CEO) general managers individuals who have organisational responsibility for audit project sponsors. Notes Reading: Interprets and analyses information from audit scoping materials Numeracy: Uses mathematical calculations to analyse and arrange numeric information Audit scoping materials may include: benchmark data industry best practice previous audits standards and compliance requirements an organisation is being tested against. Mathematical calculations may relate to: budget and costs resources time. 58 Overview Level 4 Level 5 BSBAUD512 Lead quality audits Audit and ComplianXcXe Level 6 Unit of Competency use in the BSB Training Package Core unit Qualifications BSB50920 Diploma of Quality Auditing N/A Skill sets BSBSS00128 Lead Auditor Skill Set Elective unit Unit of Competency Interpretation Summary Knowledge Evidence Notes Key features of technology required for quality auditing activities for leading a quality audit team Strategies to develop performance improvement in audit team members Key features of technology may depend on: size of organisation or scope of audit (e.g. a large audit may use technology based on automation and efficiency capabilities). Strategies may include: coaching, mentoring and training implementing process improvement methodologies team debriefs and reflections seeking feedback from auditees (e.g. during exit meetings). 59 Overview Level 4 Level 5 BSBAUD513 Report on quality audits Audit and ComplianXcXe Level 6 Unit of Competency use in the BSB Training Package Core unit Qualifications BSB50920 Diploma of Quality Auditing Skill sets BSBSS00128 Lead Auditor Skill Set Elective unit BSB50120 Diploma of Business Unit of Competency Interpretation Summary Performance Criteria Notes 2.2 Provide draft report to relevant stakeholders and seek feedback Relevant stakeholders may include: audit committee management risk committee. 2.4 Present final audit report to auditee and other relevant stakeholders Relevant stakeholders may depend on industry and organisation. Presenting may be: written verbal. Foundation Skills Relevant stakeholders may include: audit committee management risk committee. Notes Writing: Develops a variety of complex documents using relevant structure, tone and vocabulary appropriate to audience, context and purpose Complex documents may include: audit reports communications for report data reports graphical information statistical reports. Technology: Uses digital tools and systems to develop reports in an effective way Appropriateness for audience, context and purpose may be determined with reference to: language structure tone. Digital tools may include those used to track: deadlines milestones timelines. Digital tools and systems may include: audit management software cloud-based applications spreadsheets word processing tools. Types of digital tools and systems used may depend on the size of the organisation and the audit. 60 Overview Level 4 Level 5 BSBAUD513 Report on quality audits Audit and ComplianXcXe Level 6 Unit of Competency use in the BSB Training Package Core unit Qualifications BSB50920 Diploma of Quality Auditing Skill sets BSBSS00128 Lead Auditor Skill Set Elective unit BSB50120 Diploma of Business Unit of Competency Interpretation Summary Performance Evidence Notes Negotiate follow up actions with relevant stakeholders Use terminology relating to quality auditing Knowledge Evidence Follow up actions may include ensuring: all corrective action has been taken there are no outstanding actions. Terminology may include: audit scope, plan, interviews, schedule or report auditees, auditors and lead auditor corrective action request (CAR) exit and entry meetings non-compliance and non-conformance. Notes Requirements of auditing regulations Auditing regulations may be specific to the industry and organisation. 61 Overview Audit and ComplianXcXe Level 4 Level 5 Level 6 BSBAUD514 Interpret compliance requirements Unit of Competency use in the BSB Training Package Core unit Qualifications N/A Skill sets BSBSS00122 Compliance Skill Set Elective unit BSB50120 Diploma of Business BSB50220 Diploma of Aboriginal and Torres Strait Islander Governance BSB50820 Diploma of Project Management BSB50920 Diploma of Quality Auditing Unit of Competency Interpretation Summary Performance Criteria Notes 1.1 Analyse organisational operations and identify the functions, products and services that may be subject to compliance requirements 1.3 Obtain approval of plans from relevant stakeholders Organisational operations may relate to: contractual obligations organisational strategic plan organisational structure (e.g. interaction between different departments) regulatory requirements risk management controls. Obtaining approval may include: email sign-offs signatures on documents verbal approval. Relevant stakeholders may include: boards internal committees senior management. 3.1 Discuss and clarify with relevant stakeholders ambiguities and issues experienced in interpreting identified compliance information Obtaining approval and relevant stakeholders may depend on the type, size and governance structure of an organisation. Relevant stakeholders may include: external stakeholders (e.g. regulatory bodies) internal stakeholders (e.g. quality teams, team members responsible for compliance). Ambiguities may include: interpretation of financial documents, standards and regulations (e.g. application of work health and safety [WHS] regulations). Issues may include: complexity of information may be difficult to interpret differences in opinion privacy issues. 62 Overview Audit and ComplianXcXe Level 4 Level 5 Level 6 BSBAUD514 Interpret compliance requirements Unit of Competency use in the BSB Training Package Core unit Qualifications N/A Skill sets BSBSS00122 Compliance Skill Set Elective unit BSB50120 Diploma of Business BSB50220 Diploma of Aboriginal and Torres Strait Islander Governance BSB50820 Diploma of Project Management BSB50920 Diploma of Quality Auditing Unit of Competency Interpretation Summary Foundation Skills Notes Reading: Identifies, interprets, analyses and reviews complex texts from various sources to determine compliance requirements Complex texts may include: contracts relevant legislation. Technology: Uses digital tools and systems to locate, organise and share information in effective ways Digital tools and systems may include: cloud-based applications presentation tools spreadsheets virtual meeting technology word processing tools. Performance Evidence Notes Reading: Interpret and analyse information from standards, legislation, regulations, industry and organisational codes of practice and determine their relevance to compliance in the organisation Knowledge Evidence Standards, legislation, regulations, industry and organisational codes of practice may include: Fair Work Act 2009 local, state and territory work health and safety (WHS) legislation Privacy Act 1988. Notes Key sources of information relevant to organisational compliance requirements Assessment Conditions Key sources of information may include: sources housing relevant standards, legislation, regulations, industry and organisational codes of practice. Notes Resources for conducting digital searches. Resources may include: computers databases libraries mobile devices tablets. 63 Overview Audit and ComplianXcXe Level 4 Level 5 Level 6 BSBAUD515 Evaluate and review compliance Unit of Competency use in the BSB Training Package Core unit Qualifications N/A Skill sets BSBSS00122 Compliance Skill Set Elective unit BSB50120 Diploma of Business BSB50920 Diploma of Quality Auditing BSB60120 Advanced Diploma of Business Unit of Competency Interpretation Summary Performance Criteria Notes 1.4 Confirm approval of plan from relevant stakeholders Confirming approval may include: email sign offs signatures on documents verbal approval. Relevant stakeholders may include: boards internal committees senior management. Confirming approval and relevant stakeholders may depend on the type, size and governance structures of an organisation. 2.4 Arrange evaluation data for analysis Arranging evaluation data may include: cleaning data compiling and collating data preparing data for cleaning. 3.2 Discuss outcomes and findings of the analysis with relevant Relevant stakeholders may include: stakeholders audit team operational staff and managers other stakeholders directly impacted senior management. 5.6 Distribute report to relevant stakeholders according to evaluation plan Relevant stakeholders may include: audit teams boards internal committees operational staff and managers other stakeholders directly impacted senior management. Foundation Skills Notes Reading: Identifies, interprets, analyses and reviews complex texts from various sources to determine legislative requirements, organisational operations, specific requirements and responsibilities Complex texts may include: industry regulations organisational and industry codes of practice organisational documentation (e.g. flow charts, policies and procedures) relevant legislation. Technology: Uses digital tools and systems to locate, organise and share information effectively Digital tools and systems may include: cloud-based applications presentation tools spreadsheets virtual meeting technology word processing tools. 64 Overview Audit and ComplianXcXe Level 4 Level 5 Level 6 BSBAUD515 Evaluate and review compliance Unit of Competency use in the BSB Training Package Core unit Qualifications N/A Skill sets BSBSS00122 Compliance Skill Set Elective unit BSB50120 Diploma of Business BSB50920 Diploma of Quality Auditing BSB60120 Advanced Diploma of Business Unit of Competency Interpretation Summary Knowledge Evidence Notes Compliance evaluation methods Evaluation methods may include: audits quality checks and reviews. Sources of data relevant to compliance requirements Assessment Conditions Compliance evaluation methods may depend on the level of risk and the size and scope of the organisation. Sources of data may include: contracts legislation standards. Notes Standards, laws, regulations, industry and organisational codes Standards, laws, regulations, industry and organisational and standards relevant to compliance requirements codes and standards may include: Fair Work Act 2009 local, state and territory work health and safety (WHS) legislation Privacy Act 1988. Resources for conducting digital searches Resources may include: computers databases libraries mobile devices tablets. 65 Audit and ComplianXcXe Overview Level 4 Level 5 Level 6 BSBAUD516 Develop and monitor processes for the management of breaches in compliance requirements Unit of Competency use in the BSB Training Package Core unit Qualifications N/A Skill sets N/A Elective unit BSB50920 Diploma of Quality Auditing BSB60120 Advanced Diploma of Business Unit of Competency Interpretation Summary Performance Criteria Notes 2.1 Monitor and evaluate organisation's operations and compliance management information systems and identify breaches in compliance requirements Monitoring may relate to: demonstrating a plan for how an organisation's operations and compliance information systems may be monitored selecting a time period to monitor. 2.3 Discuss findings with relevant stakeholders and confirm accuracy of compliance assessment Relevant stakeholders may include: management (e.g. senior or within team). 4.2 Seek and action advice from relevant stakeholders on the Actioning advice may relate to: management of breaches in compliance requirements acting on the information received through feedback. 5.1 Monitor action to manage and rectify identified breaches in compliance requirements according to organisational policies and procedures Monitoring may relate to: demonstrating a plan for how to manage and rectify identified breaches in compliance requirements (e.g. milestone and timeline check-ins). 5.2 Confirm success in rectification of compliance breaches and notify relevant stakeholders Foundation Skills Actions may relate to: corrective actions taken. Confirming success may relate to meeting: required policy and procedure expectations required standards. Notes Reading: Recognises and evaluates complex texts in various forms to determine key information and specific requirements and responsibilities Technology: Uses a range of digitally based technology and applications to access, organise, integrate and share information Assessment Conditions Complex texts may include: legislation organisational and industry standards organisational policies and procedures. Digital based technology and applications may include: cloud-based applications presentation tools spreadsheets virtual meeting technology word processing tools. Notes Legislation, regulations, standards and organisational policies and procedures relevant to compliance requirements Legislation, regulations, standards and organisational policies and procedures may include: Fair Work Act 2009 local, state and territory work health and safety (WHS) legislation Privacy Act 1988. 66 Audit and ComplianXcXe Overview Level 4 Level 5 Level 6 BSBAUD601 Establish and manage compliance management systems Unit of Competency use in the BSB Training Package Core unit Qualifications N/A Skill sets BSBSS00115 Copyright Management Skill Set Elective unit BSB50920 Diploma of Quality Auditing BSB60120 Advanced Diploma of Business BSB60220 Advanced Diploma of Conveyancing BSB60619 Advanced Diploma of Work Health and Safety BSB60720 Advanced Diploma of Program Management Unit of Competency Interpretation Summary Performance Criteria Notes 1.2 Review compliance requirements according to organisational policies and procedures Organisational policies and procedures may relate to: contractual obligations industry legislative requirements organisational frameworks risk mitigation controls. 3.5 Document schedule for implementing, reviewing and Relevant stakeholders may include: maintaining the planned compliance management system, and senior management. distribute to relevant stakeholders 4.1 Appoint and distribute information to relevant stakeholders Appointing may relate to: on their compliance management responsibilities locating or sourcing relevant information. 4.2 Establish the components of compliance management system in collaboration with relevant stakeholders Relevant stakeholders may include: internal team members senior management (particularly in initial stages). Foundation Skills Notes Reading: Investigates and evaluates complex texts to determine key information and specific requirements and responsibilities Complex texts may include: legislation organisational and industry standards organisational policies and procedures. Uses a range of digitally based technology and applications to access, organise, integrate and share information Digitally based technology and applications may include: cloud-based applications presentation tools spreadsheets virtual meeting technology word processing tools. Knowledge Evidence Notes Standards and legislation relevant to organisational compliance Standards and legislation may include: requirements Fair Work Act 2009 local, state and territory work health and safety (WHS) legislation organisational and industry codes of practice Privacy Act 1988. 67 Verbal Communication Overview 69 BSBCMM211 Apply communication skills 70 BSBCMM411 Make presentations 72 BSBCMM412 Lead difficult conversations 75 BSBCMM511 Communicate with influence 78 68 Overview Level 4 Level 5 Verbal Communication Unit Sector Overview The Verbal Communication (CMM) unit sector incorporates units of competency aimed at supporting individuals to develop necessary verbal communication skills applicable across industries and various job roles. Effective verbal communication is an essential skill in a workplace environment. Verbal communication may take the form of a conversation, speech or presentation, and be direct or indirect. Verbal Communication Level 6 Glossary of common terminology Organisational / workplace policies Organisational / workplace procedures Style guides Organisational / workplace policies represent an overarching course of action adopted by an organisation. Organisational / workplace procedures relate to any established series of actions expected to be conducted in a certain order or manner. Style guides refer to standards to ensure consistency in style and format for the design of organisational material, such as documents, emails and websites. Verbal Communication Unit of Competency guidance For further information regarding detailed interpretation of the units of competency in the `Verbal Communication' unit stream, please refer to the interpretation guidance provided on pages 65 - 75. Content for each unit reflects those items identified in consultation that would benefit from guidance. Not all requirements of a unit of competency are addressed by this Manual. The information in this Guide is offered as supplementary interpretation guidance relating to the BSB Business Services Training Package Version 7. The interpretations and advice in this Guide are not enforceable and serve as guidance only. ASQA, VRQA and TAC are the sector regulators responsible for determining matters of compliance in relation to training providers. 69 Overview Verbal Communication Level 2 Level 4 Level 5 BSBCMM211 Apply communication skills Unit of Competency use in the BSB Training Package Core unit Qualifications BSB20120 Certificate II in Workplace Skills Skill sets N/A Elective unit BSB10120 Certificate I in Workplace Skills BSB30719 Certificate III in Work Health and Safety Unit of Competency Interpretation Summary Performance Criteria Notes 1.4 Seek advice from supervisor on communication methods 3.1 Identify formats for written information according to organisational policies and procedures Communication methods may include: non-verbal communication (e.g. digital technologies and cloud-based communication, emails) verbal communication (e.g. face-to-face communication, meetings, telephone calls). Formats may include: organisation templates. Foundation Skills Organisational policies and procedures may include: communication policies and procedures style guides. Notes Reading: Reviews textual information to identify communication Textual information may include: requirements and organisational procedures styles guides manuals. Communication requirements may include: background knowledge of topics identifying audience (e.g. potential language barriers). Organisational procedures may include: communication procedures. Writing: Drafts simple texts using appropriate grammar, spelling Simple texts may include: and punctuation in accordance with organisational standards digital communication forums (e.g. chat platforms) emails letters text messages. Technology: Uses digital tools to complete tasks Organisational standards may include: style guides templates. Digital tools may include: chatpods cloud-based applications and tools email services text messages virtual meeting technology word processing tools. 70 Overview Verbal Communication Level 2 Level 4 Level 5 BSBCMM211 Apply communication skills Unit of Competency use in the BSB Training Package Core unit Qualifications BSB20120 Certificate II in Workplace Skills Skill sets N/A Elective unit BSB10120 Certificate I in Workplace Skills BSB30719 Certificate III in Work Health and Safety Unit of Competency Interpretation Summary Performance Evidence Notes Use verbal and non-verbal skills to seek and convey information in face-to-face situations on at least three occasions Verbal skills may include: active listening paraphrasing positive and professional presentation questioning seeking clarification using formal and informal language (e.g. appropriate emoji use, slang terminology, jargon). Knowledge Evidence Non-verbal skills may include: body language eye contact. Notes Organisational policies and procedures related to workplace communication Standards of written information applicable to own role Organisational policies and procedures may include: communication policies and procedures style guides. Standards may include: style guides templates. 71 Overview Level 2 Level 4 BSBCMM411 Make presentations Verbal Communication Level 5 Unit of Competency use in the BSB Training Package Core unit Elective unit Qualifications BSB40820 Certificate IV in Marketing and Communication BSB40120 Certificate IV in Business BSB40420 Certificate IV in Human Resource Management BSB41419 Certificate IV in Work Health and Safety BSB50520 Diploma of Library and Information Services Skill sets BSBSS00107 Marketing and Communication Foundations Skill Set Unit of Competency Interpretation Summary Performance Criteria Notes 1.2 Identify target audience, location and resources requirements Target audience may relate to: age demographics existing knowledge numbers. Locations may include: in-person virtual. Resources may include: hand-outs interactive and collaborative tools (e.g. quizzes, polls, forms) post-it notes slides whiteboard. 1.3 Select presentation strategies, format and delivery methods Presentation strategies may include: according to presentation requirements audience engagement (e.g. open-ended questions, collaborative activity) formal and informal approaches. 1.4 Select techniques to evaluate presentation effectiveness Formats and delivery methods may include: formal and informal approaches in-person meetings virtual meeting technology. Techniques may include: feedback checklists peer and supervisor reviews observational checklists self-reflecting surveys variational checklists video recordings of presentation. 72 Verbal Communication Overview Level 2 Level 4 BSBCMM411 Make presentations Level 5 Unit of Competency use in the BSB Training Package Core unit Elective unit Qualifications BSB40820 Certificate IV in Marketing and Communication BSB40120 Certificate IV in Business BSB40420 Certificate IV in Human Resource Management BSB41419 Certificate IV in Work Health and Safety BSB50520 Diploma of Library and Information Services Skill sets BSBSS00107 Marketing and Communication Foundations Skill Set Unit of Competency Interpretation Summary Foundation Skills Notes Reading: Reviews and analyses documents to identify information relevant to a specific presentation Oral communication: Presents information using words and non-verbal features appropriate to the audience and context Planning and organising: Demonstrates sophisticated control over oral, visual and written formats, drawing on a range of communication practices to achieve goals Initiative and enterprise: Selects and uses appropriate conventions and protocols to encourage interaction and to present information Reviewing and analysing documents may include: confirming reliability of sources considering copyright and intellectual property (IP) rights. Non-verbal features may include: appropriate dress code body language eye contact. Communication practices may include: articulating and pace expanding on key points monitoring non-verbal body language of audience tone volume and projection of voice. Appropriate conventions and protocols may relate to: communication etiquette instructional design methods and modes of communication recording (e.g. confidentiality, privacy, access and storage considerations) transitions using links. Technology: Uses the main features and functions of digital tools to complete work tasks Appropriate conventions and protocols may depend on organisational and industry codes of conduct. Main features and functions may include: editing formating grammar and spell checks referencing style guides. Digital tools may include: presentation tools (e.g. PowerPoint, Adobe Spark, Prezi) word processing tools. 73 Overview Level 2 Level 4 BSBCMM411 Make presentations Verbal Communication Level 5 Unit of Competency use in the BSB Training Package Core unit Elective unit Qualifications BSB40820 Certificate IV in Marketing and Communication BSB40120 Certificate IV in Business BSB40420 Certificate IV in Human Resource Management BSB41419 Certificate IV in Work Health and Safety BSB50520 Diploma of Library and Information Services Skill sets BSBSS00107 Marketing and Communication Foundations Skill Set Unit of Competency Interpretation Summary Knowledge Evidence Notes Information collection methods that support review and feedback of presentations Organisational and legislative obligations and requirements relevant to presentations Assessment Conditions Information collection methods may include: primary and secondary research qualitative and quantitative feedback surveys. Organisational and legislative obligations and requirements may relate to: anti-discrimination (e.g. Age Discrimination Act 2004, Disability Discrimination Act 1992, Racial Discrimination Act 1975, Sex Discrimination Act 1984) Copyright Act 1968 Intellectual Property Laws Amendment Act 2015 local, state and territory work health and safety (WHS) legislation Privacy Act 1988 storage, security and access. Notes Equipment, materials and business software packages for making a presentation Equipment, materials and business software packages may include: presentation tools (e.g. PowerPoint, Adobe Spark, Prezi) word processing tools. 74 Verbal Communication Overview Level 2 Level 4 BSBCMM412 Lead difficult conversations Level 5 Unit of Competency use in the BSB Training Package Core unit Qualifications N/A Skill sets BSBSS00127 Contact Centre Team Manager Skill Set Elective unit BSB40120 Certificate IV in Business BSB40220 Certificate IV in Aboriginal and Torres Strait Islander Governance BSB40420 Certificate IV in Human Resource Management BSB40520 Certificate IV in Leadership and Management BSB50420 Diploma of Leadership and Management Unit of Competency Interpretation Summary Performance Criteria Notes 1.1 Identify conversational requirements 1.2 Identify, gather and develop materials required for the conversation according to organisational policies and procedures Conversational requirements may include: personal presentation standards or practices understanding the purpose of the conversation. Materials may include: customer and client feedback evidence and supporting documents job descriptions performance planning documents performance reviews. Organisational policies and procedures may include: performance management framework. 1.3 Organise the logistics and stakeholders required for the conversation Logistics may include: access and equity length of time required notice of conversation venue. 1.4 Seek feedback from relevant personnel on conversational content Relevant personnel may include: customers employee assistance programs (EAP) human resources (HR) colleagues supervisors. 2.5 Refer stakeholders to relevant support services, as required Support services may include: advocacy and individual representation (e.g. unions, support person) crisis call centers (e.g. Beyond Blue) EAP employee assistance schemes (EAS) mediation services. 3.3 Identify areas of improvement for undertaking difficult conversations according to feedback received Areas of improvement may include: building communities of practice networking leadership skills performance management skills recording feedback requesting coaching self-reflecting. 75 Verbal Communication Overview Level 2 Level 4 BSBCMM412 Lead difficult conversations Level 5 Unit of Competency use in the BSB Training Package Core unit Qualifications N/A Skill sets BSBSS00127 Contact Centre Team Manager Skill Set Elective unit BSB40120 Certificate IV in Business BSB40220 Certificate IV in Aboriginal and Torres Strait Islander Governance BSB40420 Certificate IV in Human Resource Management BSB40520 Certificate IV in Leadership and Management BSB50420 Diploma of Leadership and Management Unit of Competency Interpretation Summary Foundation Skills Notes Reading: Reviews and analyses documents to identify information relevant to a specific conversation Oral Communication: Presents information using words and non-verbal features appropriate to the audience and context Initiative and enterprise: Demonstrates sophisticated control over oral, visual and written formats, drawing on a range of communication practices to achieve goals Technology: Uses the main features and functions of digital tools to complete work tasks Reviewing and analysing documents may include: confirming reliability of sources considering copyright and intellectual property (IP) rights. Non-verbal features may include: appropriate dress code body language eye contact. Communication practices may include: appropriate language use being objective rather than subjective empathetic listening engagement and ownership evidence-based genuine, authentic, courageous conversations questioning techniques reflective practice. Main features and functions may include: editing formating grammar and spell checks recording referencing style guides. Knowledge Evidence Digital tools may include: email services word processing tools. Notes Legislation, standards and codes of practice relating to workplace communication Legislation, standards and codes of practice may include: Competition and Consumer Act 2010 (Schedule 2: Australian Consumer Law) Fair Work Act 2009 local, state and territory work health and safety (WHS) legislation misconduct and mediation procedures Privacy Act 1988 (Part III, Division 2: Australian Privacy Principles). 76 Verbal Communication Overview Level 2 Level 4 BSBCMM412 Lead difficult conversations Level 5 Unit of Competency use in the BSB Training Package Core unit Qualifications N/A Skill sets BSBSS00127 Contact Centre Team Manager Skill Set Elective unit BSB40120 Certificate IV in Business BSB40220 Certificate IV in Aboriginal and Torres Strait Islander Governance BSB40420 Certificate IV in Human Resource Management BSB40520 Certificate IV in Leadership and Management BSB50420 Diploma of Leadership and Management Unit of Competency Interpretation Summary Knowledge Evidence Notes Workplace policies and procedures relevant to communication Workplace policies and procedures may include: communication protocols grievance processes organisational and industry codes of conduct performance management psychological safety WHS and wellness procedures. Communication styles Communication styles may include: assertive empathetic. Assessment Conditions Notes Workplace documentation and resources relevant to performance evidence Workplace documentation and resources may include: checklists quick reference guides templates. 77 Overview Verbal Communication Level 2 Level 4 Level 5 BSBCMM511 Communicate with influence Unit of Competency use in the BSB Training Package Core unit Elective unit Qualifications BSB50420 Diploma of Leadership and Management BSB50320 Diploma of Human Resource Management BSB50620 Diploma of Marketing and Communication BSB50720 Diploma of Paralegal Services BSB50820 Diploma of Project Management BSB50920 Diploma of Quality Auditing BSB51319 Diploma of Work Health and Safety BSB60120 Advanced Diploma of Business BSB60420 Advanced Diploma of Leadership and Management Skill sets BSBSS00109 Introduction to Team Management Skill Set Unit of Competency Interpretation Summary Performance Criteria Notes 1.1 Confirm authority to present material on behalf of an Organisational policies and procedures may include: organisation or work area, according to organisational policies communications policies and procedures style guides. 2.2 Identify and document potential issues and problems Issues and problems may include: access cultural diversity handling interruptions hierarchy and lines of authority keeping to conversation purpose managing audience attitudes and knowledge organisational culture time. 3.2 Prepare meeting materials and distribute to stakeholders Meeting materials may include: agenda meeting requests organisational templates for meeting protocols (e.g. minute-taking templates) reports stakeholder invitations. 4.1 Identify forums to present according to organisational objectives Forums may include: conferences customer and client meetings industry networks and meetings stakeholder consultations team meetings. 4.2 Determine tone, structure, style of communication and presentation according to target audience Structure may include: client meetings team meetings. Style may include: discussion informational influential negotiation. Structure and style of communication and presentation may depend on the purpose and identified audience. 78 Overview Verbal Communication Level 2 Level 4 Level 5 BSBCMM511 Communicate with influence Unit of Competency use in the BSB Training Package Core unit Elective unit Qualifications BSB50420 Diploma of Leadership and Management BSB50320 Diploma of Human Resource Management BSB50620 Diploma of Marketing and Communication BSB50720 Diploma of Paralegal Services BSB50820 Diploma of Project Management BSB50920 Diploma of Quality Auditing BSB51319 Diploma of Work Health and Safety BSB60120 Advanced Diploma of Business BSB60420 Advanced Diploma of Leadership and Management Skill sets BSBSS00109 Introduction to Team Management Skill Set Unit of Competency Interpretation Summary Performance Criteria Notes 4.6 Evaluate presentation and identify areas for improvement Foundation Skills Areas for improvement may include: building communities of practice networking leadership skills performance management skills recording feedback requesting coaching self-reflecting. Notes Writing: Prepares documentation that summarises key findings and outcomes Documentation may include: meeting minutes presentations reports. Teamwork: Selects and uses relevant conventions and protocols when communicating with team members Conventions and protocols may relate to: communications policies organisational style guides. Self-management: Demonstrates sophisticated control over oral, visual and/or written formats, drawing on a range of communication practices to achieve goals Communication practices may include: being proactive, not reactive empathetic listening. Initiative and enterprise: Understands the implications of legal and ethical responsibilities to maintain confidentiality Legal and ethical responsibilities may relate to: anti-discrimination appropriate communication on social media commercial confidence confidentiality defamation organisational and industry codes of conduct privacy. Performance Evidence Notes Identifying suitable platform for presentations Suitable platforms may include: conferences customer and client meetings industry networks and meetings social media (e.g. blogs, Twitter) stakeholder consultations team meetings. 79 Overview Verbal Communication Level 2 Level 4 Level 5 BSBCMM511 Communicate with influence Unit of Competency use in the BSB Training Package Core unit Elective unit Qualifications BSB50420 Diploma of Leadership and Management BSB50320 Diploma of Human Resource Management BSB50620 Diploma of Marketing and Communication BSB50720 Diploma of Paralegal Services BSB50820 Diploma of Project Management BSB50920 Diploma of Quality Auditing BSB51319 Diploma of Work Health and Safety BSB60120 Advanced Diploma of Business BSB60420 Advanced Diploma of Leadership and Management Skill sets BSBSS00109 Introduction to Team Management Skill Set Unit of Competency Interpretation Summary Knowledge Evidence Notes Techniques for negotiation, mediation, conflict resolution and incident de-escalation Structured and inclusive meeting procedures Relevant organisational policies and procedures on confidentiality of information Assessment Conditions Techniques may include: advanced and respectful communication assertiveness emotional intelligence (EI) maintaining control and structure questioning reflecting setting ground rules. Meeting procedures may include: appropriate representation formal acknowledgement of country inclusive language inclusive practice procedures (e.g. respect for diversity, anti-discrimination) organisational communication protocols. Organisational policies and procedures may include: codes of conduct communications policies privacy policies. Notes Workplace documentation and resources relevant to performance evidence Workplace documentation and resources may include: checklists quick reference guides templates. 80 Conveyancing Overview 82 BSBCNV511 Take instructions in relation to a conveyancing transaction 83 BSBCNV512 Finalise the conveyancing transaction 84 BSBCNV611 Interpret a legal document and provide advice in a conveyancing transaction 86 BSBCNV612 Identify and apply legal requirements for a conveyancing transaction 87 BSBCNV613 Prepare legal documents for a conveyancing transaction 88 BSBCNV614 Apply principles of trust accounting 89 BSBCNV615 Interpret search results for a conveyancing transaction 90 BSBCNV616 Comply with tax obligations in a conveyancing transaction 91 81 Overview Level 5 Conveyancing Unit Sector Overview The Conveyancing (CNV) unit sector incorporates specialist units of competency aimed at supporting individuals who are responsible for conveyancing work, team leadership and the management of a conveyancing practice. Relevant job roles may include licensed conveyancer or settlement agent. Conveyancing Level 6 Glossary of common terminology Legislative requirements Word processing Legislative requirements for conveyancing may refer to specific state or territory Acts or Regulations, these may include: Electronic Conveyancing (Adoption of National Law) Act 2012 (NSW) NSW Conveyancers Licensing Act 2003 Electronic Conveyancing (Adoption of National Law) Act 2013 (VIC) Conveyancers Act 2006 (VIC) Electronic Conveyancing National Law (Queensland) Act 2013 (QLD) Property Law Act 1974 (QLD) Electronic Conveyancing Act 2014 (WA) Electronic Conveyancing National Law (South Australia) Act 2013 (SA) Conveyancers Act 1994 (SA) Electronic Conveyancing (Adoption of National Law) Act 2013 (TAS) Conveyancing Act 2004 (TAS) Electronic Conveyancing (National Uniform Legislation) Act 2013 (NT) Electronic Conveyancing National Law (ACT) Act 2020. Word processing refers to the creation and manipulation of text on a computer or word processor. Software and tools used for this may be a part of an organisation's internal system, as well as online collaborative word processing tools. Conveyancing Unit of Competency guidance For further information regarding detailed interpretation of the units of competency in the `Conveyancing' unit stream, please refer to the interpretation guidance provided on pages 78 - 86. Content for each unit reflects those items identified in consultation that would benefit from guidance. Not all requirements of a unit of competency are addressed by this Manual. The information in this Guide is offered as supplementary interpretation guidance relating to the BSB Business Services Training Package Version 7. The interpretations and advice in this Guide are not enforceable and serve as guidance only. ASQA, VRQA and TAC are the sector regulators responsible for determining matters of compliance in relation to training providers. 82 Conveyancing Overview Level 5 Level 6 BSBCNV511 Take instructions in relation to a conveyancing transaction Unit of Competency use in the BSB Training Package Core unit Qualifications BSB60220 Advanced Diploma of Conveyancing N/A Skill sets N/A Elective unit Unit of Competency Interpretation Summary Performance Criteria Notes 1.1 Identify and verify the client identity according to practice policies and procedures Verifying the client identity may relate to: state-based legislation state land registry services Verification of Identity (VOI). 3.1 Identify the roles of various parties involved in the conveyancing transaction Various parties may include: conveyancer acting for purchaser or for vendor incoming or outgoing mortgagee. 4.1 Document terms of engagement which comply with legislative, regulatory and practice requirements and articulate to client clearly and promptly Legislative, regulatory and practice requirements may include: Australian Registrars' National Electronic Conveyancing Council (ARNECC) client authorisation for e-transactions state and territory legislation. 6.4 Make referrals to other professionals or third parties, where required Examples where referrals may be required include: geotechnical reports identification surveys pest and building reports strata inspection reports. Foundation Skills Notes Technology: Uses the main features and functions of digital tools to complete work tasks and to access information Knowledge Evidence Digital tools may include: commercial software (e.g. Smokeball, Simpli) email services internet land registry Property Exchange Australia (PEXA) subscribing to precedent firms word processing tools. Notes Relevant types of contract titles for the sale of land, Certificates Relevant types of contract titles may be determined by state or of Title, interests in land and other required documentation territory contract requirements. 83 Conveyancing Overview Level 5 Level 6 BSBCNV512 Finalise the conveyancing transaction Unit of Competency use in the BSB Training Package Core unit Qualifications BSB60220 Advanced Diploma of Conveyancing N/A Skill sets N/A Elective unit Unit of Competency Interpretation Summary Performance Criteria Notes 1.1 Identify all parties to the transaction and take all relevant actions to ensure they are ready to complete the transaction 1.6 Arrange settlement with all relevant parties and invite participants to an Electronic Network Operator's settlement space, where required 1.7 Attend the settlement, where required 4.9 Close and archive file according to legislative, regulatory, contractual and practice requirements Foundation Skills Relevant actions may include: exchanging contracts following checklists settlements post-settlement registrations. Where required may relate to specific state and territory Electronic Network Operator's settlement space requirements. Attending the settlement may be achieved through electronic attendance (e.g. some practitioners may seek services of agents to attend for them). Legislative, regulatory, contractual and practice requirements may include: Australian Registrars' National Electronic Conveyancing Council (ARNECC) client authorisation for e-transactions state and territory legislation. Notes Technology: Uses the main features and functions of digital tools to complete work tasks and to access information Performance Evidence Digital tools may include: commercial software (e.g. Smokeball, Simpli) email services internet land registry Property Exchange Australia (PEXA) subscribing to precedent firms word processing tools. Notes Implement post-transaction procedures, where required. Post-transaction procedures may include: outstanding land taxes paying various parties (e.g. agents commission, water and rates, order on the agent) registering transfer and other dealings (e.g. discharge of mortgage) sending notice of attornment withholding Goods and Services Tax (GST). 84 Conveyancing Overview Level 5 Level 6 BSBCNV512 Finalise the conveyancing transaction Unit of Competency use in the BSB Training Package Core unit Qualifications BSB60220 Advanced Diploma of Conveyancing N/A Skill sets N/A Elective unit Unit of Competency Interpretation Summary Knowledge Evidence Notes Formal and informal industry codes of practice governing settlement procedures Formal industry codes of practice may include: conveyancing licensing registration code of conduct settlement procedure codes of practice. Informal industry codes of practice may include: Australian Institute of Conveyancers rules of conduct culture of profession state or territory based law societies or councils (e.g. Law Society of New South Wales, Law Society of Western Australia) settlement procedure codes of practice. 85 Conveyancing Overview Level 5 Level 6 BSBCNV611 Interpret a legal document and provide advice in a conveyancing transaction Unit of Competency use in the BSB Training Package Core unit Qualifications BSB60220 Advanced Diploma of Conveyancing N/A Skill sets N/A Elective unit Unit of Competency Interpretation Summary Performance Criteria Notes 1.1 Identify and document statutory and common law principles Statutory principles may include: governing legal document and its function in conveyancing Acts Interpretation Act 1901 (and state equivalents) transaction state or territory based conveyancing legislation (e.g. section 54A of NSW Conveyancing Act 1919 requiring contract evidenced in writing for enforceability). 2.3 Identify non-legal interests and other needs of the client in relation to the subject matter of the document 5.1 Assess legal and non-legal issues and risks to the client arising from legal document Common law principles may include: case law as to how to read a contract. Non-legal interests may include: clients comfortability confidence that transactions will continue. Legal issues may include: consequences of default under a contract. Foundation Skills Non-legal risks may include: bushfires flood development control plans. Notes Technology: Uses the main features and functions of digital tools to complete work tasks and to access information Knowledge Evidence Digital tools may include: commercial software (e.g. Smokeball, Simpli) email services internet land registry Property Exchange Australia (PEXA) subscribing to precedent firms word processing tools. Notes Insurance requirements relevant to a conveyancing transaction, Insurance requirements may include: including title insurance insuring the premises (e.g. for fire damages) mortgage insurance strata insurance contents insurance landlords insurance. 86 Conveyancing Overview Level 5 Level 6 BSBCNV612 Identify and apply legal requirements for a conveyancing transaction Unit of Competency use in the BSB Training Package Core unit Qualifications BSB60220 Advanced Diploma of Conveyancing N/A Skill sets N/A Elective unit Unit of Competency Interpretation Summary Performance Criteria Notes 1.3 Interpret relevant legislation and its application to conveyancing practice 2.2 Analyse common interpretation problems Foundation Skills Relevant legislation may include: state and territory legislation. Common interpretation problems may include: Acts Interpretation Act 1901 state or territory interpretation Acts statutory and common law principles. Notes Technology: Uses the main features and functions of digital tools to complete work tasks and access information Digital tools may include: commercial software (e.g. Smokeball, Simpli) email services internet land registry Property Exchange Australia (PEXA) subscribing to precedent firms word processing tools. 87 Conveyancing Overview Level 5 Level 6 BSBCNV613 Prepare legal documents for a conveyancing transaction Unit of Competency use in the BSB Training Package Core unit Qualifications BSB60220 Advanced Diploma of Conveyancing N/A Skill sets N/A Elective unit Unit of Competency Interpretation Summary Performance Criteria Notes 1.1 Evaluate legal nature of document 1.3 Interpret and apply statutory and general law principles governing document and its function in conveyancing transaction Foundation Skills Evaluating the legal nature of a document may include consideration of: document and prescribed form document objectives enforceability witness requirements. Statutory and general law principles may include: state and territory legislation. Notes Reading: Analyses and evaluates complex documentation from a variety of sources checking for accuracy, completeness and relevance Complex documentation may include: case law contracts for sale leases legislation mortgages. Technology: Uses the main features and functions of digital tools to complete work tasks and to access information Digital tools may include: commercial software (e.g. Smokeball, Simpli) email services internet land registry Property Exchange Australia (PEXA) subscribing to precedent firms word processing tools. Knowledge Evidence Notes Definitions of conflict of interest within legislation and the industry Common professional and conveyancing industry terminology Conflicts of interest may relate to: state and territory conveyancing licencing Acts and Regulations professional rules of conduct (e.g. Australian Institute of Conveyancers). Conveyancing industry terminology may include: mortgagee mortgagor PEXA vendor. 88 Conveyancing Overview Level 5 Level 6 BSBCNV614 Apply principles of trust accounting Unit of Competency use in the BSB Training Package Core unit Qualifications BSB60220 Advanced Diploma of Conveyancing N/A Skill sets N/A Elective unit Unit of Competency Interpretation Summary Performance Criteria Notes 1.2 Develop policies and procedures for trust account-keeping according to trust account requirements, key principles of accounting and financial management, and legislative requirements Policies and procedures may include embedding requirements of: state and territory conveyancing Acts and Regulations professional rules of conduct (e.g. Australian Institute of Conveyancers). 2.3 Confirm transactions are supported by required authorisation and documentation and according to legislative requirements and practice policies and procedures Legislative requirements may include: state and territory legislation. 3.4 Facilitate continuous training for relevant practice staff according to legislative requirements and practice policies and procedures Relevant practice staff may include: accountants bookkeepers licensee responsible for trust accounts. Foundation Skills Notes Technology: Uses the main features and functions of digital tools to complete work tasks and to access information Performance Evidence Digital tools may include: commercial software (e.g. Smokeball, Simpli) email services internet land registry Property Exchange Australia (PEXA) subscribing to precedent firms word processing tools. Notes Use standard accounting principles and financial management Standard accounting principles may include: practices controlled money in an interest-bearing account ledgers for each client. Knowledge Evidence Financial management practices may include: specific software for conveyancers and solicitors. Notes Professional and ethical behaviour relevant to managing trust accounts Professional and ethical behaviour may relate to: general law principles (e.g. conveyancer is a fiduciary) licensing requirements organisational and industry codes of practice state and territory legislative requirements. 89 Conveyancing Overview Level 5 Level 6 BSBCNV615 Interpret search results for a conveyancing transaction Unit of Competency use in the BSB Training Package Core unit Qualifications BSB60220 Advanced Diploma of Conveyancing N/A Skill sets N/A Elective unit Unit of Competency Interpretation Summary Performance Criteria Notes 1.1 Identify sources of information relevant to the transaction 4.1 Identify relevant third parties and other relevant stakeholders 5.1 Present documentation according to relevant legislation and regulations and practice policies and procedures Foundation Skills Sources of information may include: government departments information brokers (e.g. InfoTrack or SAI Global) land registries (e.g. Land Registries Services) local councils statutory authorities utilities suppliers. Other relevant stakeholders may include: finance providers mortgagees. Legislation and regulations may include: state and territory legislation. Notes Technology: Uses digital technologies to access, extract and share relevant information to achieve required outcomes Performance Evidence Digital technologies may include: commercial software (e.g. Smokeball, Simpli) email services internet land registry Property Exchange Australia (PEXA) subscribing to precedent firms word processing tools. Notes Assess transaction risk Knowledge Evidence Assessment of transaction risks may relate to: age of documents covenants easements risk acceptance risk transfers. Notes Professional and industry terminology Terminology may include: mortgagee mortgagor PEXA vendor. 90 Conveyancing Overview Level 5 Level 6 BSBCNV616 Comply with tax obligations in a conveyancing transaction Unit of Competency use in the BSB Training Package Core unit Qualifications BSB60220 Advanced Diploma of Conveyancing N/A Skill sets N/A Elective unit Unit of Competency Interpretation Summary Performance Criteria Notes 1.1 Identify reliable sources for research information relevant to Reliable sources for research information may include: practice policies and procedures Australian Institute of Conveyancers Australian Registrars' National Electronic Conveyancing Council (ARNECC) Australian Tax Office (ATO) Office of Fair Trading State Revenue Offices. 2.7 Consult relevant legal or accounting specialists and confirm Legal or accounting specialists may include: own assessment, where required accountants solicitors. 4.4 Lodge forms with relevant authorities Relevant authorities may include: ATO State Revenue Offices. Foundation Skills Notes Technology: Uses main features and functions of digital tools to complete work tasks and access information Digital tools may include: commercial software (e.g. Smokeball, Simpli) email services internet land registry Property Exchange Australia (PEXA) subscribing to precedent firms word processing tools. Knowledge Evidence Notes Common professional and industry terminology Industry terminology may include: mortgagee mortgagor PEXA vendor. 91 Critical Thinking Overview 93 BSBCRT201 Develop and apply thinking and problem solving skills 94 BSBCRT311 Apply critical thinking skills in a team environment 96 BSBCRT411 Apply critical thinking to work practices 98 BSBCRT412 Articulate, present and debate ideas 100 BSBCRT413 Collaborate in creative processes 102 BSBCRT511 Develop critical thinking in others 103 BSBCRT512 Originate and develop concepts 105 BSBCRT611 Apply critical thinking for complex problem solving 107 92 Overview Level 2 Level 3 Level 4 Level 5 Critical Thinking Unit Sector Overview The Critical Thinking (CRT) unit sector incorporates units of competency aimed at supporting individuals in various industries and job roles to develop and apply critical thinking and problem solving skills and techniques. Critical thinking skills enable an individual to gather, analyse, and apply information to develop effective solutions. These skills support intellectual rigour and objectivity. The ability to apply a critical thinking approach is highly sought by employers, as the skill is increasingly important for solving organisational challenges. Critical Thinking Level 6 Glossary of common terminology Legislative frameworks PESTEL SWOT Legislative frameworks may relate to: anti-discrimination (e.g. Age Discrimination Act 2004, Disability Discrimination Act 1992, Racial Discrimination Act 1975, Sex Discrimination Act 1984) codes of conduct and compliance codes Fair Work Act 2009 local, state and territory work health and safety (WHS) legislation Privacy Act 1988. PESTEL stands for political, economic, social, technological, legal and environmental. SWOT stands for strengths, weaknesses, opportunities and threats. Critical Thinking Unit of Competency guidance For further information regarding detailed interpretation of the units of competency in the `Critical Thinking' unit stream, please refer to the interpretation guidance provided on pages 89 - 101. Content for each unit reflects those items identified in consultation that would benefit from guidance. Not all requirements of a unit of competency are addressed by this Manual. The information in this Guide is offered as supplementary interpretation guidance relating to the BSB Business Services Training Package Version 7. The interpretations and advice in this Guide are not enforceable and serve as guidance only. ASQA, VRQA and TAC are the sector regulators responsible for determining matters of compliance in relation to training providers. 93 Critical Thinking Overview Level 2 Level 3 Level 4 Level 5 Level 6 BSBCRT201 Develop and apply thinking and problem solving skills Unit of Competency use in the BSB Training Package Core unit Qualifications N/A Skill sets N/A Elective unit BSB10120 Certificate I in Workplace Skills BSB20120 Certificate II in Workplace Skills Unit of Competency Interpretation Summary Performance Criteria Notes 1.1 Identify key features and role of problem solving in the workplace Key features may relate to: implementation. problem and opportunity identification solution development. 1.2 Identify different types of questions and styles of questioning Types of questions may include: leading and follow up questions open and closed questions rhetorical questions. 1.3 Identify basic problem solving techniques Basic problem solving techniques may include: brainstorming mind-mapping lateral thinking (e.g. six thinking hats, 5 whys, fishbone diagrams) observation outcome evaluation and review trial and error. 1.4 Collaborate with relevant stakeholders and share ideas on different types of questions, styles of questioning and applicable problem solving techniques Relevant stakeholders may include: colleagues line managers or supervisors team leaders work health and safety (WHS) officers. 4.1 Consult with relevant stakeholders and identify improvements for problem solving process Identify improvements for problem solving process may relate to: reviewing reflecting refining revising. 94 Critical Thinking Overview Level 2 Level 3 Level 4 Level 5 Level 6 BSBCRT201 Develop and apply thinking and problem solving skills Unit of Competency use in the BSB Training Package Core unit Qualifications N/A Skill sets N/A Elective unit BSB10120 Certificate I in Workplace Skills BSB20120 Certificate II in Workplace Skills Unit of Competency Interpretation Summary Knowledge Evidence Notes Key features and processes of critical thinking and problem solving Key features of critical thinking and problem solving may include: ability to identify pros and cons curiosity exercising logic identifying issues low-level problem solving questioning. Typical blockers to problem solving processes Processes of critical thinking and problem solving may include: active listening clarifying exercising logic questioning techniques (e.g. open and closed questions) stepping through process sequentially. Typical blockers may include: assumptions bias cultural considerations different beliefs or ideas lack of accessible information, expertise, research or support from management procrastination. 95 Critical Thinking Overview Level 2 Level 3 Level 4 Level 5 Level 6 BSBCRT311 Apply critical thinking skills in a team environment Unit of Competency use in the BSB Training Package Core unit Qualifications BSB30320 Certificate III in Legal Services BSB30420 Certificate III in Library and Information Services Skill sets N/A Elective unit BSB30320 Certificate III in Legal Services BSB30420 Certificate III in Library and Information Services Unit of Competency Interpretation Summary Performance Criteria Notes 1.2 Identify organisational and legislative frameworks applicable to selected problem Organisational frameworks may relate to: change management and reporting equal employment opportunity (EEO) industry standards and codes of practice. 1.4 Consult key stakeholders using questions to gather information on selected problem 2.1 Identify a range of critical thinking techniques to generate solutions to selected problem 2.4 Apply agreed criteria for selecting most suitable option in consultation with team members 3.1 Present solution to relevant stakeholders with explanation of critical thinking processes involved Legislative frameworks may relate to: anti-discrimination (e.g. Age Discrimination Act 2004, Disability Discrimination Act 1992, Racial Discrimination Act 1975, Sex Discrimination Act 1984) Fair Work Act 2009 local, state and territory work health and safety (WHS) legislation Privacy Act 1988. Key stakeholders may include: customers colleagues line managers or supervisors other business units (e.g. human resources [HR]) team members. Critical and creative thinking techniques to generate ideas brainstorming lateral Thinking mind mapping problem visualisation six thinking Hats. Criteria may include: cost benefit analysis implementation viability innovative appeal popularity simplicity `v' complexity solving the stated problem fit for purpose time and resource requirements and access value adding. Relevant stakeholders may include those listed under `key stakeholders' above. 96 Critical Thinking Overview Level 2 Level 3 Level 4 Level 5 Level 6 BSBCRT311 Apply critical thinking skills in a team environment Unit of Competency use in the BSB Training Package Core unit Qualifications BSB30320 Certificate III in Legal Services BSB30420 Certificate III in Library and Information Services Skill sets N/A Elective unit BSB30320 Certificate III in Legal Services BSB30420 Certificate III in Library and Information Services Unit of Competency Interpretation Summary Foundation Skills Notes Reading: Comprehends textual information and integrates ideas and concepts from various sources Knowledge Evidence Textual information may include: complaints and feedback Fair Work Act 2009 organisational policies and procedures (e.g. WHS) Privacy Act 1988 statistical analysis and data (e.g. sales data). Notes Methods to develop individual critical and creative thinking skills Boundaries to be considered when generating ideas and responses Methods to develop individual critical and creative may include: hackathons project work puzzles reflection sprints workshops/short courses world Cafes. Boundaries to be considered may include: Ethics or Code of Conduct Legality Organisational Policy and Procedure Probability Risks. 97 Overview Critical Thinking Level 2 Level 3 Level 4 Level 5 Level 6 BSBCRT411 Apply critical thinking to work practices Unit of Competency use in the BSB Training Package Core unit Qualifications BSB40120 Certificate IV in Business Skill sets BSBSS00096 Innovation Practice Skill Set Elective unit BSB30220 Certificate III in Entrepreneurship and New Business BSB40320 Certificate IV in Entrepreneurship and New Business BSB40520 Certificate IV in Leadership and Management BSB40720 Certificate IV in Library and Information Services BSB40820 Certificate IV in Marketing and Communication BSB40920 Certificate IV in Project Management Practice Unit of Competency Interpretation Summary Performance Criteria Notes 1.1 Identify key characteristics of critical thinking processes 2.5 Present ideas for solutions and justify decision making process to relevant stakeholders Foundation Skills Key characteristics may include: absence of bias collaborative research (e.g. with peers or experts) consultation curiosity evidence based analysis evidence-based (e.g. quality research, valid sources) inquiry research. Relevant stakeholders may include: customers heads of department leadership team suppliers team members. Notes Numeracy: Interprets and critically analyses numerical data to determine work process requirements Numerical data may relate to: complaints customer satisfaction defects incident or injury outputs quality control revenue sales social media traffic and engagement. Uses features and functions of digital tools and technologies to store and present information Digital tools and technologies may include: cloud-based project management and research tools presentation tools (e.g. PowerPoint, Prezi, Google Slides) spreadsheets vidcasts virtual meeting technology (e.g. Trello, Slack, Stormz, Miro, Zoom). 98 Overview Critical Thinking Level 2 Level 3 Level 4 Level 5 Level 6 BSBCRT411 Apply critical thinking to work practices Unit of Competency use in the BSB Training Package Core unit Qualifications BSB40120 Certificate IV in Business Skill sets BSBSS00096 Innovation Practice Skill Set Elective unit BSB30220 Certificate III in Entrepreneurship and New Business BSB40320 Certificate IV in Entrepreneurship and New Business BSB40520 Certificate IV in Leadership and Management BSB40720 Certificate IV in Library and Information Services BSB40820 Certificate IV in Marketing and Communication BSB40920 Certificate IV in Project Management Practice Unit of Competency Interpretation Summary Knowledge Evidence Notes Key characteristics of critical thinking processes Legislative requirements relating to workplace practices Assessment Conditions Key characteristics may include: collaborative research (e.g. with peers or experts) consultation curiosity evidence-based (e.g. quality research, valid sources) research statistics and data. Legislative frameworks may relate to: anti-discrimination (e.g. Age Discrimination Act 2004, Disability Discrimination Act 1992, Racial Discrimination Act 1975, Sex Discrimination Act 1984) Fair Work Act 2009 local, state and territory work health and safety (WHS) legislation Privacy Act 1988. Notes Corporate governance documentation required for role Corporate governance documentation may include: contracts cyber security policies and procedures bullying, harassment, diversity and inclusion policies job descriptions operational plans organisational and industry codes of conduct organisational procedures and policies quality procedures strategic plans value and vision statements. 99 Overview Level 2 Level 3 Level 4 Level 5 BSBCRT412 Articulate, present and debate ideas Critical Thinking Level 6 Unit of Competency use in the BSB Training Package Core unit Elective unit Qualifications BSB40820 Certificate IV in Marketing and Communication BSB30120 Certificate III in Business BSB40120 Certificate IV in Business BSB40220 Certificate IV in Aboriginal and Torres Strait Islander Governance BSB40420 Certificate IV in Human Resource Management BSB40520 Certificate IV in Leadership and Management BSB40620 Certificate IV in Legal Services BSB50120 Diploma of Business Skill sets BSBSS00098 Marketing Foundations Skill Set BSBSS00107 Marketing and Communication Foundations Skill Set Unit of Competency Interpretation Summary Performance Criteria Notes 1.3 Research organisational or legislative frameworks applicable to communication 2.3 Consider potential communication challenges and strategies for mitigation 2.4 Research and document selected key ideas for presentation according to objectives of communication Legislative frameworks may relate to: anti-discrimination (e.g. Age Discrimination Act 2004, Disability Discrimination Act 1992, Racial Discrimination Act 1975, Sex Discrimination Act 1984) Fair Work Act 2009 local, state and territory work health and safety (WHS) legislation Privacy Act 1988. Communication challenges may include: Cultural factors Imagination Language Perceptions and bias Previous experience/knowledge Research may be sourced from: Australian Bureau of Statistics (ABS) consumer research customer service surveys environmental scans equipment and machinery requirements organisational frameworks work health and safety (WHS) data. 3.1 Present substantiated communication to audience Foundation Skills Research may be industry dependent. Substantiated communication may include: evidence-based research links to data objective facts. Notes Technology: Uses features and functions of digital tools and technologies to store and present information Digital tools and technologies may include: cloud project management and research tools presentation tools (e.g. PowerPoint, Prezi, Google Slides) spreadsheets vidcasts virtual meeting technology. 100 Overview Level 2 Level 3 Level 4 Level 5 BSBCRT412 Articulate, present and debate ideas Critical Thinking Level 6 Unit of Competency use in the BSB Training Package Core unit Elective unit Qualifications BSB40820 Certificate IV in Marketing and Communication BSB30120 Certificate III in Business BSB40120 Certificate IV in Business BSB40220 Certificate IV in Aboriginal and Torres Strait Islander Governance BSB40420 Certificate IV in Human Resource Management BSB40520 Certificate IV in Leadership and Management BSB40620 Certificate IV in Legal Services BSB50120 Diploma of Business Skill sets BSBSS00098 Marketing Foundations Skill Set BSBSS00107 Marketing and Communication Foundations Skill Set Unit of Competency Interpretation Summary Knowledge Evidence Notes Methods of researching ideas including: desktop research consultation with relevant experts Key features of persuasive communication techniques, including storytelling Methods of researching ideas may include: data analysis literature review qualitative and quantitative research stakeholder interviews. Persuasive communication techniques may include: energising evidence data, research, artefacts language logic pitch provocation storytelling visual engagement. 101 Overview Level 2 Level 3 Level 4 Level 5 BSBCRT413 Collaborate in creative processes Critical Thinking Level 6 Unit of Competency use in the BSB Training Package Core unit Qualifications N/A Skill sets N/A Elective unit BSB40120 Certificate IV in Business BSB40320 Certificate IV in Entrepreneurship and New Business BSB40520 Certificate IV in Leadership and Management BSB40820 Certificate IV in Marketing and Communication Unit of Competency Interpretation Summary Performance Criteria Notes 1.2 Identify legislative and organisational frameworks applicable to task Legislative and organisational frameworks may relate to: anti-discrimination (e.g. Age Discrimination Act 2004, Disability Discrimination Act 1992, Racial Discrimination Act 1975, Sex Discrimination Act 1984) Fair Work Act 2009 local, state and territory work health and safety (WHS) legislation Privacy Act 1988. 1.4 Confirm channels to communicate with team Channels to communicate with team may include: emails bulletins and newsletters intranet online forums presentations team meetings virtual meeting technology. 3.3 Identify methods and opportunities to improve collaborative skills Methods and opportunities to improve collaborative skills may include: mentoring, coaching and training networking project and group work shadowing. Knowledge Evidence Notes Methodologies for creative idea generation and refinement Methodologies for creative idea generation may include: blue sky thinking collaborative and creative brainstorming connections double diamond excursions fishbone diagrams journey mapping mindmapping process flows and mapping scamper six thinking hats. 102 Overview Level 2 Level 3 Level 4 Level 5 BSBCRT511 Develop critical thinking in others Critical Thinking Level 6 Unit of Competency use in the BSB Training Package Core unit Qualifications BSB50120 Diploma of Business BSB50420 Diploma of Leadership and Management Skill sets N/A Elective unit BSB50320 Diploma of Human Resource Management BSB50720 Diploma of Paralegal Services BSB50820 Diploma of Project Management BSB50920 Diploma of Quality Auditing BSB60120 Advanced Diploma of Business BSB60420 Advanced Diploma of Leadership and Management Unit of Competency Interpretation Summary Performance Criteria Notes 1.1 Research models of critical and creative thinking 1.3 Facilitate formal and informal learning opportunities for addressing identified gaps Models may relate to: agile thinking blue sky thinking creative problem solving design thinking lateral thinking systems thinking. Formal learning opportunities may include: certificates of achievement internal training and coaching sessions. 3.3 Develop recommendations for improvements in future learning arrangements according to relevant legislation and organisation policies Foundation Skills Informal learning opportunities may include: desktop research feedback job rotations mentoring professional development conferences shadowing sprint or project participation.. Legislation may include: anti-discrimination (e.g. Age Discrimination Act 2004, Disability Discrimination Act 1992, Racial Discrimination Act 1975, Sex Discrimination Act 1984) Fair Work Act 2009 local, state and territory work health and safety (WHS) legislation. Notes Initiative and enterprise: Identifies implications of legal and regulatory responsibilities on own work Legal and regulatory responsibilities may relate to: change management and reporting industry standards organisational and industry codes of conduct. 103 Overview Level 2 Level 3 Level 4 Level 5 BSBCRT511 Develop critical thinking in others Critical Thinking Level 6 Unit of Competency use in the BSB Training Package Core unit Qualifications BSB50120 Diploma of Business BSB50420 Diploma of Leadership and Management Skill sets N/A Elective unit BSB50320 Diploma of Human Resource Management BSB50720 Diploma of Paralegal Services BSB50820 Diploma of Project Management BSB50920 Diploma of Quality Auditing BSB60120 Advanced Diploma of Business BSB60420 Advanced Diploma of Leadership and Management Unit of Competency Interpretation Summary Knowledge Evidence Notes Models of critical and creative thinking Sources of reliable information relevant to workplace procedures Creative thinking models may include: agile thinking blue sky thinking creative problem solving design thinking lateral thinking systems thinking. Sources of reliable information may include: consumer research customer service surveys environmental scans organisational frameworks sales data WHS data. 104 Overview Level 2 Level 3 Level 4 Level 5 BSBCRT512 Originate and develop concepts Critical Thinking Level 6 Unit of Competency use in the BSB Training Package Core unit Qualifications N/A Skill sets BSBSS00096 Innovation Practice Skill Set Elective unit BSB40320 Certificate IV in Entrepreneurship and New Business BSB50120 Diploma of Business BSB50420 Diploma of Leadership and Management BSB50620 Diploma of Marketing and Communication BSB60520 Advanced Diploma of Marketing and Communication Unit of Competency Interpretation Summary Performance Criteria Notes 1.1 Select issue to be explored in consultation with relevant personnel 1.3 Research information on possible solutions to identified issue Relevant personnel may include: external consultants government agencies industry peak bodies related internal agencies (e.g. marketing, creative) senior management team members. Researching information may include: competitor analysis complaints data customer satisfaction defects incident or injury data outputs production records quality control data revenue sales social media data. 2.2 Evaluate ideas against identified factors affecting viability Foundation Skills Issues may include opportunities. Factors affecting viability may include: competitive advantage cost benefit analysis fit for purpose innovative value market/user readiness or resistance. Notes Technology: Uses main features and functions of digital tools to complete work tasks and access information Digital tools may include: cloud-based project management and research tools presentation tools (e.g. PowerPoint, Prezi, Google Slides) spreadsheets vidcasts virtual meeting technology. 105 Overview Level 2 Level 3 Level 4 Level 5 BSBCRT512 Originate and develop concepts Critical Thinking Level 6 Unit of Competency use in the BSB Training Package Core unit Qualifications N/A Skill sets BSBSS00096 Innovation Practice Skill Set Elective unit BSB40320 Certificate IV in Entrepreneurship and New Business BSB50120 Diploma of Business BSB50420 Diploma of Leadership and Management BSB50620 Diploma of Marketing and Communication BSB60520 Advanced Diploma of Marketing and Communication Unit of Competency Interpretation Summary Performance Evidence Notes Evaluate viability of ideas Knowledge Evidence Viability of ideas may depend on: adequate resources appropriate timeframes cost effectiveness ease of implementation sustainability. Notes Techniques for generating creative ideas and solutions, and for translating them into workable concepts. Techniques for generating creative ideas and solutions may include: blue sky thinking collaborative and creative brainstorming fishbone diagrams process flows and mapping six thinking hats. Assessment Conditions Translating them into workable concepts may relate to: market research activity prototyping and testing reflection, revision and re-development user feedback. Notes Background information required to evaluate the operational factors that will affect the implementation of concepts Background information may include: baseline information business analyses contextual analyses global and socio-economic influences PESTEL and SWOT analyses related issues/ 106 Critical Thinking Overview Level 2 Level 3 Level 4 Level 5 Level 6 BSBCRT611 Apply critical thinking for complex problem solving Unit of Competency use in the BSB Training Package Core unit Qualifications BSB60120 Advanced Diploma of Business BSB60320 Advanced Diploma of Human Resource Management BSB60420 Advanced Diploma of Leadership and Management Skill sets N/A Elective unit BSB50120 Diploma of Business BSB60520 Advanced Diploma of Marketing and Communication BSB60720 Advanced Diploma of Program Management BSB80120 Graduate Diploma of Management (Learning) Unit of Competency Interpretation Summary Performance Criteria Notes 1.1 Identify complex issue for resolution within scope of job role Complex issues may include issues that involve: and in consultation with relevant stakeholders entrenched behaviour or situation high levels of ambiguity large scale of outputs more than one element multiple stakeholders policy of legislative impact. 1.3 Research legislative frameworks and organisational policy or procedures applicable to identified issue Legislative frameworks may relate to: anti-discrimination (e.g. Age Discrimination Act 2004, Disability Discrimination Act 1992, Racial Discrimination Act 1975, Sex Discrimination Act 1984) Fair Work Act 2009 local, state and territory work health and safety (WHS) legislation. 1.4 Calculate required resources and present to relevant stakeholders Required resources may include: contractual agreements decision making frameworks equipment or tools funding. Foundation Skills Relevant stakeholders may include: government agencies suppliers team members. Notes Learning: Makes a range of critical and non-critical decision in relatively complex situations, taking a range of constraints into account Critical decisions may relate to: factors that enhance or detract from processes and may have a major impact on end result factors that create significant disruption or variation to existing or planned processes. Non-critical decisions may include: factors that enhance or detract from processes but have a minor impact on end result. Technology: Uses main features and functions of digital tools to complete work tasks and access information Digital tools may include: cloud-based project management and research tools presentation tools (e.g. PowerPoint, Prezi, Google Slides) spreadsheets vidcasts virtual meeting technology. 107 Critical Thinking Overview Level 2 Level 3 Level 4 Level 5 Level 6 BSBCRT611 Apply critical thinking for complex problem solving Unit of Competency use in the BSB Training Package Core unit Qualifications BSB60120 Advanced Diploma of Business BSB60320 Advanced Diploma of Human Resource Management BSB60420 Advanced Diploma of Leadership and Management Skill sets N/A Elective unit BSB50120 Diploma of Business BSB60520 Advanced Diploma of Marketing and Communication BSB60720 Advanced Diploma of Program Management BSB80120 Graduate Diploma of Management (Learning) Unit of Competency Interpretation Summary Knowledge Evidence Notes Sources of relevant information to identified issue, including desk research and stakeholder consultations Approval process for workplace solution Assessment Conditions Sources of relevant information may include: authentic and relevant evidence or data industry relevant research or reports legislation or organisational policy. Approval processes may include: organisational sign-off procedures referring to delegated authority. Notes Resources required to undertake research, prepare a brief and develop a feedback register Resources may include: databases observations project management tools reporting and presentation tools and software specialist consultations. 108 Data Literacy Overview 110 BSBDAT201 Collect and record data 111 BSBDAT501 Analyse data 113 109 Overview Level 2 Data Literacy Unit Sector Overview The Data Literacy (DAT) unit sector incorporates units of competency aimed at supporting individuals in various industries and job roles to develop skills and knowledge to gather and analyse data. Data literacy is the ability to derive meaningful insights from data. These skills enable a person to effectively identify, locate, interpret, and evaluate information to produce business insights. Data Literacy Level 5 Glossary of common terminology Organisational policies Organisational procedures Style guides Word processing Organisational policies represent an overarching course of action adopted by an organisation. Organisational procedures relate to any established series of actions expected to be conducted in a certain order or manner. Style guides refer to standards to ensure consistency in style and format for the design of organisational material, such as documents, emails and websites. Word processing refers to the creation and manipulation of text on a computer or word processor. Software and tools used for this may be a part of an organisation's internal system, as well as online collaborative word processing tools. Data Literacy Unit of Competency guidance For further information regarding detailed interpretation of the units of competency in the `Data Literacy' unit stream, please refer to the interpretation guidance provided on pages 103 - 106. Content for each unit reflects those items identified in consultation that would benefit from guidance. Not all requirements of a unit of competency are addressed by this Manual. The information in this Guide is offered as supplementary interpretation guidance relating to the BSB Business Services Training Package Version 7. The interpretations and advice in this Guide are not enforceable and serve as guidance only. ASQA, VRQA and TAC are the sector regulators responsible for determining matters of compliance in relation to training providers. 110 Overview Level 2 BSBDAT201 Collect and record data Data Literacy Level 5 Unit of Competency use in the BSB Training Package Core unit Qualifications N/A Skill sets BSBSS00126 Contact Centre Skill Set Elective unit BSB10120 Certificate I in Workplace Skills BSB20120 Certificate II in Workplace Skills BSB30120 Certificate III in Business BSB30320 Certificate III in Legal Services Unit of Competency Interpretation Summary Performance Criteria Notes 1.3 Identify method of data collection and recording procedures according to organisational policies and procedures Methods may include: feedback forms phone interviews questionnaires surveys. 2.3 Action data source difficulties within scope of own role, or escalate to required personnel Organisational policies and procedures may relate to: confidentiality privacy storage, security and access. Data source difficulties may include: ambiguous or missing data bias human error during input misinterpretation. Foundation Skills Required personnel may include: finance personnel human resources (HR) personnel project managers supervisors. Notes Technology: Uses specific functions and key features of common digital systems and tools and operates them effectively to complete data collection tasks Digital systems and tools may include: customer relationship management (CRM) databases research and referencing tools spreadsheets (e.g. Excel, Google Sheets) word processing tools. 111 Overview Level 2 BSBDAT201 Collect and record data Data Literacy Level 5 Unit of Competency use in the BSB Training Package Core unit Qualifications N/A Skill sets BSBSS00126 Contact Centre Skill Set Elective unit BSB10120 Certificate I in Workplace Skills BSB20120 Certificate II in Workplace Skills BSB30120 Certificate III in Business BSB30320 Certificate III in Legal Services Unit of Competency Interpretation Summary Knowledge Evidence Notes Key data-collection methods Work health and safety risks that apply to data-collection methods Organisational policies and procedures for collecting and recording data Key features and functions of technology used to collect data Data-collection methods may include: feedback forms phone interviews questionnaires surveys. Work health and safety risks may relate to: ergonomics security. Organisational policies and procedures may relate to: confidentiality copyright intellectual property (IP) privacy reporting and communication style guides. Key features and functions may include: authentication cloud or local connectivity encryption storage. Code of conduct relevant to data-collection Technology may include: computers internet mobile devices tablets. Codes of conduct may relate to: confidentiality copyright data access General Data Protection Regulation (GDPR) IP policies privacy reporting and communication. Codes of conduct may be organisational or industry-specific. 112 Overview Level 2 BSBDAT501 Analyse data Data Literacy Level 5 Unit of Competency use in the BSB Training Package Core unit Qualifications N/A Skill sets N/A Elective unit BSB50120 Diploma of Business BSB50220 Diploma of Aboriginal and Torres Strait Islander Governance BSB50320 Diploma of Human Resource Management BSB50520 Diploma of Library and Information Services BSB50620 Diploma of Marketing and Communication BSB50720 Diploma of Paralegal Services BSB50820 Diploma of Project Management BSB50920 Diploma of Quality Auditing BSB51319 Diploma of Work Health and Safety Unit of Competency Interpretation Summary Performance Criteria Notes 1.2 Access source of reliable data according to task requirements and organisational policies and procedures 1.3 Evaluate reliability of data 1.4 Store data according to organisational policies and procedures 2.1 Select methods of data analysis according to task requirements and industry best practice Foundation Skills Organisational policies and procedures may relate to: confidentiality copyright intellectual property (IP) privacy reporting and communication style guides. Reliability of data may depend on: appropriateness and relevance benchmarking for data completeness cross referencing reputable sources (e.g. peer reviewed). Storing data may depend on: confidentiality organisational data storage methods privacy system usage (e.g. customer relationship management [CRM] databases). Methods may include: identifying trends and extrapolating insights prescriptive analytics qualitative and quantitative comparisons and testing statistical and diagnostic analytics. Notes Reading: Researches, analyses and evaluates textual information, from a wide range of sources, to identify information relevant to data analysis Textual information may include: Australian Bureau of Statistics (ABS) indexes industry benchmarks public reports white papers. 113 Overview Level 2 BSBDAT501 Analyse data Data Literacy Level 5 Unit of Competency use in the BSB Training Package Core unit Qualifications N/A Skill sets N/A Elective unit BSB50120 Diploma of Business BSB50220 Diploma of Aboriginal and Torres Strait Islander Governance BSB50320 Diploma of Human Resource Management BSB50520 Diploma of Library and Information Services BSB50620 Diploma of Marketing and Communication BSB50720 Diploma of Paralegal Services BSB50820 Diploma of Project Management BSB50920 Diploma of Quality Auditing BSB51319 Diploma of Work Health and Safety Unit of Competency Interpretation Summary Foundation Skills Notes Oral communication: Uses a range of techniques to communicate complex concepts Technology: Uses appropriate technology platforms and query languages and scripts to analyse data Knowledge Evidence Techniques may include: data visualisation (e.g. comparative graphs and tables) highlighting insights and trends reporting and presenting data. Technology platforms may include: CRM databases research and referencing tools spreadsheets (e.g. Excel) word processing tools. Notes Key details of datasets and techniques for synthesising data Key legislative requirements relating to data analysis Methods of reporting analysis Assessment Conditions Techniques may include: extracting data from a database and manipulating accordingly filtering data in spreadsheets segmenting data (e.g. by demographics). Key legislative requirements may relate to: collecting data local, state and territory work health and safety (WHS) legislation Privacy Act 1988. Methods of reporting analysis may include: data visualisation (e.g. comparative graphs and tables) highlighting insights and trends project management reports reporting and presenting data. Notes Technology, software and consumables required to analyse data Technology, software and consumables may include: CRM databases research and referencing tools spreadsheets (e.g. Excel) word processing tools. Organisational operational policies and procedures required for Organisational operational policies and procedures may performance evidence relate to: reporting and communication. 114 Entrepreneurship and Small Business Overview 116 BSBESB301 Investigate business opportunities 117 BSBESB302 Develop and present business proposals 119 BSBESB303 Organise finances for new business ventures 121 BSBESB304 Determine resource requirements for new business ventures 123 BSBESB305 Address compliance requirements for new business ventures 125 BSBESB401 Research and develop business plans 127 BSBESB402 Establish legal and risk management requirements of new business ventures 129 BSBESB403 Plan finances for new business ventures 131 BSBESB404 Market new business ventures 133 BSBESB405 Manage compliance for small businesses 135 BSBESB406 Establish operational strategies and procedures for new business ventures 137 BSBESB407 Manage finances for new business ventures 139 115 Entrepreneurship and Small Business Overview Level 3 Entrepreneurship and Small Business Unit Sector Overview The Entrepreneurship and Small Business (ESB) unit sector incorporates units of competency aimed at supporting individuals to establish a new venture or operate a business, either providing self-employment or as part of a larger organisation. An individual that is competent in entrepreneurship demonstrates the skills and knowledge to plan, launch and maintain a new business venture. An individual that is entrepreneurial will also be able to identify business opportunities and develop strategies to gain advantage for an existing venture. Level 4 Glossary of common terminology Organisational policies Organisational procedures PESTEL Style guides SWOT Word processing Organisational policies represent an overarching course of action adopted by an organisation. Organisational procedures relate to any established series of actions expected to be conducted in a certain order or manner. PESTEL stands for political, economic, social, technological, legal and environmental. Style guides refer to standards to ensure consistency in style and format for the design of organisational material, such as documents, emails and websites. SWOT stands for strengths, weaknesses, opportunities and threats. Word processing refers to the creation and manipulation of text on a computer or word processor. Software and tools used for this may be a part of an organisation's internal system, as well as online collaborative word processing tools. Entrepreneurship and Small Business Unit of Competency guidance For further information regarding detailed interpretation of the units of competency in the `Entrepreneurship and Small Business' unit stream, please refer to the interpretation guidance provided on pages 109 - 131. Content for each unit reflects those items identified in consultation that would benefit from guidance. Not all requirements of a unit of competency are addressed by this Manual. The information in this Guide is offered as supplementary interpretation guidance relating to the BSB Business Services Training Package Version 7. The interpretations and advice in this Guide are not enforceable and serve as guidance only. ASQA, VRQA and TAC are the sector regulators responsible for determining matters of compliance in relation to training providers. 116 Entrepreneurship and Small Business Overview Level 3 Level 4 BSBESB301 Investigate business opportunities Unit of Competency use in the BSB Training Package Core unit Qualifications BSB30220 Certificate III in Entrepreneurship and New Business Skill sets BSBSS00102 Micro Business Skill Set BSBSS00103 New Business Ventures Skill Set Elective unit BSB40320 Certificate IV in Entrepreneurship and New Business Unit of Competency Interpretation Summary Performance Criteria Notes 1.1 Source and analyse market information for potential opportunities 2.2 Identify ethical and cultural requirements of the market Foundation Skills Sources may include: chambers of commerce customers federal government business information internet research local councils peak bodies public reports user and employee experiences white papers. Ethical and cultural requirements may include: access and equity requirements industry standards organisational and industry codes of practice religious and social requirements specific market requirements. Notes Writing: Uses information and industry-related terminology to develop required documentation Technology: Uses a range of digitally based technology and applications to access and filter data, and then extract, organise and integrate relevant information Documentation may relate to: competitor analysis demographic information identifying business opportunities understanding market segments (e.g. market needs, behaviours, likes and dislikes, cultural and religious factors) market gap analysis white papers. Digitally based technology may include: cloud-based computing applications customer relationship management (CRM) databases Microsoft Power BI dashboards social media websites. 117 Entrepreneurship and Small Business Overview Level 3 Level 4 BSBESB301 Investigate business opportunities Unit of Competency use in the BSB Training Package Core unit Qualifications BSB30220 Certificate III in Entrepreneurship and New Business Skill sets BSBSS00102 Micro Business Skill Set BSBSS00103 New Business Ventures Skill Set Elective unit BSB40320 Certificate IV in Entrepreneurship and New Business Unit of Competency Interpretation Summary Knowledge Evidence Notes Business research methods and data collection tools and software Business research methods and data collection tools may include: analytics and predictive modelling interviews research (e.g. brand, experience or strategic research) social listening social media surveys. Software may include: chatbots cloud-based computing applications CRM databases Microsoft Power BI dashboards. Assessment Conditions Data may be qualitative or quantitative. Notes Legislative and regulatory information relating to business opportunities Legislative and regulatory information may include: Fairtrade industry regulations obligations and responsibilities relating to taxes, staff and creditor payments. 118 Aboriginal aEnndtrTeoprrreenseSutrrsahitipIsalannddSemr Galol vBeursniannecses Overview Level 3 Level 4 BSBESB302 Develop and present business proposals Unit of Competency use in the BSB Training Package Core unit Qualifications BSB30220 Certificate III in Entrepreneurship and New Business Skill sets BSBSS00103 New Business Ventures Skill Set Elective unit BSB30120 Certificate III in Business BSB40320 Certificate IV in Entrepreneurship and New Business Unit of Competency Interpretation Summary Performance Criteria Notes 2.2 Communicate with relevant stakeholders the potential risks Relevant stakeholders may include: external stakeholders (e.g. clients, suppliers, creditors, debtors, government state bodies) internal stakeholders (e.g. business partners, employees). 2.3 Assist relevant stakeholders to develop risk management systems Risk management systems may include: action plans developed from internal and external environmental analyses (e.g. SWOT and PESTEL) mitigations and controls risk ratings. Foundation Skills Risk management systems may depend on the organisation. Notes Reading: Interprets information from a range of sources Technology: Uses a range of digital tools to access, organise, integrate and present relevant information Knowledge Evidence Sources may include: legislation organisational policies and procedures. Digital tools may include: cloud-based computing applications customer relationship management (CRM) databases presentation tools (e.g. PowerPoint, Power BI dashboards) social media spreadsheets websites word processing tools. Notes Factors influencing financial viability of business ventures, including financial returns Principles of risk assessment relevant to business opportunity described in performance evidence Factors may include: customer behaviours economic and market trends global influences (e.g. pandemics, politics) legal and marketing viability operations. Principles of risk assessment may relate to: compliance cultural risk external environmental risk financial risk level of competition. Risk assessments may depend on the industry. 119 Aboriginal aEnndtrTeoprrreenseSutrrsahitipIsalannddSemr Galol vBeursniannecses Overview Level 3 Level 4 BSBESB302 Develop and present business proposals Unit of Competency use in the BSB Training Package Core unit Qualifications BSB30220 Certificate III in Entrepreneurship and New Business Skill sets BSBSS00103 New Business Ventures Skill Set Elective unit BSB30120 Certificate III in Business BSB40320 Certificate IV in Entrepreneurship and New Business Unit of Competency Interpretation Summary Assessment Conditions Notes Business technology, including internet access and presentation software Legislation, regulations, standards and codes of practice relating to business proposal described in performance evidence Workplace documentation and resources relevant to performance evidence Business technology may include: cloud-based computing applications CRM databases presentation tools (e.g. PowerPoint, Power BI dashboards) spreadsheets word processing tools. Legislation, regulations, standards and codes of practice may include: Fairtrade Fair Work Act 2009 industry regulations organisational policies and procedures. Workplace documentation and resources may include: organisational policies and procedures organisational templates style guides. 120 Aboriginal aEnndtrTeoprrreenseSutrrsahitipIsalannddSemr Galol vBeursniannecses Overview Level 3 Level 4 BSBESB303 Organise finances for new business ventures Unit of Competency use in the BSB Training Package Core unit Qualifications BSB30220 Certificate III in Entrepreneurship and New N/A Business Skill sets BSBSS00103 New Business Ventures Skill Set Elective unit Unit of Competency Interpretation Summary Performance Criteria Notes 2.4 Seek specialist financial advice as required according to workplace procedures Specialist financial advice may be sourced from: Australian Tax Office (ATO) banks business financial advisors government website platforms investors small business operators (e.g. accountants). 3.1 Investigate and source suitable types of finances 3.3 Complete required documentation Specialist financial advice may depend on the size of the organisation. Sources may include: angel investors banks crowdsourcing family sources government grants insurance brokers small business loans. Documentation may include: bank documentation budgets cash flows contracts forecasts reports. Documentation may be legally binding. 121 Aboriginal aEnndtrTeoprrreenseSutrrsahitipIsalannddSemr Galol vBeursniannecses Overview Level 3 Level 4 BSBESB303 Organise finances for new business ventures Unit of Competency use in the BSB Training Package Core unit Qualifications BSB30220 Certificate III in Entrepreneurship and New N/A Business Skill sets BSBSS00103 New Business Ventures Skill Set Elective unit Unit of Competency Interpretation Summary Foundation Skills Notes Writing: Uses information and industry-related terminology to complete required workplace documentation Documentation may include: bank documentation (e.g. budgets, forecasting, cash flows) contracts reports. Technology: Uses main features and functions of digital tools to complete work tasks and access information Digital tools may include: accounting software (e.g. MYOB, Xero) customer relationship management (CRM) databases presentation tools (e.g. PowerPoint, Power BI dashboards) spreadsheets word processing tools. Knowledge Evidence Notes Key financial terminology relevant to new business ventures Relationship between finances and sales and marketing strategies Assessment Conditions Key financial terminology may include: assets cash flows expenses forecasting liabilities net profit return on investment (ROI) revenue. Strategies may include: market share analysis sales forecasting. Notes Business technology, including internet access Business technology may include: accounting software (e.g. MYOB, Xero) cloud-based computing applications CRM databases presentation tools (e.g. PowerPoint, Power BI dashboards) spreadsheets word processing tools. 122 Aboriginal aEnndtrTeoprrreenseSutrrsahitipIsalannddSemr Galol vBeursniannecses Overview Level 3 Level 4 BSBESB304 Determine resource requirements for new business ventures Unit of Competency use in the BSB Training Package Core unit Qualifications N/A Skill sets BSBSS00103 New Business Ventures Skill Set Elective unit BSB30220 Certificate III in Entrepreneurship and New Business Unit of Competency Interpretation Summary Performance Criteria Notes 1.1 Analyse business profile and consult with required personnel to determine business requirements for resources Required personnel may include: external personnel (e.g. industry associations, investors, suppliers) internal personnel (e.g. finance, information technology, human resources, procurement, marketing). 2.3 Engage with suppliers and other key people to negotiate supply of resources according to established workplace activities Other key people may include: banks business negotiators recruitment agencies supply specialists unions. 3.1 Obtain or design procedures and systems for effective and efficient introduction and use of selected resources Procedures and systems may include following: organisational and industry standards and codes of practice (e.g. plant usage within the workplace). work health and safety (WHS) legislation. 3.2 Ensure procedures are in place to monitor resource use and maintain, repair and replace resources Procedures may relate to: monitoring authority network practices operating machinery standard operating procedures WHS legislation. Foundation Skills Notes Reading: Gathers, interprets and analyses textual and numerical information from a range of sources and identifies key information Technology: Uses a range of digitally based technology and applications to access and filter data, and then extract, organise, integrate and share information Knowledge Evidence Textual and numerical information may include: inventory profit and loss quantitative measurements. Digitally based technology may include: cloud-based storage solutions customer relationship management (CRM) databases integrated inventory systems presentation tools (e.g. PowerPoint, Power BI dashboards) spreadsheets word processing tools. Notes Business requirements relating to required resources, including legislative and regulatory Business requirements may relate to: Fairtrade industry regulations organisational and industry codes of conduct organisational policies and procedures. 123 Aboriginal aEnndtrTeoprrreenseSutrrsahitipIsalannddSemr Galol vBeursniannecses Overview Level 3 Level 4 BSBESB304 Determine resource requirements for new business ventures Unit of Competency use in the BSB Training Package Core unit Qualifications N/A Skill sets BSBSS00103 New Business Ventures Skill Set Elective unit BSB30220 Certificate III in Entrepreneurship and New Business Unit of Competency Interpretation Summary Assessment Conditions Notes Business equipment and resources, including maintenance manuals Business technology, including internet access Business equipment and resources may include: organisational policies and procedures. Business technology may include: cloud-based computing applications CRM databases presentation tools (e.g. PowerPoint, Power BI dashboards) spreadsheets word processing tools. 124 Aboriginal aEnndtrTeoprrreenseSutrrsahitipIsalannddSemr Galol vBeursniannecses Overview Level 3 Level 4 BSBESB305 Address compliance requirements for new business ventures Unit of Competency use in the BSB Training Package Core unit Qualifications BSB30220 Certificate III in Entrepreneurship and New N/A Business Skill sets N/A Elective unit Unit of Competency Interpretation Summary Performance Criteria Notes 1.1 Identify regulatory, taxation and insurance requirements relevant to new business venture 1.2 Access information that assists in interpreting and explaining identified compliance requirements 1.3 Research relationships between legislation, regulations, codes of practice, associated standards and accessed information to determine compliance requirements of the business venture 2.1 Identify sources of specialist advice and services relevant to identified compliance requirements and business venture profile 3.3 Seek feedback on implemented compliance procedures from required personnel Regulatory, taxation and insurance requirements may relate to: federal laws government and industry specific regulations local government and council by-laws personal liability state laws workcover. Information may be sourced from: Austrade Australian Tax Office (ATO) chambers of commerce insurance brokers peak bodies. Legislation, regulations, codes of practice, associated standards and accessed information may relate to: Australian Securities and Investments Commission (ASIC) codes of practice Fairtrade Fair Work Act 2009 industry regulations Privacy Act 1988. Sources of specialist advice may include: accountants government departments industry associations networks (e.g. business enterprise Centre [BEC]) solicitors. Required personnel may include: accountants ATO clients contractors government departments industry associations networks (e.g. BEC) potential investors solicitors. 125 Aboriginal aEnndtrTeoprrreenseSutrrsahitipIsalannddSemr Galol vBeursniannecses Overview Level 3 Level 4 BSBESB305 Address compliance requirements for new business ventures Unit of Competency use in the BSB Training Package Core unit Qualifications BSB30220 Certificate III in Entrepreneurship and New N/A Business Skill sets N/A Elective unit Unit of Competency Interpretation Summary Performance Evidence Notes Identify, select and access sources of advice on compliance and risk minimisation procedures Risk minimisation procedures may include: developing action plans from internal and external environmental analyses (e.g. SWOT and PESTEL) identifying risk ratings implementing mitigations and controls. Assessment Conditions Risk minimisation procedures may depend on the organisation. Notes Business technology, including internet access for research Business technology may include: cloud-based computing applications customer relationship management (CRM) databases presentation tools (e.g. PowerPoint, Power BI dashboards) spreadsheets word processing tools. 126 Aboriginal aEnndtrTeoprrreenseSutrrsahitipIsalannddSemr Galol vBeursniannecses Overview Level 3 Level 4 BSBESB401 Research and develop business plans Unit of Competency use in the BSB Training Package Core unit Qualifications BSB40320 Certificate IV in Entrepreneurship and New Business Skill sets BSBSS00100 Business Operations Support Skill Set BSBSS00102 Micro Business Skill Set BSBSS00104 Small Business Management Skill Set Elective unit BSB30120 Certificate III in Business BSB40120 Certificate IV in Business BSB40220 Certificate IV in Aboriginal and Torres Strait Islander Governance Unit of Competency Interpretation Summary Performance Criteria Notes 1.1 Identify purpose and required components of business plan Components of business plans may include: competitors compliance costs and finances regulations resources understanding customer needs viability. Components of business plans may depend on the industry. 2.1 Establish resource, legal and compliance requirements according to identified business goals and objectives Legal and compliance requirements may relate to: government and industry specific regulations local government and council by-laws personal liability Privacy Act 1988 workcover. 2.5 Analyse draft plan and identify, assess and prioritise internal and external risks according to workplace procedures Internal and external risks may be identified from: checklists internal and external environment analyses (e.g. SWOT and PESTEL) risk matrices. 2.6 Research specialist services and sources of advice and cost according to available resources Sources may include: accountants government departments industry associations networks (e.g. Business Enterprise Centre [BEC]) solicitors. 3.5 Identify sources of finance for required liquidity according to Sources of finance may include: business goals and objectives and workplace procedures angel investors banks crowdsourcing family sources government grants insurance brokers small business loans. 4.4 Identify specific interests and objectives of key stakeholders Key stakeholders may include: and confirm their support of planning outcomes external stakeholders (e.g. clients, suppliers, creditors, debtors, government state bodies) internal stakeholders (e.g. business partners, employees). 127 Aboriginal aEnndtrTeoprrreenseSutrrsahitipIsalannddSemr Galol vBeursniannecses Overview Level 3 Level 4 BSBESB401 Research and develop business plans Unit of Competency use in the BSB Training Package Core unit Qualifications BSB40320 Certificate IV in Entrepreneurship and New Business Skill sets BSBSS00100 Business Operations Support Skill Set BSBSS00102 Micro Business Skill Set BSBSS00104 Small Business Management Skill Set Elective unit BSB30120 Certificate III in Business BSB40120 Certificate IV in Business BSB40220 Certificate IV in Aboriginal and Torres Strait Islander Governance Unit of Competency Interpretation Summary Knowledge Evidence Notes Methodology for researching and preparing a business plan Common business risks and risk management strategies Methodology may include: conducting internal and external environmental analyses (e.g. SWOT and PESTEL) research and information gathering. Risk management strategies may include: developing action plans from internal and external environmental analyses (e.g. SWOT and PESTEL) identifying risk ratings implementing mitigations and controls. Assessment Conditions Risk management strategies may depend on the organisation. Notes Workplace documentation and resources relevant to performance evidence Workplace documentation and resources may include: organisational policies and procedures organisational templates style guides. 128 Aboriginal aEnndtrTeoprrreenseSutrrsahitipIsalannddSemr Galol vBeursniannecses Overview Level 3 Level 4 BSBESB402 Establish legal and risk management requirements of new business ventures Unit of Competency use within the BSB Training Package Core unit Qualifications BSB40320 Certificate IV in Entrepreneurship and New Business Skill sets N/A Elective unit BSB40220 Certificate IV in Aboriginal and Torres Strait Islander Governance BSB60220 Advanced Diploma of Conveyancing Unit of Competency Interpretation Summary Performance Criteria Notes 1.1 Identify legal structure of business using reliable sources Legal structures may include: company partnership sole trader trust. Reliable sources may include: accountants solicitors. 1.2 Identify legislative and regulatory requirements applicable to identified legal structure 1.3 Analyse identified requirements and their relationship to business and workplace practices and processes Knowledge Evidence Reliable sources may depend on the industry and complexity of the legal structure. Legislative and regulatory requirements may relate to: Fairtrade Fair Work Act 2009 industry regulations organisational and industry codes of conduct organisational policies and procedures Privacy Act 1988. Practices and processes may relate to: awards Fair Work Act 2009 work health and safety (WHS). Notes Legal rights and obligations of alternative ownership structures Legal rights and obligations may relate to: investors partnership arrangements and agreements taxation responsibilities. Key steps in risk management process, including procedures for developing and implementing business risk treatment plan Alternative ownership structures may relate to: shareholders (e.g. voting rights). Risk management processes may include: hierarchy of controls mitigation strategies risk matrices risk monitoring and assessment. 129 Aboriginal aEnndtrTeoprrreenseSutrrsahitipIsalannddSemr Galol vBeursniannecses Overview Level 3 Level 4 BSBESB402 Establish legal and risk management requirements of new business ventures Unit of Competency use within the BSB Training Package Core unit Qualifications BSB40320 Certificate IV in Entrepreneurship and New Business Skill sets N/A Elective unit BSB40220 Certificate IV in Aboriginal and Torres Strait Islander Governance BSB60220 Advanced Diploma of Conveyancing Unit of Competency Interpretation Summary Assessment Conditions Notes Business technology, including internet access Workplace documentation and resources relevant to performance evidence Business technology may include: cloud-based computing applications customer relationship management (CRM) databases presentation tools (e.g. PowerPoint, Power BI dashboards) spreadsheets word processing tools. Workplace documentation and resources may include: organisational policies and procedures organisational templates style guides. 130 Aboriginal aEnndtrTeoprrreenseSutrrsahitipIsalannddSemr Galol vBeursniannecses Overview Level 3 Level 4 BSBESB403 Plan finances for new business ventures Unit of Competency use in the BSB Training Package Core unit Qualifications BSB40320 Certificate IV in Entrepreneurship and New N/A Business Skill sets BSBSS00104 Small Business Management Skill Set Elective unit Unit of Competency Interpretation Summary Performance Criteria Notes 1.2 Set profit targets according to business venture requirements and workplace procedures 1.5 Evaluate and select pricing strategies in relation to market conditions to meet profit targets and according to workplace procedures 2.1 Identify working capital requirements necessary to attain profit projections 2.2 Identify non current asset requirements and consider alternative asset management strategies Business venture requirements may depend on: business opportunities new businesses and startups. Market conditions may relate to: demand and supply economic cycle. Working capital requirements may relate to: consultation with specialists (e.g. accountants, business financial advisors) sales forecasting and revenue. Alternative asset management strategies may include: leasing renting. Asset management strategies may depend on the organisation and industry. 2.3 Prepare cash flow projections to enable business operation according to business plan and legal requirements Legal requirements may relate to: Fairtrade industry regulations organisational and industry codes of conduct organisational policies and procedures. 3.2 Identify sources of finance for required liquidity according to Sources of finance may include: business goals and objectives and workplace procedures angel investors banks crowdsourcing family sources government grants insurance brokers small business loans. Foundation Skills Notes Reading: Identifies, analyses and evaluates complex information from a range of sources Complex information may include: structure of business loans. Performance Evidence Sources may include: business loans legislation organisational policies and procedures. Notes Includes strategies to monitor financial performance of business Strategies may include: budgets cash flow projections. 131 Aboriginal aEnndtrTeoprrreenseSutrrsahitipIsalannddSemr Galol vBeursniannecses Overview Level 3 Level 4 BSBESB403 Plan finances for new business ventures Unit of Competency use in the BSB Training Package Core unit Qualifications BSB40320 Certificate IV in Entrepreneurship and New N/A Business Skill sets BSBSS00104 Small Business Management Skill Set Elective unit Unit of Competency Interpretation Summary Knowledge Evidence Notes Legislative and regulatory requirements relating to business described in performance evidence Methods for analysing working capital cycles Assessment Conditions Legislative and regulatory requirements may relate to: Fairtrade Fair Work Act 2009 industry regulations organisational and industry codes of conduct organisational policies and procedures. Methods for analysing working capital cycles may include: cash flows financial ratios. Notes Software for financial calculations Workplace documentation and resources relevant to performance evidence Software may include: cloud-based computing applications spreadsheets. Workplace documentation and resources may include: organisational policies and procedures organisational templates style guides. 132 Aboriginal aEnndtrTeoprrreenseSutrrsahitipIsalannddSemr Galol vBeursniannecses Overview Level 3 Level 4 BSBESB404 Market new business ventures Unit of Competency use in the BSB Training Package Core unit Qualifications BSB40320 Certificate IV in Entrepreneurship and New Business Skill sets N/A Elective unit BSB40820 Certificate IV in Marketing and Communication Unit of Competency Interpretation Summary Performance Criteria Notes 1.2 Establish marketing objectives in consultation with required Required people may include: people and according to business plan and workplace external stakeholders (e.g. finance providers, suppliers) procedures internal stakeholders (e.g. employees). 1.4 Establish and evaluate strategy to ensure ethical and cultural appropriateness and alignment with customer and industry expectations Strategy may relate to: legislation (e.g. anti-discrimination) market trends price point analysis product placement research surveys social media. 2.2 Research and evaluate costs and benefits of available distribution channels and customer service strategies Distribution channels may include: e-commerce industry and market reports physical stores social media websites. Customer service strategies may relate to: customer experience and feedback surveys market reports social trends. 3.4 Assess use of digital devices, platforms and technologies for effectiveness in implementing marketing activities Foundation Skills Distribution channels and customer service strategies may depend on the organisation and industry. Digital devices, platforms and technologies may include: internet social media survey tools virtual meeting technology. Notes Reading: Identifies, analyses and evaluates complex information from a range of sources Complex information may include: structure of business loans. Sources may include: business loans legislation organisational policies and procedures. Writing: Prepares plans and other workplace documentation Documentation may include: using structure, layout and terminology appropriate to audience business plans market reports. 133 Aboriginal aEnndtrTeoprrreenseSutrrsahitipIsalannddSemr Galol vBeursniannecses Overview Level 3 Level 4 BSBESB404 Market new business ventures Unit of Competency use in the BSB Training Package Core unit Qualifications BSB40320 Certificate IV in Entrepreneurship and New Business Skill sets N/A Elective unit BSB40820 Certificate IV in Marketing and Communication Unit of Competency Interpretation Summary Knowledge Evidence Notes Performance evaluation methods relating to marketing strategies Assessment Conditions Performance evaluation methods may include: analysing competitor strategies converting enquiries and leads into revenue observing and evaluating previous and current strategies. Notes Business technology, including software for analysis of data Business technology may include: cloud-based computing applications customer relationship management (CRM) databases presentation tools (e.g. PowerPoint, Power BI dashboards) spreadsheets word processing tools. 134 Aboriginal aEnndtrTeoprrreenseSutrrsahitipIsalannddSemr Galol vBeursniannecses Overview Level 3 Level 4 BSBESB405 Manage compliance for small businesses Unit of Competency use in the BSB Training Package Core unit Qualifications N/A Skill sets BSBSS00104 Small Business Management Skill Set Elective unit BSB40320 Certificate IV in Entrepreneurship and New Business Unit of Competency Interpretation Summary Performance Criteria Notes 1.1 Research internal and external compliance requirements and relevant Australian and international standards 1.2 Research codes of practice and material that interprets obligations and legislative requirements 2.2 Validate draft compliance management framework using external expertise and/or sources of advice according to workplace procedures Performance Evidence Compliance requirements and relevant Australian and international standards may relate to: Australian Securities and Investments Commission (ASIC) codes of practice Fairtrade federal and state laws (e.g. Fair Work Act 2009) government and industry-specific regulations local government and council by-laws personal liability workcover. Codes of practice and material may relate to: legislation for online marketing. External expertise and/or sources may include: accountants Australian Tax Office (ATO) government departments industry associations networks (e.g. Business Enterprise Centre [BEC]) solicitors. Notes Develop compliance strategies that address regulatory and legislative requirements Compliance strategies may relate to: following organisational policies and procedures recruitment workcover. 135 Aboriginal aEnndtrTeoprrreenseSutrrsahitipIsalannddSemr Galol vBeursniannecses Overview Level 3 Level 4 BSBESB405 Manage compliance for small businesses Unit of Competency use in the BSB Training Package Core unit Qualifications N/A Skill sets BSBSS00104 Small Business Management Skill Set Elective unit BSB40320 Certificate IV in Entrepreneurship and New Business Unit of Competency Interpretation Summary Knowledge Evidence Notes Australian and international standards, legislation, regulations, industry and organisational codes of practice specific to small business described in performance evidence Australian and international standards, legislation, regulations, industry and organisational codes of practice may include: ASIC codes of practice Fairtrade Fair Work Act 2009 government and industry-specific regulations local government and council by-laws personal liability Privacy Act 1988 workcover. External professional, industry based and government sources of advice and expertise Sources may include: accountants ATO government departments industry associations networks (e.g. Business Enterprise Centre [BEC]) solicitors. Methods for carrying out compliance checks and developing compliance strategies Methods may include: ATO workcover checklists auditing and quality assurance requirements and checks compliance checklists reviewing continuous improvement strategies. Assessment Conditions Notes Business technology Workplace documentation and resources relevant to performance evidence Business technology may include: cloud-based computing applications customer relationship management (CRM) databases presentation tools (e.g. PowerPoint, Power BI dashboards) spreadsheets word processing tools. Workplace documentation and resources may include: organisational policies and procedures organisational templates style guides. 136 Aboriginal aEnndtrTeoprrreenseSutrrsahitipIsalannddSemr Galol vBeursniannecses Overview Level 3 Level 4 BSBESB406 Establish operational strategies and procedures for new business ventures Unit of Competency use in the BSB Training Package Core unit Qualifications N/A Skill sets N/A Elective unit BSB40220 Certificate IV in Aboriginal and Torres Strait Islander Governance BSB40320 Certificate IV in Entrepreneurship and New Business Unit of Competency Interpretation Summary Performance Criteria Notes 1.2 Identify work health and safety (WHS) and environmental issues and implement strategies to minimise risk factors Work health and safety (WHS) and environmental issues may include: council rules on waste disposal ergonomics. 1.3 Review and evaluate, where appropriate, a quality assurance process for the business in line with industry standards, compliance requirements and cultural criteria Industry standards, compliance requirements and cultural criteria may relate to: industry-specific standards (e.g. hygiene, storing and preparing food) quality assurance (e.g. ISO 9000). 2.4 Provide products and/or services according to established Technical standards may relate to: legal, ethical cultural and technical standards Australian packaging rules and requirements. 3.1 Use digital technologies to regularly evaluate and review Digital technologies may include: achievement of operational targets to ensure optimum business accounting systems with automatic reports performance, according to business goals and objectives customer relationship management (CRM) databases employee and customer engagement surveys. Foundation Skills Notes Reading: Evaluates complex text to determine legislative, regulatory and workplace documentation Knowledge Evidence Complex texts may include: legislation organisational policies and procedures. Notes Key features of methods for implementing operation and revenue control systems, including for controlling stock and expenditure Key features of systems to manage staff, stock, expenditure, services and customer service Methods may relate to: use of software for implementing and monitoring quality control. Key features may relate to: disposal of stock fly-in-fly-out (FIFO) just-in-time obsolete stock right-first-time stock rotation. Systems may include: accounting software (e.g. MYOB, Xero) customer relationship management (CRM) databases. Key features of required technical or specialist skills relevant to Key features may include: business operations training for software or other resources. 137 Aboriginal aEnndtrTeoprrreenseSutrrsahitipIsalannddSemr Galol vBeursniannecses Overview Level 3 Level 4 BSBESB406 Establish operational strategies and procedures for new business ventures Unit of Competency use in the BSB Training Package Core unit Qualifications N/A Skill sets N/A Elective unit BSB40220 Certificate IV in Aboriginal and Torres Strait Islander Governance BSB40320 Certificate IV in Entrepreneurship and New Business Unit of Competency Interpretation Summary Assessment Conditions Notes Business equipment and resources, including business technology Business equipment and resources may include: cloud-based computing applications CRM databases organisational policies and procedures organisational templates presentation tools (e.g. PowerPoint, Power BI dashboards) spreadsheets style guides word processing tools. 138 Aboriginal aEnndtrTeoprrreenseSutrrsahitipIsalannddSemr Galol vBeursniannecses Overview Level 3 Level 4 BSBESB407 Manage finances for new business ventures Unit of Competency use in the BSB Training Package Core unit Qualifications N/A Skill sets BSBSS00104 Small Business Management Skill Set Elective unit BSB40320 Certificate IV in Entrepreneurship and New Business Unit of Competency Interpretation Summary Performance Criteria Notes 1.1 Identify financial information requirements and obtain specialist services, as required Financial information requirements may relate to: profit and loss statements starting capital tax returns. 1.2 Produce financial budgets or projections for each forward period, and distribute to required people according to legal requirements and workplace procedures Required people may include: finance providers. Distributing to required people may be a legal requirement or may be a workplace procedure only, depending on the size of the organisation. 2.3 Calculate and evaluate financial ratios according to own business and/or industry benchmarks Industry benchmarks may include: Certified Public Accountant (CPA) reports independent industry reports. 3.2 Research and implement, with relevant personnel, new and New and emerging digital technologies may include: emerging digital technologies to boost business profitability artificial intelligence (AI) according to business plan automations cloud-based collaborative platforms data lakes integrated systems and networks robotics social media. Foundation Skills Notes Reading: Evaluates complex text to determine legislative, regulatory and workplace documentation Knowledge Evidence Complex texts may include: legislation organisational policies and procedures. Notes Forms, channels and modes of communication used in relation to managing business finances Forms, channels and modes of communication may include: accounting software (e.g. MYOB, Xero) cash flows profit and loss. Key features of significant financial indicators Significant financial indicators may include: financial ratios (e.g. cost-to-sales) net profit return on investment (ROI). 139 Aboriginal aEnndtrTeoprrreenseSutrrsahitipIsalannddSemr Galol vBeursniannecses Overview Level 3 Level 4 BSBESB407 Manage finances for new business ventures Unit of Competency use in the BSB Training Package Core unit Qualifications N/A Skill sets BSBSS00104 Small Business Management Skill Set Elective unit BSB40320 Certificate IV in Entrepreneurship and New Business Unit of Competency Interpretation Summary Assessment Conditions Notes Business equipment and resources, including business technology Business equipment and resources may include: cloud-based computing applications customer relationship management (CRM) databases organisational policies and procedures organisational templates presentation tools (e.g. PowerPoint, Power BI dashboards) spreadsheets style guides word processing tools. 140 Financial Literacy Overview 142 BSBFIN301 Process financial transactions 143 BSBFIN302 Maintain financial records 146 BSBFIN401 Report on financial activity 148 BSBFIN501 Manage budgets and financial plans 150 BSBFIN502 Manage financial compliance 152 BSBFIN601 Manage organisational finances 155 BSBFIN801 Lead financial strategy development 157 141 Overview Level 3 Level 4 Level 5 Level 6 Financial Literacy Unit Sector Overview The Financial Literacy (FIN) unit sector incorporates units of competency aimed at supporting individuals to process, manage, maintain and report on various financial transactions, records and plans. In a workplace environment, an individual that is financially literate is able to interact effectively with the financial resources of an organisation. These skills and knowledge enables the individual to identify, report on, and make strategic decisions relating to financial resources and transactions. Financial Literacy Level 8 Glossary of common terminology Code of practice Organisational policies Organisational procedures A code of practice is a document prepared to provide practical guidance on how to comply with a general duty or specific duties according to specified standards or legislation. Organisational policies represent an overarching course of action adopted by an organisation. Organisational procedures relate to any established series of actions expected to be conducted in a certain order or manner. Financial Literacy Unit of Competency guidance For further information regarding detailed interpretation of the units of competency in the `Financial Literacy' unit stream, please refer to the interpretation guidance provided on pages 135 - 150. Content for each unit reflects those items identified in consultation that would benefit from guidance. Not all requirements of a unit of competency are addressed by this Manual. The information in this Guide is offered as supplementary interpretation guidance relating to the BSB Business Services Training Package Version 7. The interpretations and advice in this Guide are not enforceable and serve as guidance only. ASQA, VRQA and TAC are the sector regulators responsible for determining matters of compliance in relation to training providers. 142 Overview Level 3 Level 4 Level 5 Level 6 BSBFIN301 Process financial transactions FFininaanncciaiallLliteracy Level 8 Unit of Competency use in the BSB Training Package Core unit Qualifications N/A Skill sets N/A Elective unit BSB20120 Certificate II in Workplace Skills BSB30120 Certificate III in Business BSB40120 Certificate IV in Business Unit of Competency Interpretation Summary Performance Criteria Notes 1.1 Identify errors in source documents for escalation Errors may relate to: Australian Business Number (ABN) registration calculations data entries (e.g. incorrect inventory type or count) identifying appropriate codes (e.g. product codes) international purchases (e.g. incorrect Goods and Services Tax [GST] codes, misalignment of purchase order and invoice received). 1.2 Enter total transactions into organisational journal system according to organisational policies, procedures and accounting requirements Source documents may include: bank statements cash receipts journals direct feeds general ledgers inventory journals and invoices sales journals. Journal systems may include: accounting software (e.g. Intuit, MYOB, POS, SAP, Xero) customer relationship management (CRM) databases electronic accounting systems. Organisational policies and procedures may relate to: data and finance management distinguishing between individual transactions and summary transactions recording and reporting storage, security and access. Accounting requirements may relate to: account coding and allocation GST. 143 Overview Level 3 Level 4 Level 5 Level 6 BSBFIN301 Process financial transactions FFininaanncciaiallLliteracy Level 8 Unit of Competency use in the BSB Training Package Core unit Qualifications N/A Skill sets N/A Elective unit BSB20120 Certificate II in Workplace Skills BSB30120 Certificate III in Business BSB40120 Certificate IV in Business Unit of Competency Interpretation Summary Foundation Skills Notes Reading: Interprets textual information from a range of sources to confirm all necessary job requirements Sources may include: legislation (e.g. privacy, data) manuals (e.g. software, training) organisational and industry codes of practice organisational policies and procedures websites (e.g. Australian Tax Office [ATO], intranet, accountant portals). Technology: Uses digital technology to access, filter, compile, integrate and logically present complex information from multiple sources Digital technology may include: accounting software (e.g. Intuit, MYOB, POS, SAP, Xero) CRM databases electronic accounting systems spreadsheets proprietary systems websites (e.g. ATO, intranet, accountant portals). Performance Evidence Individuals should consider security in relation to digital technologies. Notes Enter data into journal and subsidiary ledger system Data may be automatically populated into subsidiary ledger systems based on entries in the journal. Accuracy should be ensured when entering data. 144 Overview Level 3 Level 4 Level 5 Level 6 BSBFIN301 Process financial transactions FFininaanncciaiallLliteracy Level 8 Unit of Competency use in the BSB Training Package Core unit Qualifications N/A Skill sets N/A Elective unit BSB20120 Certificate II in Workplace Skills BSB30120 Certificate III in Business BSB40120 Certificate IV in Business Unit of Competency Interpretation Summary Knowledge Evidence Notes Key provisions of relevant legislation and regulations, standards and codes of practice affecting business financial operations Legislation and regulations, standards and codes of practice may relate to: accounting ATO ethical principles GST legislation local, state and territory work health and safety (WHS) legislation Privacy Act 1988. Accuracy and authorisation requirements for source documents Accuracy and authorisation requirements may relate to: authoritative sources (e.g. financial managers, business owners, purchasing officers) contractual obligations organisational policies and procedures (e.g. approvals for payment of purchases). Organisational policies and procedures for communication related to outstanding debtors Organisational policies and procedures may relate to: administering outstanding debtors time frames. Key features of organisational accounting systems and procedures Credit terms according to credit policies and procedures Applicable accounting standard related to outstanding debtors Assessment Conditions Communication methods may depend on the size of the organisation (e.g. manual telephone calls and automatic emails). Key features may include: compliance structures organisational requirements. Credit terms may relate to: background and credit checks evolving legislation monitoring credit limits. Accounting standards may relate to: ageing debts organisational policies and procedures recognising bad and doubtful debts time considerations. Notes Accounting software Accounting software may include: Intuit MYOB POS SAP Xero. 145 Overview Level 3 Level 4 Level 5 Level 6 BSBFIN302 Maintain financial records FFininaanncciaiallLliteracy Level 8 Unit of Competency use in the BSB Training Package Core unit Qualifications N/A Skill sets BSBSS00120 Administrative Assistant Skill Set Elective unit BSB30120 Certificate III in Business BSB30220 Certificate III in Entrepreneurship and New Business BSB30320 Certificate III in Legal Services BSB40120 Certificate IV in Business Unit of Competency Interpretation Summary Performance Criteria Notes 1.2 Identify general ledger accounts affected according to organisational policies, procedures and accounting standards Organisational policies, procedures may relate to: data and finance management distinguishing between individual transactions and summary transactions recording and reporting storage, security and access. 2.3 Rectify any discrepancies and escalate, where required if outside scope of individual authority Accounting standards may relate to: ageing debts organisational policies and procedures recognising bad and doubtful debts time considerations. Rectifying may include: seeking authorisation. Escalating may include: following organisational procedures and reporting structures involving key stakeholders applicable to type of transaction. 3.3 Check general ledger for accuracy of information and despatch to relevant stakeholders, where required Individual authority may depend on job description and level of authority. Checking may include: reconciling and verifying transactions. Despatching may include: reporting on or extracting information (e.g.expenses) within the general ledger. 3.4 Check trial balance meets accounting equation requirements Relevant stakeholders may include: accountants board members project managers managers. Checking may include: identifying coding inaccuracies verifying and rectifying transactions. Accounting equation requirements may include: assets - liabilities = equity equity = investment [+ or - profit/loss (income-expenses)]. 146 Overview Level 3 Level 4 Level 5 Level 6 BSBFIN302 Maintain financial records FFininaanncciaiallLliteracy Level 8 Unit of Competency use in the BSB Training Package Core unit Qualifications N/A Skill sets BSBSS00120 Administrative Assistant Skill Set Elective unit BSB30120 Certificate III in Business BSB30220 Certificate III in Entrepreneurship and New Business BSB30320 Certificate III in Legal Services BSB40120 Certificate IV in Business Unit of Competency Interpretation Summary Foundation Skills Notes Technology: Uses digital technologies to access, record, store, organise and compile data as required Digital technologies may include: accounting software (e.g. Intuit, Xero, MYOB, POS, SAP) cloud-based accounting solutions and systems mobile devices. Knowledge Evidence Notes Key provisions of relevant legislation, codes of practice and national standards that may affect both: financial record keeping aspects of financial operations Key components of organisational accounting systems and procedures Procedures for checking for errors or discrepancies Legislation, codes of practice and national standards may relate to: accounting Australian Tax Office (ATO) ethical principles GST legislation local, state and territory work health and safety (WHS) legislation Privacy Act 1988. Key components may include: compliance structures organisational requirements. Procedures may relate to: checking source documents against journals extracting sales journals separation of duties. Organisational policies and procedures relating to maintaining financial records Methods of presenting financial data Accounting software used in the maintenance of financial records Source documents may be digitally-based or paper-based. Organisational policies and procedures may relate to: ATO audit requirements data and finance management distinguishing between individual transactions and summary transactions recording and reporting storage, security and access. Methods may include: extracting electronic data into spreadsheet generating visualisations and graphs specialised reports for management. Accounting software may include: Intuit MYOB POS SAP Xero. 147 Overview Level 3 Level 4 Level 5 Level 6 BSBFIN401 Report on financial activity FFininaanncciaiallLliteracy Level 8 Unit of Competency use in the BSB Training Package Core unit Qualifications N/A Skill sets BSBSS00100 Business Operations Support Skill Set Elective unit BSB40120 Certificate IV in Business BSB40320 Certificate IV in Entrepreneurship and New Business BSB40520 Certificate IV in Leadership and Marketing BSB40820 Certificate IV in Marketing and Communication Unit of Competency Interpretation Summary Performance Criteria Notes 1.1 Prepare a register of assets from fixed asset transactions according to accounting, legislative and organisational requirements Preparing may include: developing an asset register to record new and disposed assets and depreciation. 1.2 Calculate depreciation according to legislative and organisational requirements 1.3 Make, record and disclose asset and liability valuations in compliance with accounting standards 1.4 Refer discrepancies, unusual features or queries to appropriate authority where they cannot be resolved 2.4 Review data for errors and compliance with statutory requirements and organisational procedures, and amend as required 3.4 Correct or refer errors for resolution according to statutory and ethical requirements and organisational procedures Foundation Skills Legislative and organisational requirements may relate to: accounting standards (e.g. AASB 116) Australian Tax Office (ATO). Legislative and organisational requirements may relate to: accounting standards (e.g. AASB 116) ATO. Asset and liability valuations may relate to: cost and market value effective life of an asset outstanding payments. Appropriate authority may include: external stakeholders (e.g. agencies, networking groups) internal stakeholders (e.g. head accountants, managers). Statutory requirements may relate to: accounting reports. Statutory requirements may depend on the size of the organisation. Ethical requirements may relate to: organisational and industry codes of practice risk management Tax Practitioners Board (TPB) code of conduct. Notes Numeracy: Establishes criteria and categories for financial management purposes and monitors activities on a regular basis Technology: Uses digital technology to access, filter, compile, integrate and logically present complex information from multiple sources Criteria and categories may relate to: balance sheets ledgers profit and loss stock trial balance. Digital technology may include: accounting software (e.g. Intuit, Xero, MYOB, POS, SAP) cloud-based accounting solutions and systems integrated inventory systems. 148 Overview Level 3 Level 4 Level 5 Level 6 BSBFIN401 Report on financial activity FFininaanncciaiallLliteracy Level 8 Unit of Competency use in the BSB Training Package Core unit Qualifications N/A Skill sets BSBSS00100 Business Operations Support Skill Set Elective unit BSB40120 Certificate IV in Business BSB40320 Certificate IV in Entrepreneurship and New Business BSB40520 Certificate IV in Leadership and Marketing BSB40820 Certificate IV in Marketing and Communication Unit of Competency Interpretation Summary Knowledge Evidence Notes Provisions of relevant legislation, regulations, standards and codes of practice relevant to financial operations, taxable transactions and reporting requirements Components of organisational accounting systems Techniques used for financial forecasting and analysis Legislation, regulations, standards and codes of practice may relate to: accounting ATO ethical principles GST legislation local, state and territory work health and safety (WHS) legislation Privacy Act 1988. Components may include: compliance structures organisational requirements. Techniques may include: integrated analysis techniques within accounting software navigating reports and knowledge of operating systems and software sales analysis (e.g. forecasted seasonal sales) using digital technologies and reports for detailed analysis. Options, methods and practices for deductions, benefits and depreciations Industry-standard methods and formats used to present financial data Techniques may depend on organisational recording systems. Options, methods and practices may relate to: accounting information ATO. Methods may include: benchmarking extracting profit and loss. Assessment Conditions Formats may include: graphs and tables presenting different periods of time. Notes Accounting software Accounting software may include: Intuit MYOB POS SAP Xero. 149 Overview FFininaanncciaiallLliteracy Level 3 Level 4 Level 5 Level 6 Level 8 BSBFIN501 Manage budgets and financial plans Unit of Competency use in the BSB Training Package Core unit Elective unit Qualifications BSB50120 Diploma of Business BSB50320 Diploma of Human Resource Management BSB50420 Diploma of Leadership and Management BSB50620 Diploma of Marketing and Communication BSB60120 Advanced Diploma of Business BSB60220 Advanced Diploma of Conveyancing BSB60520 Advanced Diploma of Marketing and Communication Skill sets BSBSS00101 Business Operations Management Skill Set Unit of Competency Interpretation Summary Performance Criteria Notes 1.2 Evaluate budget and financial plan outcomes with required organisational personnel Financial plan outcomes may include: cash flows linking budgets and strategic plans variance analyses. 2.1 Communicate details of agreed budget and financial plans to relevant team members 2.2 Support team members to access resources and systems to perform required roles Required organisational personnel may include: cross-organisational departments team members senior management team members. Relevant team members may include: cross-organisational departments senior management. Support may relate to: facilitating training mentoring producing visualisations to highlight data insights putting standards in place referring to organisational procedure documents. Foundation Skills Resources and systems may include: accounting systems business and marketing plans customer relationship management (CRM) databases internal intranet marketing and advertising statistics spreadsheets. Notes Technology: Uses a range of digital technologies to access, filter, compile, integrate and logically present complex information from multiple sources Performance Evidence Digital technologies may include: accounting software (e.g. Intuit, Xero, MYOB, POS, SAP) cloud-based accounting solutions and systems integrated inventory systems. Notes Meet record-keeping requirements for Australian Taxation Office (ATO) and for auditing purposes Record-keeping requirements may relate to: Australian Tax Office (ATO) requirements organisational policies and procedures record retention time-keeping. 150 Overview FFininaanncciaiallLliteracy Level 3 Level 4 Level 5 Level 6 Level 8 BSBFIN501 Manage budgets and financial plans Unit of Competency use in the BSB Training Package Core unit Elective unit Qualifications BSB50120 Diploma of Business BSB50320 Diploma of Human Resource Management BSB50420 Diploma of Leadership and Management BSB50620 Diploma of Marketing and Communication BSB60120 Advanced Diploma of Business BSB60220 Advanced Diploma of Conveyancing BSB60520 Advanced Diploma of Marketing and Communication Skill sets BSBSS00101 Business Operations Management Skill Set Unit of Competency Interpretation Summary Knowledge Evidence Notes Basic accounting principles Types of budgets and financial plans Basic accounting principles may include: conventions revenue recognition understanding how accounting operates in different areas (e.g. assets, liabilities, work groups, organisational divisions). Types of budgets and financial plans may include: cash flows key performance indicators (KPIs) marketing milestones operations production projects sales and purchases stock holding. Budgets and financial plans may depend on the organisation and role. Legislation and current ATO requirements, including the Goods Legislation may relate to: and Services Tax (GST) accounting standards (e.g. AASB 116). Principles for managing work teams Principles may relate to: managing team capacity recognising team member skills. Assessment Conditions Notes Workplace policies and procedures Policies and procedures may relate to: ATO audit requirements data and finance management recording and reporting storage, security and access. 151 Overview Level 3 Level 4 Level 5 Level 6 BSBFIN502 Manage financial compliance FFininaanncciaiallLliteracy Level 8 Unit of Competency use in the BSB Training Package Core unit Qualifications N/A Skill sets N/A Elective unit BSB50120 Diploma of Business BSB50220 Diploma of Aboriginal and Torres Strait Islander Governance BSB50420 Diploma of Leadership and Management Unit of Competency Interpretation Summary Performance Criteria Notes 1.1 Identify financial compliance legislation, regulations, codes Legislation may relate to: of conduct applicable to organisation or work area Corporations Act 2001 Fair Work Act 2009. Regulations may relate to: payroll management regulations records management regulations. Codes of conduct may relate to: governance compliance codes of conduct accounting codes of practice 1.5 Establish indicators to measure financial compliance Legislation, regulations, codes of conduct may depend on the industry. Indicators may include: benchmarking standard comparison ratios. Financial compliance may relate to: governance organisational requirements reporting timeframes. 2.2 Communicate financial compliance strategy to relevant staff Financial compliance strategy may include: audit processes and procedures audit reports compliance registers improvement registers regulatory reporting. Relevant staff may include: auditors boards executive teams external stakeholders (e.g. Australian Tax Office [ATO], Australian Securities and Investments Commission [ASIC]) management. Communication should be timely and in an appropriate format. 152 Overview Level 3 Level 4 Level 5 Level 6 BSBFIN502 Manage financial compliance FFininaanncciaiallLliteracy Level 8 Unit of Competency use in the BSB Training Package Core unit Qualifications N/A Skill sets N/A Elective unit BSB50120 Diploma of Business BSB50220 Diploma of Aboriginal and Torres Strait Islander Governance BSB50420 Diploma of Leadership and Management Unit of Competency Interpretation Summary Foundation Skills Notes Learning: Identifies organisational issues and uses formal thinking techniques to develop a range of possible solutions Formal thinking techniques may include: brainstorming creative problem solving lateral thinking (e.g. six thinking hats) mind mapping. Writing: Prepares documents using format, content and layout Documents may include: appropriate to audience, purpose and regulatory requirements budgets financial plans. Technology: Uses a range of digital technology to access, filter, compile, integrate and logically present complex information from multiple sources Digital technology may include: accounting software (e.g. Intuit, Xero, MYOB, POS, SAP) cloud-based accounting solutions and systems integrated inventory systems. Performance Evidence Notes Interpret and analyse operational and feedback data relating to Operational and feedback data may include: compliance continuous improvement strategies responses to feedback. Knowledge Evidence Notes Methods and tools for recording, reporting and managing compliance Methods may include: checklists software processes for regular updates. Tools may include: action plans. Recording, reporting and managing compliance may include: outlining potential legal liabilities (e.g. emissions) undertaking corrective and remedial action. Procedures for conducting risk analysis Risk mitigation strategies Compliance may relate to organisations or legislation. Procedures may include: following the five basic steps of risk analysis developing a risk matrix undertaking a PESTEL analysis. Risk mitigation strategies may include: communication plans hierarchy of controls timely lodgement. 153 Overview Level 3 Level 4 Level 5 Level 6 BSBFIN502 Manage financial compliance FFininaanncciaiallLliteracy Level 8 Unit of Competency use in the BSB Training Package Core unit Qualifications N/A Skill sets N/A Elective unit BSB50120 Diploma of Business BSB50220 Diploma of Aboriginal and Torres Strait Islander Governance BSB50420 Diploma of Leadership and Management Unit of Competency Interpretation Summary Assessment Conditions Notes Computer equipment and software required for the demonstration of the performance evidence Computer equipment and software may include: accounting software (e.g. Intuit, Xero, MYOB, POS, SAP) cloud-based accounting solutions and systems integrated inventory systems. 154 Overview Level 3 Level 4 Level 5 Level 6 BSBFIN601 Manage organisational finances FFininaanncciaiallLliteracy Level 8 Unit of Competency use in the BSB Training Package Core unit Qualifications BSB60120 Advanced Diploma of Business BSB60320 Advanced Diploma of Human Resource Management Skill sets N/A Elective unit BSB50120 Diploma of Business BSB60720 Advanced Diploma of Project Management Unit of Competency Interpretation Summary Performance Criteria Notes 1.3 Review statutory requirements for compliance and liabilities Statutory requirements may relate to: for tax accounting reports. 1.4 Analyse existing software and its suitability for financial management 3.1 Identify organisational and statutory financial reporting requirements Foundation Skills Statutory requirements may depend on the size of the organisation. Suitability for financial management may relate to: cloud-based software integration capabilities. Financial reporting requirements may relate to: organisational set-up and structure (e.g. partnerships, assets). Notes Reading: Analyses and evaluates complex organisational Legislative requirements may include: information and legislative requirements to assist with financial accounting standards (e.g. AASB 116) decision making Australian Tax Office (ATO). Technology: Uses a range of digital technology to access, filter, compile, integrate and logically present complex information from multiple sources Digital technology may include: accounting software (e.g. Intuit, Xero, MYOB, POS, SAP) cloud-based accounting solutions and systems integrated inventory systems. Technology: Investigates new digital technologies and applications to manage and manipulate data New digital technologies may include: accounting software (e.g. Intuit, Xero, MYOB, POS, SAP) cloud-based accounting solutions and systems integrated inventory systems. 155 Overview Level 3 Level 4 Level 5 Level 6 BSBFIN601 Manage organisational finances FFininaanncciaiallLliteracy Level 8 Unit of Competency use in the BSB Training Package Core unit Qualifications BSB60120 Advanced Diploma of Business BSB60320 Advanced Diploma of Human Resource Management Skill sets N/A Elective unit BSB50120 Diploma of Business BSB60720 Advanced Diploma of Project Management Unit of Competency Interpretation Summary Knowledge Evidence Notes Processes to establish and review profits and losses from financial statements Requirements for financial probity Principles of accounting and financial systems Key functions of financial management software Key components of a financial budget Legislation and conventions relevant to financial management in organisation Processes may include: analysing income, sales, cost of goods sold (COGS) calculations. Requirements may relate to: ethics declarations insolvency or bankruptcy legislation. Principles may relate to: conventions revenue recognition understanding how accounting operates in different areas (e.g. assets, liabilities, work groups, organisational divisions). Key functions may include: cloud-based integration capabilities. Key components may include: compliance structures organisational requirements. Legislation and conventions may relate to: corporations financial services. Assessment Conditions Legislation and conventions may depend on the organisation. Notes Financial management software Financial management software may include: accounting software (e.g. Intuit, Xero, MYOB, POS, SAP) cloud-based accounting solutions and systems integrated inventory systems. 156 Overview FFininaanncciaiallLliteracy Level 3 Level 4 Level 5 Level 6 Level 8 BSBFIN801 Lead financial strategy development Unit of Competency use in the BSB Training Package Core unit Qualifications N/A Skill sets N/A Elective unit BSB60120 Advanced Diploma of Business BSB80120 Graduate Diploma of Management (Learning) BSB80220 Graduate Diploma of Portfolio Management BSB80320 Graduate Diploma of Strategic Leadership Unit of Competency Interpretation Summary Performance Criteria Notes 1.1 Establish capacity of existing financial systems by analysing financial reports Financial reports may relate to: budgets balance sheets cash flows feeder subsystems (e.g. customer relationship management [CRM] databases) income. 1.3 Consult relevant stakeholders, including financial advisers, about financial information to support decisions Relevant stakeholders may include: boards executive boards external consultants software providers. 1.4 Prepare recommendations and assessment indicators for budget expenditure or for modification of existing projections according to organisational and legislative requirements Assessment indicators may include: cost-benefit analysis non-financial and intangible benefits return on investment (ROI). 1.5 Present recommendations to relevant stakeholders Foundation Skills Legislative requirements may relate to: accounting standards (e.g. AASB 116) Australian Tax Office (ATO). Relevant stakeholders may include: boards executive boards external consultants software providers. Notes Reading: Identifies, analyses and evaluates complex text from Complex texts may include: a variety of sources to determine business requirements reports (e.g. government and economic trends, industry, summary or overview). Performance Evidence Notes Analyse and use budget systems and reporting processes Budget systems and reporting processes may relate to: accounting business and marketing plans spreadsheets. 157 Overview FFininaanncciaiallLliteracy Level 3 Level 4 Level 5 Level 6 Level 8 BSBFIN801 Lead financial strategy development Unit of Competency use in the BSB Training Package Core unit Qualifications N/A Skill sets N/A Elective unit BSB60120 Advanced Diploma of Business BSB80120 Graduate Diploma of Management (Learning) BSB80220 Graduate Diploma of Portfolio Management BSB80320 Graduate Diploma of Strategic Leadership Unit of Competency Interpretation Summary Knowledge Evidence Notes Financial risk factors and mitigation procedures Compliance requirements relating to managing financial resources, including legislative and regulatory responsibilities Financial and accounting principles relating to analysing and interpreting financial reports and resources Financial, accounting and economic terminology and systems relevant to financial strategy Mitigation procedures may include: communication plans hierarchy of controls risk matrices timely lodgement. Compliance requirements may relate to: accounting codes of practice Fair Work Act 2009 governance compliance (e.g. corporations law) payroll management records management. Financial and accounting principles may include: conventions revenue recognition understanding how accounting operates in different areas (e.g. assets, liabilities, work groups, organisational divisions). Systems may relate to: efficient and effective processes reviewing the right tools and processes. Techniques for calculating and analysing financial data and procedures for their applications Individuals should understand changes in terminology. Techniques may include: integrated analysis techniques within accounting software digital technologies and reports used for detailed analysis navigating reports and knowledge of operating systems and software sales analysis (e.g. forecasted seasonal sales). Assessment Conditions Techniques may depend on organisational recording system. Notes Financial data and documentation Financial data and documentation may include: balance sheets budgets cash flows financial reports. 158 Human Resources Overview 160 BSBHRM411 Administer performance development processes 161 BSBHRM412 Support employee and industrial relations 163 BSBHRM413 Support the learning and development of teams and individuals 165 BSBHRM414 Use human resources information systems 166 BSBHRM415 Coordinate recruitment and onboarding 168 BSBHRM416 Process payroll 170 BSBHRM417 Support human resources functions and processes 171 BSBHRM521 Facilitate performance development processes 172 BSBHRM522 Manage employee and industrial relations 174 BSBHRM523 Coordinate the learning and development of teams and individuals 176 BSBHRM524 Coordinate workforce plan implementation 177 BSBHRM525 Manage recruitment and onboarding 178 BSBHRM526 Manage payroll 179 BSBHRM527 Coordinate human resource functions and processes 181 BSBHRM528 Coordinate remuneration and employee benefits 182 BSBHRM529 Coordinate separation and termination processes 183 BSBHRM530 Coordinate rehabilitation and return to work programs 184 BSBHRM531 Coordinate health and wellness programs 185 BSBHRM611 Contribute to organisational performance development 186 BSBHRM612 Contribute to the development of employee and industrial relations strategies 188 BSBHRM613 Contribute to the development of learning and development strategies 189 BSBHRM614 Contribute to strategic workforce planning 190 BSBHRM615 Contribute to the development of diversity and inclusion strategies 191 159 Overview Level 4 Level 5 Human Resources Unit Sector Overview The Human Resources (HRM) unit sector incorporates specialist units of competency aimed at supporting and managing the human resources functions of an organisation. Relevant job roles may include human resources officer, human resources coordinator, payroll officer, human resources consultant, human resources advisor, human resources business partner, human resources manager and senior human resources business partner. Human Resources Level 6 Glossary of common terminology Human Resource There are many industry-recognised Human Resources Information Systems, these Information System (HRIS) may include: SAP HCM, Fusion5, Ascender, ELMO, ichris. Organisational human resources objectives Organisational human resources objectives may be based on: workforce succession planning staff retention rates workforce mobility employee engagement workforce diversity. Organisational policies Organisational policies represent an overarching course of action adopted by an organisation. Organisational procedures Organisational procedures relate to any established series of actions expected to be conducted in a certain order or manner. Organisational strategic and operational plans Organisational strategic and operational plans may include an organisation's: vision, mission and values high-level goals short and long term budget work plan. Human Resources Unit of Competency guidance For further information regarding detailed interpretation of the units of competency in the `Human Resources' unit stream, please refer to the interpretation guidance provided on pages 153 - 183. Content for each unit reflects those items identified in consultation that would benefit from guidance. Not all requirements of a unit of competency are addressed by this Manual. The information in this Guide is offered as supplementary interpretation guidance relating to the BSB Business Services Training Package Version 7. The interpretations and advice in this Guide are not enforceable and serve as guidance only. ASQA, VRQA and TAC are the sector regulators responsible for determining matters of compliance in relation to training providers. 160 Human Resources Overview Level 4 Level 5 Level 6 BSBHRM411 Administer performance development processes Unit of Competency use in the BSB Training Package Core unit Qualifications BSB40420 Certificate IV in Human Resource N/A Management Skill sets BSBSS00105 Human Resources Foundations Skill Set Elective unit Unit of Competency Interpretation Summary Performance Criteria Notes 1.2 Assist relevant stakeholders in reviewing the performance management system to ensure it aligns with the strategic direction of the organisation Foundation Skills Relevant stakeholders may include: colleagues human resource managers human resource officers senior management supervisors unions and employer organisations. Notes Reading: Critically evaluates and applies content from a range of structurally complex texts to support performance management processes Structurally complex texts may include: awards and agreements legislation organisational and industry codes of conduct organisational policies and procedures performance dashboards performance management documentation strategic and operational plans. Oral communication: Selects and uses appropriate conventions Appropriate conventions and protocols when communicating and protocols when communicating with others in a range of with others may include: work contexts active and critical listening conflict management and resolution professional conduct. Knowledge Evidence Appropriate conventions and protocols for communication may depend on organisational policies and procedures (e.g. diversity and inclusion). Notes Strengths and weaknesses of a performance development system Rewards and incentives schemes Strengths and weaknesses of a performance development system may relate to: ease of use fairness and equity internal and external consistency and coherency transparency. Rewards and incentives schemes may include: flexible working arrangements intrinsic and extrinsic motivation monetary incentives (e.g. profit sharing, bonuses, time in lieu) tangible recognition (formal or informal). 161 Human Resources Overview Level 4 Level 5 Level 6 BSBHRM411 Administer performance development processes Unit of Competency use in the BSB Training Package Core unit Qualifications BSB40420 Certificate IV in Human Resource N/A Management Skill sets BSBSS00105 Human Resources Foundations Skill Set Elective unit Unit of Competency Interpretation Summary Knowledge Evidence Notes Strategies to provide feedback and training in relation to the performance development system Strategies to provide feedback and training may include: 360 degree loop managing upwards. Strategies should focus on providing feedback about improving the performance development system, not about an individual involved in the system. Mechanisms to collect and analyse data to review performance development system Mechanisms to collect data may include: internal software to assist in collation, review and storage of data organisational health surveys. Mechanisms may depend on the size of organisation. Assessment Conditions Data may include: key performance indicator (KPI) data samples of completed performance appraisals. Notes Human resource policies, procedures and documentation relevant to performance development and feedback Policies, procedures and documentation may include: internal organisational policies and procedures (e.g. performance, grievance, conflict resolution or learning and development policies, which inform procedures) local, state and territory work health and safety (WHS) legislation state, territory and federal guidance regarding workplace health and safety (e.g. Safe Work Australia guidance on Good Work Design) state, territory and federal workplace legislation relating to organisational performance development processes (e.g. Fair Work Act 2009, Anti-Discrimination Law). 162 Human Resources Overview Level 4 Level 5 Level 6 BSBHRM412 Support employee and industrial relations Unit of Competency use in the BSB Training Package Core unit Elective unit Qualifications BSB40420 Certificate IV in Human Resource Management Skill sets BSBSS00105 Human Resources Foundations Skill Set BSB50120 Diploma of Business Unit of Competency Interpretation Summary Performance Criteria Notes 1.1 Source and share applicable legislation, agreements, policies and procedures with relevant stakeholders Relevant stakeholders may include: executive boards executive directors human resource managers human resource officers owners senior management supervisors. 1.4 Communicate the organisation's ER and IR procedures to relevant stakeholders according to relevant organisation, enterprise and statutory requirements Relevant stakeholders may include: external stakeholders (e.g. employer organisations, industry peak bodies and associations, unions, workplace relations specialists) internal stakeholders: those listed as "relevant stakeholders' above. 2.4 Record and maintain relevant documents Relevant documents may include: documentation of negotiations carried out employment contracts enterprise bargaining process documents grievance documents performance counselling documents warning letters. 3.1 Identify relevant grievance and conflict resolution processes Conflict resolution processes may involve: appropriate recordkeeping Fair Work resources investigation grievance handling mediation privacy and confidentiality. Foundation Skills Notes Reading: Comprehends and analyses complex texts from a variety of sources and records to determine relevance to requirements or review implementation of strategies Complex texts may include: awards and agreements benchbooks from Fair Work legislation organisational and industry codes of conduct organisational policies and procedures strategic and operational plans. 163 Human Resources Overview Level 4 Level 5 Level 6 BSBHRM412 Support employee and industrial relations Unit of Competency use in the BSB Training Package Core unit Elective unit Qualifications BSB40420 Certificate IV in Human Resource Management Skill sets BSBSS00105 Human Resources Foundations Skill Set BSB50120 Diploma of Business Unit of Competency Interpretation Summary Foundation Skills Notes Oral communication: Selects and uses appropriate conventions Appropriate conventions and protocols when communicating and protocols when communicating with co-workers in a range with co-workers may include: of work contexts active and critical listening conflict management and resolution professional conduct. Performance Evidence Appropriate conventions and protocols for communication may depend on organisational policies and procedures (e.g. diversity and inclusion). Notes Locate information required to identify relevant legislation, agreements, policies and procedures Use strategies to monitor and gather feedback on the implementation of industrial relations policies and procedures Knowledge Evidence Information required to identify relevant legislation, agreements, policies and procedures may include: Fair Work resources (e.g. Fair Work Act 2009, Fair Work Regulations 2009, Fair Work Commission Rules 2013). Strategies to monitor and gather feedback may include: employee surveys exit interviews tracking statistics (e.g. incidents of industrial action taken, number of grievances, turnover figures). Notes Relevant legislation, codes of practice and national standards Legislation may include: anti-discrimination legislation Fair Work legislation, including the Fair Work Act 2009, Fair Work Regulations 2009, Fair Work Commission Rules 2013 local, state and territory work health and safety (WHS) legislation Privacy Act 1988 Small Business Fair Dismissal Code state and territory legislation relating to employment. Codes of practice may include: non-prescribed voluntary codes organisational codes prescribed mandatory industry codes. Key sources of expert advice relevant to performance evidence. Relevant legislation, codes of practice and national standards may vary according to industry. Sources of expert advice may include: Fair Work representatives industry bodies (e.g. Australian Human Resources Institute [AHRI]) lawyers mediators unions. 164 Human Resources Overview Level 4 Level 5 Level 6 BSBHRM413 Support the learning and development of teams and individuals Unit of Competency use in the BSB Training Package Core unit Qualifications BSB40420 Certificate IV in Human Resource Management Skill sets N/A Elective unit BSB40120 Certificate IV in Business Unit of Competency Interpretation Summary Performance Criteria Notes 1.1 Collect information on performance of team members from relevant sources Relevant sources may include: complaint and grievance documents key performance indicator (KPI) data observational data operational data performance reviews productivity data. 2.1 Develop collaborative learning plans to match skill needs of Collaborative learning plans may relate to: individuals and groups and match the competency standards learning needs analysis relevant to the industry training needs identification. Foundation Skills Notes Reading: Analyses textual information from a range of sources to identify organisational requirements Textual information may relate to: organisational mission and value statements organisational policies and procedures strategic plans. Teamwork: Collaborates with others to achieve joint outcomes, playing an active role in facilitating effective group interaction Others may include: colleagues learning and development teams managers training organisations. Performance Evidence Notes Collect data on team and individual and team development needs Data may include: competency standards KPI data samples of completed performance appraisals succession data. 165 Human Resources Overview Level 4 Level 5 Level 6 BSBHRM414 Use human resources information systems Unit of Competency use in the BSB Training Package Core unit Qualifications N/A Skill sets N/A Elective unit BSB40420 Certificate IV in Human Resource Management BSB50320 Diploma of Human Resource Management Unit of Competency Interpretation Summary Performance Criteria Notes 1.1 Identify HRIS data requirements 1.2 Collect, and collate data of relevant stakeholders 3.2 Obtain feedback from relevant stakeholder about the system performance Foundation Skills HRIS data requirements may include: employee information (e.g. position descriptions, wage information, leave, attendance, training) information technology (IT) resource availability position data (e.g. full-time equivalent [FTE] metrics) privacy and confidentiality requirements. Relevant stakeholders may include: external stakeholders (e.g. employer organisations, industry peak bodies and associations, unions, workplace relations specialists) internal stakeholders (e.g. colleagues, human resource managers, human resource officers, senior management, supervisors). Relevant stakeholders may include: IT departments managers supervisors system vendors. Notes Reading: Interprets textual information obtained from a range of Textual information may include: sources and determines how content may be applied to HRIS user guides. individuals and organisational requirements Teamwork: Collaborates with others to achieve joint outcomes, playing an active role in facilitating effective group interaction Others may include: colleagues learning and development teams managers training organisations. Knowledge Evidence Notes Organisational policies, procedures, protocols and processes applicable to using HRIS Organisational policies, procedures, protocols and processes may relate to: audit requirements authorisation and access. 166 Human Resources Overview Level 4 Level 5 Level 6 BSBHRM414 Use human resources information systems Unit of Competency use in the BSB Training Package Core unit Qualifications N/A Skill sets N/A Elective unit BSB40420 Certificate IV in Human Resource Management BSB50320 Diploma of Human Resource Management Unit of Competency Interpretation Summary Assessment Conditions Notes Relevant legislation, regulations and codes of practice Legislation may include: anti-discrimination legislation Fair Work legislation, including the Fair Work Act 2009, Fair Work Regulations 2009, Fair Work Commission Rules 2013 local, state and territory work health and safety (WHS) legislation Privacy Act 1988 state and territory legislation relating to employment. Codes of practice may include: non-prescribed voluntary codes organisational codes prescribed mandatory industry codes. Relevant legislation and codes of practice may vary according to industry. 167 Human Resources Overview Level 4 Level 5 Level 6 BSBHRM415 Coordinate recruitment and onboarding Unit of Competency use in the BSB Training Package Core unit Qualifications BSB40420 Certificate IV in Human Resource Management Skill sets N/A Elective unit BSB30220 Certificate III in Entrepreneurship and New Business BSB40120 Certificate IV in Business BSB40320 Certificate IV in Entrepreneurship and New Business Unit of Competency Interpretation Summary Performance Criteria Notes 1.2 Consult with relevant stakeholders about job descriptions, selection criteria and workforce strategy 2.4 Obtain relevant additional information from candidates Foundation Skills Relevant stakeholders may include: external stakeholders (e.g. employer organisations, industry peak bodies and associations, recruitment agencies, workplace relations specialists) internal stakeholders (e.g. colleagues, human resource managers, human resource officers, senior management, supervisors, team leaders). Obtaining relevant additional information may include: understanding what is appropriate information to collect. Notes Reading: Interprets a range of textual information from a variety Textual information may include: of sources and analyses and reviews for compliance and Fair Work Ombudsman resources suitability position descriptions. Self-management: Selects and uses appropriate conventions and protocols when communicating with candidates or clients Appropriate conventions and protocols when communicating with with candidates or clients may include: active and critical listening conflict management and resolution professional conduct. Appropriate conventions and protocols for communication may depend on organisational policies and procedures (e.g. diversity and inclusion). 168 Human Resources Overview Level 4 Level 5 Level 6 BSBHRM415 Coordinate recruitment and onboarding Unit of Competency use in the BSB Training Package Core unit Qualifications BSB40420 Certificate IV in Human Resource Management Skill sets N/A Elective unit BSB30220 Certificate III in Entrepreneurship and New Business BSB40120 Certificate IV in Business BSB40320 Certificate IV in Entrepreneurship and New Business Unit of Competency Interpretation Summary Knowledge Evidence Notes Key provisions of relevant legislation, regulations, standards and codes of practice that affect employment agencies and organisations recruiting processes Legislation may include: local, state and territory work health and safety (WHS) legislation state, territory and federal workplace legislation relating to organisational recruitment processes (e.g. Fair Work Act 2009, anti-discrimination legislation, Privacy Act 1988). Regulations and standards may relate to: awards and agreements diversity and inclusion Fair Work Regulations 2009. Codes of practice may include: non-prescribed voluntary codes organisational codes prescribed mandatory industry codes. Methods to assess and report on candidates according to organisational procedures Relevant legislation, regulations, standards and codes of practice may vary according to industry. Methods to assess and report on candidates may include: assessment centres interview processes psychometric testing reference checking selection criteria. Organisational procedures may include: digital and artificial intelligence (AI) recruitment processes outsourcing for recruitment. 169 Overview Level 4 Level 5 BSBHRM416 Process payroll Human Resources Level 6 Unit of Competency use in the BSB Training Package Core unit Qualifications N/A Skill sets N/A Elective unit BSB30120 Certificate III in Business BSB40120 Certificate IV in Business BSB40420 Certificate IV in Human Resource Management Unit of Competency Interpretation Summary Performance Criteria Notes 3.1 Respond to payroll enquiries according to organisational and legislative requirements Organisational and legislative requirements may relate to: Australian Tax Office (ATO) requirements enterprise agreements and modern awards individual employment contracts payroll legislative obligations (e.g. long service leave acts, Fair Work Act 2009, Fair Work Regulations 2009, Fair Work Commission Rules 2013) Privacy Act 1988 superannuation workers compensation. Relevant organisational requirements regarding payroll processes may vary according to industry. 3.2 Provide payroll information according to organisational and Providing payroll information may involve: legislative requirements superannuation implications tax implications. 3.3 Ensure all enquiries outside area of responsibility and knowledge are referred to designated persons for resolution Designated persons may include: external persons (e.g. ATO, Fair Work Ombudsman, legal employment services) internal persons (e.g. management, supervisors). Foundation Skills Notes Reading: Interprets a range of textual information to determine Textual information may include: activities required ATO documents Fair Work resources. Technology: Uses digital technologies to access, record, store, Digital technologies may include: organise and compile data, as required payroll systems and software spreadsheets (e.g. Excel, Google Sheets). 170 Human Resources Overview Level 4 Level 5 Level 6 BSBHRM417 Support human resources functions and processes Unit of Competency use in the BSB Training Package Core unit Qualifications N/A Skill sets N/A Elective unit BSB40120 Certificate IV in Business Unit of Competency Interpretation Summary Performance Criteria Notes 1.3 Identify information sources to obtain human resource data Information sources may include: and information Australian Bureau of Statistics (ABS) industry surveys. 2.3 Identify sustainability issues that relate to human resource functions Sustainability issues may relate to: financial sustainability people-based sustainability (e.g. retention of staff) social sustainability (e.g. Corporate Social Responsibility [CSR]). Foundation Skills Notes Reading: Critically evaluates and applies content from a range of structurally complex texts Complex texts may include: organisational mission and value statements organisational policies and procedures relevant legislation service level agreements (SLAs) strategic plans. Technology: Uses the main features and functions of digital tools to complete work tasks and access information Digital tools may include: human resource information systems (HRIS) virtual meeting technology. Knowledge Evidence Notes Key provisions of legal and compliance requirements that apply Legal and compliance requirements may relate to: to the organisation anti-discrimination legislation Fair Work legislation, including the Fair Work Act 2009, Fair Work Regulations 2009, Fair Work Commission Rules 2013 local, state and territory work health and safety (WHS) legislation organisational and industry codes of conduct Privacy Act 1988 state and territory legislation relating to employment. Types of human resources networks including local, state or territory, national and international Human resources networks may include: Australian Human Resources Institute (AHRI) industry networks. Assessment Conditions Notes Workforce data Workforce data may include: competency standards key performance indicator (KPI) data samples of completed performance appraisals succession data. 171 Human Resources Overview Level 4 Level 5 Level 6 BSBHRM521 Facilitate performance development processes Unit of Competency use in the BSB Training Package Core unit Qualifications BSB50320 Diploma of Human Resource Management Skill sets N/A Elective unit BSB50120 Diploma of Business Unit of Competency Interpretation Summary Performance Criteria Notes 1.2 Develop objectives for performance development processes Objectives for performance development processes may include: effective communication channels to set clear expectations succession and staff development transparency. Objectives may depend on individual position descriptions and may align with the organisational strategic plans. 1.3 Consult with relevant stakeholders about the processes and Relevant stakeholders may include: agree on process features external stakeholders (e.g. unions, industry associations) internal stakeholders (e.g. colleagues, employee relations representatives, supervisors, senior management). 2.4 Communicate dispute resolution processes where relevant, mediating between line managers and employees Dispute resolution processes may relate to: awards with specific dispute resolution processes industrial resolutions organisational processes. Foundation Skills Notes Numeracy: Selects from, and applies, mathematical and problem solving strategies when reporting on success rates of activities Technology: Uses digital systems and tools to store, access and organise digital information Mathematical strategies may involve: using charts and graphs to display and interpret data. Problem solving strategies may include: creating diagrams finding patterns logical reasoning. Digital systems and tools may include: human resource information systems (HRIS) virtual meeting technology. 172 Human Resources Overview Level 4 Level 5 Level 6 BSBHRM521 Facilitate performance development processes Unit of Competency use in the BSB Training Package Core unit Qualifications BSB50320 Diploma of Human Resource Management Skill sets N/A Elective unit BSB50120 Diploma of Business Unit of Competency Interpretation Summary Knowledge Evidence Notes Common methods of monitoring performance Assessment Conditions Methods of monitoring performance may involve: customer complaints direct observation feedback goal, reality, options, will (GROW) model. Notes Relevant legislation, regulations and codes of practice Legislation may include: anti-discrimination legislation Fair Work legislation, including the Fair Work Act 2009, Fair Work Regulations 2009, Fair Work Commission Rules 2013 local, state and territory work health and safety (WHS) legislation Privacy Act 1988 Small Business Fair Dismissal Code state and territory legislation relating to employment. Regulations may relate to: diversity and inclusion industrial awards and agreements. Codes of practice may include: non-prescribed voluntary codes organisational codes prescribed mandatory industry codes. Relevant legislation, regulations and codes of practice may vary according to industry. 173 Human Resources Overview Level 4 Level 5 Level 6 BSBHRM522 Manage employee and industrial relations Unit of Competency use in the BSB Training Package Core unit Qualifications BSB50320 Diploma of Human Resource Management Skill sets BSBSS00111 Human Resources Advisor Skill Set Elective unit BSB50220 Diploma of Aboriginal and Torres Strait Islander Governance BSB50420 Diploma of Leadership and Management BSB60120 Advanced Diploma of Business Unit of Competency Interpretation Summary Performance Criteria Notes 1.4 Consult relevant internal stakeholders and develop IR policies and plans Relevant internal stakeholders may include: human resources managers internal employment law (ELS) specialists senior management. 2.6 Review ER and IR policies and plans and establish whether Intended outcomes may relate to: they are meeting their intended outcomes compliance with national employment standards meeting operational and strategic plans workforce planning requirements. 3.4 Obtain expert or specialist advice and/or refer to precedents, if required Expert or specialist advice may be sourced from: anti-discrimination boards employer associations diversity councils Fair Work ombudsman industry associations (e.g. Australian Human Resources Institute [AHRI]) workplace relations specialists. Foundation Skills Notes Reading: Interprets, critically analyses and applies appropriate strategies to construct meaning from complex texts Complex texts may include: awards cases from Fair Work commission enterprise agreements industrial relations cases operational and strategic plans relevant legislation and regulations. Problem solving: Uses analytical techniques to identify issues Analytical techniques may include: and generate possible solutions, seeking input from others, as critical thinking techniques required, before making decisions or implementing solutions investigative techniques. 174 Human Resources Overview Level 4 Level 5 Level 6 BSBHRM522 Manage employee and industrial relations Unit of Competency use in the BSB Training Package Core unit Qualifications BSB50320 Diploma of Human Resource Management Skill sets BSBSS00111 Human Resources Advisor Skill Set Elective unit BSB50220 Diploma of Aboriginal and Torres Strait Islander Governance BSB50420 Diploma of Leadership and Management BSB60120 Advanced Diploma of Business Unit of Competency Interpretation Summary Assessment Conditions Notes Relevant legislation, regulations, standards and codes of practice Legislation may include: anti-discrimination legislation Fair Work Act 2009, local, state and territory work health and safety (WHS) legislation Privacy Act 1988 Small Business Fair Dismissal Code state and territory legislation relating to employment. Regulations and standards may relate to: awards and agreements diversity and inclusion Fair Work Commission Rules 2013 Fair Work Regulations 2009. Codes of practice may include: non-prescribed voluntary codes organisational codes prescribed mandatory industry codes. Relevant legislation, regulations, standards and codes of practice may vary according to industry. 175 Human Resources Overview Level 4 Level 5 Level 6 BSBHRM523 Coordinate the learning and development of teams and individuals Unit of Competency use in the BSB Training Package Core unit Qualifications BSB50320 Diploma of Human Resource Management Skill sets N/A Elective unit BSB40320 Certificate IV in Entrepreneurship and New Business Unit of Competency Interpretation Summary Performance Criteria Notes 1.1 Identify potential formal and informal learning opportunities Formal and informal learning opportunities may include: coaching and mentoring conferences shadowing training courses. 1.4 Review relevant organisational procedures and ensure they Relevant organisational procedures may include: support individual and team access to learning opportunities, learning development procedures where required standard operating procedures. Foundation Skills Notes Reading: Interprets textual information obtained from a range of Textual information may include: sources and determines how content may be applied to tender documents supplied by outsourced companies individuals and to organisational requirements training plans. Technology: Uses digital tools to organise, store, integrate and share relevant information Digital tools may include: cloud-based tools learning management systems online learning platforms virtual meeting technology. 176 Human Resources Overview Level 4 Level 5 Level 6 BSBHRM524 Coordinate workforce plan implementation Unit of Competency use in the BSB Training Package Core unit Qualifications BSB50320 Diploma of Human Resource Management Skill sets N/A Elective unit BSB50220 Diploma of Aboriginal and Torres Strait Islander Governance BSB50420 Diploma of Leadership and Management Unit of Competency Interpretation Summary Performance Criteria Notes 1.1 Review current data on staff turnover and demographics Data may include external data (e.g. Australian Bureau of Statistics [ABS] data, employer organisation reports) internal data (e.g. aggregate data, demographics of workforce, exit interview information). 2.1 Consult relevant stakeholders on organisational strategy and establish aligned objectives for modification or retention of the workforce Relevant stakeholders may include: external stakeholders (e.g. unions, industry associations) internal stakeholders (e.g. colleagues, employee relations representatives, supervisors, senior management). Foundation Skills Notes Numeracy: Extracts and applies mathematical information and Mathematical information may include: problem-solving strategies when monitoring labour trends and demographic analysis surveying organisational climate turnover calculations. Technology: Uses a range of digital tools to collect data, and to extract, organise and share information Digital tools may include: cloud-based tools data visualisation software spreadsheets (e.g. Excel, Google Sheets) virtual meeting technology. Performance Evidence Notes Review relevant trends and supply and demand factors that will Relevant trends and supply and demand factors may include: impact on organisation's workforce economic factors education trends geographic factors industry impacts legislative changes market competition political environment impacts seasonal impacts social factors technological factors. Knowledge Evidence Notes Labour force analysis and forecasting techniques Labour force analysis techniques may include: regression analysis. Forecasting techniques may include: Delphi method. 177 Human Resources Overview Level 4 Level 5 Level 6 BSBHRM525 Manage recruitment and onboarding Unit of Competency use in the BSB Training Package Core unit Qualifications N/A Skill sets BSBSS00111 Human Resources Advisor Skill Set Elective unit BSB50120 Diploma of Business BSB50320 Diploma of Human Resource Management Unit of Competency Interpretation Summary Performance Criteria Notes 1.4 Obtain support for policies and procedures from relevant stakeholders 2.1 Determine future human resource requirements in collaboration with relevant stakeholders 2.4 Consult and use specialists, where required 2.5 Ensure selection procedures are according to legislation and organisational policies and procedures Relevant stakeholders may include: external stakeholders (e.g. trainers, unions) internal stakeholders (e.g. colleagues, employee relations representatives, supervisors, senior management, recruitment managers, training managers). Determining future human resource requirements may relate to: economic environment operational plans skills shortages workforce analysis. Specialists may include: medical specialists testing specialists (e.g. psychometric testing, skills testing, values testing). Legislation may include: anti-discrimination legislation Fair Work Act 2009, local, state and territory work health and safety (WHS) legislation Privacy Act 1988 state and territory legislation relating to employment and recruitment. Organisational policies and procedures may relate to: diversity and inclusion industrial awards and agreements. Foundation Skills Relevant legislation and organisational policies and procedures may vary according to industry. Notes Reading: Critically evaluates and applies content from a range Complex texts may include: of complex texts to determine legislative and business position descriptions requirements relevant legislation. 178 Overview Level 4 Level 5 BSBHRM526 Manage payroll Human Resources Level 6 Unit of Competency use in the BSB Training Package Core unit Qualifications N/A Skill sets BSBSS00111 Human Resources Advisor Skill Set Elective unit BSB50120 Diploma of Business BSB50320 Diploma of Human Resource Management Unit of Competency Interpretation Summary Performance Criteria Notes 1.1 Ensure the confidentiality and security of payroll information Confidentiality and security of payroll information may include: access restrictions accuracy of information back-up processes following relevant codes of conduct storage facilities. 1.3 Safeguard organisation's financial resources according to legislative and organisational requirements Legislative requirements may relate to: anti-discrimination legislation Freedom of Information Act 1982 local, state and territory work health and safety (WHS) legislation payroll legislation obligations (e.g. long service leave acts, Fair Work Act 2009, Fair Work Regulations 2009, Fair Work Commission Rules 2013) Privacy Act 1988 taxation legislation. Organisational requirements may relate to: Australian Tax Office (ATO) requirements diversity and inclusion enterprise agreements and modern awards individual employment contracts industrial awards and agreements superannuation workers' compensation. Foundation Skills Relevant legislative and organisational requirements may vary according to industry. Notes Writing: Records data accurately using relevant format, style and language suited to context and audience Data may include: demographic and personal data (e.g. name, address, date of birth, superannuation account numbers) leave data pay rates timesheet data. 179 Overview Level 4 Level 5 BSBHRM526 Manage payroll Human Resources Level 6 Unit of Competency use in the BSB Training Package Core unit Qualifications N/A Skill sets BSBSS00111 Human Resources Advisor Skill Set Elective unit BSB50120 Diploma of Business BSB50320 Diploma of Human Resource Management Unit of Competency Interpretation Summary Knowledge Evidence Notes Key methods of calculating gross pay and annual salary using nominal awards, contracts and government legislation Methods of calculating gross pay and annual salary may include: Fair Work calculations percentage and time calculations. Processes associated with Single Touch Payroll (STP) Processes associated with Single Touch Payroll (STP) may include: Australian Tax Office (ATO) reports business activity statements superannuation information. 180 Human Resources Overview Level 4 Level 5 Level 6 BSBHRM527 Coordinate human resource functions and processes Unit of Competency use in the BSB Training Package Core unit Qualifications BSB50320 Diploma of Human Resource Management N/A Skill sets BSBSS00111 Human Resources Advisor Skill Set Elective unit Unit of Competency Interpretation Summary Performance Criteria Notes 1.2 Review external business environment and likely impact on organisation's human resource requirements Reviewing external business environments may relate to the following environments: competitive demographic economic global legal political social technological. 1.3 Consult relevant stakeholders to identify relevant human resource requirements Relevant stakeholders may include: external stakeholders (e.g. trainers, unions) internal stakeholders (e.g. colleagues, employee relations representatives, supervisors, senior management, recruitment managers, training managers). Foundation Skills Notes Reading: Critically evaluates and applies content from a range of structurally complex texts Structurally complex texts may include: legislation organisational and industry codes of conduct organisational policies and procedures position descriptions. Knowledge Evidence Notes Relevant legislative requirements and organisational policies and procedures Legislative requirements may relate to: anti-discrimination legislation Fair Work Act 2009 local, state and territory work health and safety (WHS) legislation Privacy Act 1988 state and territory legislation relating to employment. Organisational policies and procedures may relate to: diversity and inclusion industrial awards and agreements. Relevant legislative requirements and organisational policies and procedures may vary according to industry. 181 Human Resources Overview Level 4 Level 5 Level 6 BSBHRM528 Coordinate remuneration and employee benefits Unit of Competency use in the BSB Training Package Core unit Qualifications N/A Skill sets BSBSS00111 Human Resources Advisor Skill Set Elective unit BSB40420 Certificate IV in Human Resource Management BSB50320 Diploma of Human Resource Management Unit of Competency Interpretation Summary Performance Criteria Notes 1.1 Identify the scope of remuneration and benefits plans in consultation with relevant stakeholders Foundation Skills Relevant stakeholders may include: colleagues employee relations representatives finance and accounting teams recruitment managers senior management supervisors. Notes Writing: Develops complex material for specific audiences using clear language and appropriate structure to convey explicit information, requirements and recommendations Knowledge Evidence Complex material may include: bonus structures organisational policies and procedures remuneration packaging. Notes Ways to position an organisation to be an `employer of choice' Ways of positioning an organisation to be an `employer of choice' may relate to: flexible and inclusive ways of working organisational culture organisational vision, mission and values pay structures training and development opportunities. 182 Human Resources Overview Level 4 Level 5 Level 6 BSBHRM529 Coordinate separation and termination processes Unit of Competency use in the BSB Training Package Core unit Qualifications N/A Skill sets N/A Elective unit BSB40420 Certificate IV in Human Resource Management BSB50120 Diploma of Business BSB50320 Diploma of Human Resource Management Unit of Competency Interpretation Summary Performance Criteria Notes 1.2 Consult relevant stakeholders prior to introduction of new policies, procedures and supporting documentation Relevant stakeholders may include: external stakeholders (e.g. industry associations, relevant commission bodies, unions, Fair Work Ombudsman representatives) internal stakeholders (e.g. employee relations representatives, executive boards, owners, senior management, team leaders, department leaders). 2.4 Ensure dismissals for incapacity to perform or misconduct Legislative requirements may relate to: comply with legislative requirements and organisational policies anti-discrimination legislation and procedures Fair Work Act 2009 state and federal industrial relations and unlawful dismissal legislation. Organisational policies and procedures may relate to: disciplinary procedures employment contracts procedures for dismissal, suspension, voluntary termination, retirement and redundancy. Foundation Skills Relevant legislative requirements and organisational policies and procedures may vary according to industry. Notes Learning: Ensures staff have necessary skills and training to oversee employee terminations Knowledge Evidence Necessary skills and training to oversee employee terminations may include: emotional intelligence interpersonal skills negotiation skills. Notes Methods of obtaining feedback and suggesting improvements to organisational operations Methods of obtaining feedback may include: interviews surveys. 183 Human Resources Overview Level 4 Level 5 Level 6 BSBHRM530 Coordinate rehabilitation and return to work programs Unit of Competency use in the BSB Training Package Core unit Qualifications N/A Skill sets N/A Elective unit BSB50320 Diploma of Human Resource Management BSB51319 Diploma of Work Health and Safety Unit of Competency Interpretation Summary Performance Criteria Notes 1.1 Ensure that the organisation has and maintains a current Required legislation may include: Workers' Compensation insurance policy according to required state-based legislation for workers compensation legislation requirements. 2.3 Design a return to work program Return to work programs may be: designed in consultation with relevant external stakeholders (e.g. medical and healthcare professionals). Foundation Skills Notes Reading: Evaluates and integrates facts and ideas to construct meaning from a range of text types Text types may include: legislation medical reports organisational policies and procedures. 184 Human Resources Overview Level 4 Level 5 Level 6 BSBHRM531 Coordinate health and wellness programs Unit of Competency use in the BSB Training Package Core unit Qualifications N/A Skill sets N/A Elective unit BSB40420 Certificate IV in Human Resource Management BSB50120 Diploma of Business BSB50320 Diploma of Human Resource Management BSB50420 Diploma of Leadership and Management Unit of Competency Interpretation Summary Performance Criteria Notes 1.1 Identify and collect information on employee health issues from relevant sources 1.3 Consult relevant stakeholders and develop options for addressing identified health issues Performance Evidence Relevant sources may include: industry health issue reports (e.g. legal industry burnout) medical records workers' compensation claims. Relevant stakeholders may include: external stakeholders (e.g. medical, healthcare and allied health professionals, such as occupational therapists) internal stakeholders (e.g. senior management, colleagues, team leaders). Notes Prepare policy documents Knowledge Evidence Policy documents may include: health and wellbeing policies work health and safety policies. Notes Methods for monitoring and evaluating program progress and impact Methods for monitoring and evaluating program progress and impact may relate to: audit approach number of workers' compensation claims rates of absenteeism return on investment (ROI) approach. 185 Human Resources Overview Level 4 Level 5 Level 6 BSBHRM611 Contribute to organisational performance development Unit of Competency use in the BSB Training Package Core unit Qualifications BSB60320 Advanced Diploma of Human Resource Management Skill sets N/A Elective unit BSB80120 Graduate Diploma of Management (Learning) Unit of Competency Interpretation Summary Performance Criteria Notes 1.3 Develop organisational performance development program plan with appropriate outcomes, in consultation with key stakeholders Key stakeholders may include: external stakeholders (e.g. Fair Work specialists, industry bodies) internal stakeholders (e.g. colleagues, human resource officers, senior management, team leaders, work health and safety [WHS] officers). 2.1 Develop range of tools and resources according to organisational performance development program modes and methods Tools and resources may include: codes of conduct codes of practice key performance indicators (KPIs) learning and development plans performance plans performance standards self-rating systems standard operating procedures surveys and forms. 3.3 Use data and reporting tools and monitor organisational performance development Data may relate to: grievances KPIs leave performance appraisals productivity profitability. Foundation Skills Notes Reading: Interprets textual information obtained from a range of Textual information may include: sources and determines how content may be used to meet awards and agreements requirements legislation national employment standards policies and procedures position descriptions. Technology: Uses digital tools to store, access and organise information about the mentoring program Digital tools may include: cloud-based storage and server systems human resource information system (HRIS) management systems mentoring platforms. 186 Human Resources Overview Level 4 Level 5 Level 6 BSBHRM611 Contribute to organisational performance development Unit of Competency use in the BSB Training Package Core unit Qualifications BSB60320 Advanced Diploma of Human Resource Management Skill sets N/A Elective unit BSB80120 Graduate Diploma of Management (Learning) Unit of Competency Interpretation Summary Knowledge Evidence Notes Organisational performance development program design principles Legislation and organisational policies relevant to organisational performance development, including confidentiality and privacy requirements Program design principles may relate to: accessibility equity. Legislation may include: anti-discrimination legislation Fair Work Act 2009 local, state and territory WHS legislation Privacy Act 1988 state and territory legislation relating to employment. Organisational policies may relate to: codes of conduct codes of practice separation and termination WHS. Relevant legislation and organisational policies may vary according to industry. 187 Human Resources Overview Level 4 Level 5 Level 6 BSBHRM612 Contribute to the development of employee and industrial relations strategies Unit of Competency use in the BSB Training Package Core unit Qualifications BSB60320 Advanced Diploma of Human Resource N/A Management Skill sets N/A Elective unit Unit of Competency Interpretation Summary Performance Criteria Notes 1.2 Contribute to development strategies and policies in consultation with relevant stakeholders Relevant stakeholders may include: external stakeholders (e.g. legal representatives, industry bodies, unions) internal stakeholders (e.g. employees, senior management). 2.1 Negotiate awards, agreements, and contracts according to organisational objectives and employee rights and obligations Employee rights and obligations may relate to: anti-discrimination legislation Fair Work Act 2009 national employment standards Privacy Act 1988 relevant enterprise agreements Safework Australia guidance. 3.2 Communicate problem solving processes and obtain support from relevant stakeholders Relevant stakeholders may include: employees employee representatives management mediators. 3.4 Obtain specialist advice, where required Specialist advice may be sourced from: employment lawyers Fair Work Ombudsman industry representatives union representatives. 4.1 Develop plans for the promotion of diversity within the organisation in consultation with relevant stakeholders Relevant stakeholders may include: diversity councils employees senior management. 188 Human Resources Overview Level 4 Level 5 Level 6 BSBHRM613 Contribute to the development of learning and development strategies Unit of Competency use in the BSB Training Package Core unit Qualifications BSB80120 Graduate Diploma of Management (Learning) Skill sets N/A Elective unit BSB60120 Advanced Diploma of Business BSB60320 Advanced Diploma of Human Resource Management BSB60420 Advanced Diploma of Leadership and Management Unit of Competency Interpretation Summary Performance Criteria Notes 1.5 Analyse and plan technological and systems requirements for an organisational learning strategy Technology and systems may include: learning management systems (e.g. online learning platforms, face-to-face workshops) multimedia authoring tools. 2.1 Design, collaboratively with relevant stakeholders, organisational learning and development strategy Foundation Skills Requirements for an organisational learning strategy may relate to: accessibility industry learning and e-learning standards numbers of users, including concurrent system users storage systems, including learning content management systems and learning object repositories work health and safety [WHS]. Relevant stakeholders may include: external stakeholders (e.g. trainers, industry bodies, industry associations, regulators) internal stakeholders (e.g. colleagues, team leaders, heads of departments, senior management). Notes Reading: Interprets, analyses and evaluates a range of textual information to assist in determining and developing strategies and to manage organisational requirements Textual information may include: legislation organisational policies and procedures standard operating procedures strategic plans training plans workforce plans. Performance Evidence Notes Source learning resources or assessment tools, and modify, if required, to meet requirements of organisational learning strategies Sourcing learning resources or assessment tools may relate to: industry benchmarks key performance indicators (KPIs) performance standards. 189 Human Resources Overview Level 4 Level 5 Level 6 BSBHRM614 Contribute to strategic workforce planning Unit of Competency use in the BSB Training Package Core unit Qualifications BSB60320 Advanced Diploma of Human Resource Management Skill sets N/A Elective unit BSB60120 Advanced Diploma of Business BSB60420 Advanced Diploma of Leadership and Management Unit of Competency Interpretation Summary Performance Criteria Notes 1.4 Identify new technology and its impact on job roles and job design New technology may include: artificial intelligence (AI) cloud-based software virtual collaboration and meeting technology. 2.1 Consult relevant managers about their workforce preferences Relevant managers may include: directors senior management team leaders. 3.1 Work with relevant stakeholders and ensure that plan is implemented according to organisational objectives Relevant stakeholders may include: external stakeholders (e.g. legal representatives, industry bodies, unions) internal stakeholders (e.g. directors, employees, senior management). Foundation Skills Notes Reading: Organises, evaluates and applies content from a range of structurally complex texts relating to human resource strategic planning Knowledge Evidence Structurally complex texts may include: Australian Bureau of Statistics (ABS) data awards and agreements statistical data strategic plans workforce trends. Notes Relevant legislative, regulatory and industrial requirements for the organisation Legislative requirements may relate to: anti-discrimination legislation Fair Work Act 2009 local, state and territory work health and safety (WHS) legislation. Privacy Act 1988. Regulatory and industrial requirements may relate to: WHS regulations. Options for sourcing labour supply Relevant legislative, regulatory and industrial requirements may vary according to industry. Options for sourcing labour supply may include: contract labour employment agencies. 190 Human Resources Overview Level 4 Level 5 Level 6 BSBHRM615 Contribute to the development of diversity and inclusion strategies Unit of Competency use in the BSB Training Package Core unit Qualifications N/A Skill sets BSBSS00117 Diversity and Inclusion Skill Set Elective unit BSB60320 Advanced Diploma of Human Resource Management BSB60420 Advanced Diploma of Leadership and Management BSB80320 Graduate Diploma of Strategic Leadership Unit of Competency Interpretation Summary Performance Criteria Notes 1.3 Identify and assess factors that affect current and future supply of workers Foundation Skills Factors affecting current and future supply of workers may include: economic conditions education trends geographic factors immigration policies and trends political environment. Notes Reading: Sources, evaluates and critiques ideas and information from a range of complex texts to assist with decisions, change management, and management of organisational requirements Knowledge Evidence Complex texts may include: anti-discrimination legislation (state and federal) Age Discrimination Act Australian Human Rights Commission Act Disability Discrimination Act Disability Standards for Education Disability (Access to Premises Buildings) Standards Fair Work Act Racial Discrimination Act Sex Discrimination Act Sex Discrimination Amendment (Sexual Orientation, Gender Identity and Intersex Status) Act 2013 Workplace Gender Equality Act. Notes Common planning methodologies Workforce trends affecting workforce planning methodologies Planning methodologies may include: collaborative planning consultative planning ensuring compliance checks are integrated into planning. Workforce trends may relate to: government policies workforce casualisation. 191 Information Services Overview BSBINS201 Process and maintain workplace information BSBINS202 Handle receipt and dispatch of information BSBINS203 Assist with circulation services BSBINS301 Develop and use information literacy skills BSBINS302 Organise workplace information BSBINS303 Use knowledge management systems BSBINS304 Process and maintain information resources BSBINS305 Participate in cataloguing activities BSBINS306 Provide multimedia support BSBINS307 Retrieve information from records BSBINS308 Control records BSBINS309 Maintain business records BSBINS401 Analyse and present research information BSBINS402 Coordinate workplace information systems BSBINS403 Obtain information from external and networked sources BSBINS404 Search library and information databases BSBINS405 Use integrated library management systems BSBINS406 Assist customers to access information BSBINS407 Consolidate and maintain library industry knowledge BSBINS408 Provide information from and about records BSBINS409 Maintain and monitor digital information and records BSBINS410 Implement records systems for small business BSBINS501 Implement information and knowledge management systems BSBINS502 Coordinate data management BSBINS503 Monitor compliance with copyright and licence requirements BSBINS504 Maintain digital repositories 194 195 196 197 199 201 202 203 205 206 208 209 210 212 213 215 217 218 219 220 222 223 224 225 226 227 229 192 Information Services BSBINS505 Provide subject access and classify material 230 BSBINS506 Implement lending and borrowing processes for collections 231 BSBINS507 Use advanced functions of integrated library management systems 232 BSBINS508 Research and analyse information to meet library customer needs 234 BSBINS509 Promote literature and reading 235 BSBINS510 Develop community and stakeholder relationships in a library environment 236 BSBINS511 Develop and promote library activities, events and public programs 237 BSBINS512 Monitor business records systems 239 BSBINS513 Contribute to records management framework 240 BSBINS514 Contribute to records retention and disposal schedule 241 BSBINS515 Participate in archiving activities 242 BSBINS516 Undertake cataloguing activities 243 BSBINS601 Manage knowledge and information 244 BSBINS602 Extend own information literacy skills to locate information 245 BSBINS603 Initiate and lead applied research 246 BSBINS604 Contribute to collection management 247 193 Information Services Overview Level 2 Level 3 Level 4 Level 5 Information Services Unit Sector Overview The Information Services (INS) unit sector incorporates specialist units of competency aimed at supporting and managing library and information services functions in organisations. It also contains specialist units of competency aimed at supporting the archiving and records management functions of an organisation. Relevant job roles may include library technician and research assistant, and records manager. Level 6 Glossary of common terminology LMS ILMS Metadata Organisational policies Organisational procedures RFID Library management system. Integrated library management systems. A set of data that describes and gives information about other data. Organisational policies represent an overarching course of action adopted by an organisation. Organisational procedures relate to any established series of actions expected to be conducted in a certain order or manner. Radio-frequency identification. Information Services Unit of Competency guidance For further information regarding detailed interpretation of the units of competency in the `Information Services' unit stream, please refer to the interpretation guidance provided on pages 187 - 239. Content for each unit reflects those items identified in consultation that would benefit from guidance. Not all requirements of a unit of competency are addressed by this Manual. The information in this Guide is offered as supplementary interpretation guidance relating to the BSB Business Services Training Package Version 7. The interpretations and advice in this Guide are not enforceable and serve as guidance only. ASQA, VRQA and TAC are the sector regulators responsible for determining matters of compliance in relation to training providers. 194 Overview Information Services Level 2 Level 3 Level 4 Level 5 Level 6 BSBINS201 Process and maintain workplace information Unit of Competency use in the BSB Training Package Core unit Qualifications N/A Skill sets N/A Elective unit BSB30420 Certificate III in Library and Information Services Unit of Competency Interpretation Summary Performance Criteria Notes 1.2 Collect physical and digital information items 1.4 Apply organisational policies and procedures relating to security and confidentiality in handling information 2.1 Enter metadata applying to information items into relevant system according to organisational policies and procedures Foundation Skills Physical and digital information items may include: all resources for clients (e.g. books, CDs, databases, DVDs, eBooks, newspapers and magazines). Organisational policies and procedures may relate to: access communication protocols and channels file naming conventions privacy guidelines security and archiving procedures storage. Metadata in library environments may include: cataloguing data creator information physical descriptions publisher distribution publishing date title. Notes Technology: Uses digital technologies regarding data entry and retrieval Digital technologies may include: databases or locally created databases digital and cloud technology library management system (LMS). Assessment Conditions Notes Examples of workplace information systems Workplace information systems may include: data and information management system within an organisation LMS. 195 Overview Information Services Level 2 Level 3 Level 4 Level 5 Level 6 BSBINS202 Handle receipt and dispatch of information Unit of Competency use in the BSB Training Package Core unit Qualifications N/A Skill sets N/A Elective unit BSB30120 Certificate III in Business BSB30420 Certificate III in Library and Information Services Unit of Competency Interpretation Summary Performance Criteria Notes 1.4 Enter metadata applying to information items into relevant system according to organisational policies and procedures, where required Metadata relates to: author date created date modified file size. 1.6 Sort and deliver information items to relevant stakeholders according to organisational policies and procedures Relevant stakeholders may include: colleagues employees managers supervisors teachers team leaders. 1.7 Record damaged, suspicious or missing items and report to Relevant stakeholders may include: relevant stakeholders, where required manager supervisor team leader. Foundation Skills Notes Reading: Identifies familiar information from a range of sources, Sources may include: compares it against defined criteria and requirements, and almanacs checks for accuracy and completeness archives and museums articles in databases digital databases encyclopedias manuals online searches physical and online dictionaries reference books websites. Technology: Uses digital tools for basic reading, recording, searching and communicating information following routine procedures Digital tools may include: cloud and digital platforms communication systems (e.g. emails, instant messaging) customer relationship management online platforms search engines word processing tools. Knowledge Evidence Notes Roles and locations of relevant organisational personnel Relevant organisational personnel may include those listed under `relevant stakeholders' above. 196 Overview Information Services Level 2 Level 3 Level 4 Level 5 BSBINS203 Assist with circulation services Level 6 Unit of Competency use in the BSB Training Package Core unit Qualifications N/A Skill sets N/A Elective unit BSB30420 Certificate III in Library and Information Services Unit of Competency Interpretation Summary Performance Criteria Notes 1.2 Assist relevant stakeholders with basic enquiries 1.4 Respond to customer enquiries or refer to relevant stakeholder 3.1 Identify irregularities in transactions Foundation Skills Relevant stakeholders may include: customers who may be borrowing resources library patrons library partners peak bodies (e.g. council or school libraries). Relevant stakeholders to refer customer enquiries to may include: circulation supervisor teacher or librarian in a school team leader. Irregularities in transactions may include, irregularities in loan systems such as: clients who claim to have returned something that is still shown as being lent to them in the system disputed overdue fees items that should be in catalogue but are not able to be found missing items unregistered items in database. Notes Technology: Uses digital technology for basic reading, recording and searching information, and for communications following routine procedures Performance Evidence Digital technology may relate to: access to intranet and organisation homepage databases or locally created databases digital and cloud technology library management system (LMS). Notes Create and modify patron records according to organisational procedures Knowledge Evidence Modifying patron records may include: changing phone number, address or name registering borrower on LMS. Notes Customer service systems, policies and procedures Customer service systems may be: a module in the LMS. 197 Information Services Overview Level 2 Level 3 Level 4 Level 5 BSBINS203 Assist with circulation services Level 6 Unit of Competency use in the BSB Training Package Core unit Qualifications N/A Skill sets N/A Elective unit BSB30420 Certificate III in Library and Information Services Unit of Competency Interpretation Summary Assessment Conditions Notes Current industry systems and equipment for processing loan and return transactions Special purpose tools, equipment, materials and relevant industry software packages Current industry systems and equipment may include: access to intranet and organisation homepage databases or locally created databases digital and cloud technology LMS. Special purpose tools may include hardware, such as: readers radio-frequency identification (RFID) machines scanners self service machines. 198 Overview Information Services Level 2 Level 3 Level 4 Level 5 Level 6 BSBINS301 Develop and use information literacy skills Unit of Competency use in the BSB Training Package Core unit Qualifications BSB30420 Certificate III in Library and Information N/A Services Skill sets N/A Elective unit Unit of Competency Interpretation Summary Performance Criteria Notes 1.3 Identify range of sources of information 1.4 Use basic search strategies to locate relevant information 3.2 Present information in a format that meets the purpose Sources of information may include: almanacs archives and museums articles within databases digital databases encyclopedias manuals online searches physical and online dictionaries reference books websites. Basic search strategies may include: basic and advanced search functions within databases and online catalogue searches use of boolean search criteria. Format may be found in: organisational templates style guides (e.g. APA, Chicago). Format may include: bibliographical records of items citations pamphlets. 4.1 Evaluate own information literacy skills based on feedback from relevant stakeholders Relevant stakeholders may include: customers employers mentors supervisors teachers team leaders. Foundation Skills Notes Technology: Uses digital technology for basic reading, recording and searching information, and for communications following routine procedures Digital technology may include: citation tools cloud and digital platforms communication systems (e.g. emails) customer relationship management systems (CRM) library management systems (LMS) online catalogues and search engines online platforms word processing tools. 199 Overview Information Services Level 2 Level 3 Level 4 Level 5 Level 6 BSBINS301 Develop and use information literacy skills Unit of Competency use in the BSB Training Package Core unit Qualifications BSB30420 Certificate III in Library and Information N/A Services Skill sets N/A Elective unit Unit of Competency Interpretation Summary Knowledge Evidence Notes Techniques and procedures for accessing different information sources, including current technology Current technology may include: citation tools. cloud and digital platforms communication systems (e.g. emails) customer relationship management systems (CRM) library management systems (LMS) online platforms online catalogues and search engines. Common methods for organisation of resources Common methods may include: accessibility archiving file structure storage security. In library environments common methods may include: classification systems (e.g. Dewey Decimal) organisation of material on shelves Assessment Conditions Methods may vary depending on size and type of organisation Notes Special purpose tools, equipment, materials, systems and industry software packages Special purpose tools may include: catalogues databases organisational information and systems (e.g. policies and procedures). Materials may include: guides for presenting different types of information. 200 Overview Information Services Level 2 Level 3 Level 4 Level 5 Level 6 BSBINS302 Organise workplace information Unit of Competency use in the BSB Training Package Core unit Qualifications N/A Skill sets N/A Elective unit BSB30120 Certificate III in Business BSB30420 Certificate III in Library and Information Services BSB30719 Certificate III in Work Health and Safety Unit of Competency Interpretation Summary Performance Criteria Notes 1.4 Access additional required information from relevant stakeholders 2.2 Store information using relevant systems and technology according to organisational policies and procedures Foundation Skills Relevant stakeholders may include: colleagues employees managers supervisors teachers team leaders. Relevant systems may include: database systems document-retrieval systems reference-retrieval systems. Notes Reading: Recognises and assesses textual information to complete tasks according to requirements Technology: Uses digital technology to access and record information and to communicate with others Knowledge Evidence Textual information may include: almanacs articles within databases digital databases encyclopedias manuals online searches physical and online dictionaries reference books websites. Digital technology may include: citation tools cloud and digital platforms communication systems (e.g. emails, instant messaging) customer relationship management systems (CRM) library management systems (LMS) online catalogues and search engines online platforms word processing tools. Notes Methods for checking information is clear, accurate, current and Methods for checking may include: relevant for purpose proofreading reviewing 201 Overview Information Services Level 2 Level 3 Level 4 Level 5 Level 6 BSBINS303 Use knowledge management systems Unit of Competency use in the BSB Training Package Core unit Qualifications N/A Skill sets N/A Elective unit BSB30120 Certificate III in Business BSB30420 Certificate III in Library and Information Services Unit of Competency Interpretation Summary Performance Criteria Notes 1.2 Access knowledge management system according to legislative, regulatory and organisational policies and procedures Legislation relevant to knowledge management system access may include: Privacy Act 1988 state, territory and Commonwealth work health and safety (WHS) laws 2.4 Analyse requirements of the system and make suggestions for improvements to relevant stakeholders Relevant stakeholders may include: colleagues employees manager supervisors teachers team leader. Foundation Skills Notes Reading: Comprehends textual information, incorporating ideas Textual information may include: and concepts from a range of sources, and checks for accuracy almanacs and relevance articles within databases atlases digital databases encyclopedias manuals online searches physical and online dictionaries reference books websites. Technology: Uses basic functions of digital technology tools to read, record, search and input required information Digital technology may include: citation tools cloud and digital platforms communication systems (e.g. emails, instant messaging) customer relationship management systems (CRM) library management systems (LMS) online catalogues and search engines online platforms word processing tools. Assessment Conditions Notes Knowledge management system (which can be a simulated system to satisfy privacy and confidentiality provisions). Knowledge management system may include: artificial intelligence tools content management systems data warehousing and data mining decision support systems semantic networks simulation tools. 202 Overview Information Services Level 2 Level 3 Level 4 Level 5 Level 6 BSBINS304 Process and maintain information resources Unit of Competency use in the BSB Training Package Core unit Qualifications N/A Skill sets N/A Elective unit BSB30420 Certificate III in Library and Information Services Unit of Competency Interpretation Summary Performance Criteria Notes 1.2 Check outsourced shelf-ready items for processing according to organisational procedures 1.4 Identify issues with processing systems and procedures and report to relevant stakeholders 2.3 Identify and follow safety procedures when handling resources Foundation Skills Checking outsourced shelf-ready items for processing may include: checking details on catalogue or database checking spine label and confirming it matches supplied catalogue record ensuring barcodes are used. Relevant stakeholders may include: customers employers mentors supervisors teachers team leaders. Safety procedures may include: electrical and automation awareness manual handling, including safe lifting and carrying repetitive use secure and sustainable practices use of shelves use of ladders use of library trolleys. Notes Problem solving: Makes low-impact decisions within familiar situations, based on a range of pre-defined or routine solutions Low-impact decisions may include: how to operate within roles and responsibilities interpreting guidelines and correcting material organising shelving according to guidelines. Knowledge Evidence Notes Protective and security devices for materials in different formats Protective and security devices may include: security on books, CDs and DVDs red sticker alert systems radio-frequency identification (RFID) or smart labels. Types of damage and deterioration for information, and different protection and storage options. Types of damage and deterioration may include: aging scratches torn resources unclean resources water damage. Protection and storage options may include: archiving repairing replacing spine labels. 203 Overview Information Services Level 2 Level 3 Level 4 Level 5 Level 6 BSBINS304 Process and maintain information resources Unit of Competency use in the BSB Training Package Core unit Qualifications N/A Skill sets N/A Elective unit BSB30420 Certificate III in Library and Information Services Unit of Competency Interpretation Summary Assessment Conditions Notes Industry-current equipment and classification systems Special purpose tools, equipment and materials relevant to performance evidence Industry-current equipment may include: citation tools cloud and digital platforms communication systems (e.g. emails, instant messaging) customer relationship management systems (CRM) library management systems (LMS) online catalogues and search engines online platforms word processing tools. Special purpose tools, equipment and materials may include: carts covering materials and tools door security systems guillotines scissors trolleys. 204 Overview Information Services Level 2 Level 3 Level 4 Level 5 Level 6 BSBINS305 Participate in cataloguing activities Unit of Competency use in the BSB Training Package Core unit Qualifications N/A Skill sets N/A Elective unit BSB30420 Certificate III in Library and Information Services BSB40720 Certificate IV in Library and Information Services Unit of Competency Interpretation Summary Performance Criteria Notes 1.1 Access sources of cataloguing rules and tools relevant to organisation Sources of cataloguing rules and tools may include: online sources resource description and access (RDA) cataloguing rule. 1.2 Identify basic components and structure of bibliographic records Basic components of bibliographic records may include: author date ISBN label format publisher subject title. 1.3 Identify relevance of different cataloguing tools to various areas of work Cataloguing tools may include: Dewey Decimal Classification resource description and access (RDA) cataloguing rule subject headings. 3.2 Consult with relevant colleagues regarding accuracy of bibliographic records and refer issues to relevant stakeholders Relevant colleagues may include: employers mentors supervisors teachers team leaders. Foundation Skills Notes Technology: Uses familiar digital technologies and systems to access information, search and enter data, and communicate with others Knowledge Evidence Digital technologies may include: citation tools cloud and digital platforms communication systems (e.g. emails, instant messaging) customer relationship management systems (CRM) library management systems (LMS) online catalogues and search engines online platforms word processing tools. Notes Cataloguing standards and organisational policies and procedures Cataloguing standards may include: online internet sources resource description and access (RDA) cataloguing rule. 205 Overview Information Services Level 2 Level 3 Level 4 Level 5 BSBINS306 Provide multimedia support Level 6 Unit of Competency use in the BSB Training Package Core unit Qualifications N/A Skill sets N/A Elective unit BSB30420 Certificate III in Library and Information Services Unit of Competency Interpretation Summary Performance Criteria Notes 1.1 Select required multimedia equipment and programs for a given purpose Required multimedia equipment may include: 3D printers CD and DVD players computers digital printing equipment photocopiers presentation equipment (e.g. PowerPoint, Google Slides) printing scanners screens (e.g. television, smart board). 1.4 Assist relevant stakeholders to use multimedia equipment and programs safely and according to organisational procedures Relevant stakeholder may include: colleagues library patrons new colleagues. 2.3 Identify situations where specialist assistance is required and take required action Specialist assistance may be required for: disability support equipment and materials contracts online printing printing and photocopying. 3.1 Source information from relevant stakeholders on problems with use of current multimedia equipment and programs Relevant stakeholder may include: customers employers mentor supervisors teachers team leader. 206 Overview Information Services Level 2 Level 3 Level 4 Level 5 BSBINS306 Provide multimedia support Level 6 Unit of Competency use in the BSB Training Package Core unit Qualifications N/A Skill sets N/A Elective unit BSB30420 Certificate III in Library and Information Services Unit of Competency Interpretation Summary Foundation Skills Notes Reading: Sources and interprets textual information to identify most efficient and productive approach to the job Textual information may include: instruction guides manuals. Technology: Uses main features and functions of digital tools to Digital tools may include: complete work tasks and access information citation tools cloud and digital platforms communication systems (e.g. emails, instant messaging) customer relationship management systems (CRM) library management systems (LMS) online catalogues and search engines online platforms word processing tools. Knowledge Evidence Notes Common multimedia options relevant to the work context at a generalist level Common faults and ways of rectifying these in multimedia equipment and programs used Common multimedia options may include those listed under `required multimedia equipment' above. Common faults may include: cables not connected insufficient supplies format incompatibility paper jams network faults streaming faults. 207 Overview Information Services Level 2 Level 3 Level 4 Level 5 Level 6 BSBINS307 Retrieve information from records Unit of Competency use in the BSB Training Package Core unit Qualifications N/A Skill sets N/A Elective unit BSB30120 Certificate III in Business BSB30420 Certificate III in Library and Information Services Unit of Competency Interpretation Summary Performance Criteria Notes 2.2 Confirm access category of person, in accordance with organisational procedures Foundation Skills Access category may relate to: privacy requirements. Notes Reading: Identifies, interprets, checks and compares a range of information to inform effective and compliant actions may information to inform effective and compliant actions include: audiovisual and multimedia CDs DVDs graphic imaging systems mainframe microform PC-based applications paper-based remote drives servers. Technology: Uses main features and functions of digital tools to search and access information and records Digital tools may include: cloud and digital platforms communication systems (e.g. emails, instant messaging) customer relationship management (CRM) system online platforms search engines word processing tools. Performance Evidence Notes Work with relevant stakeholders to identify information requirements and retrieve relevant information on at least three occasions. Relevant stakeholders may include: colleagues customers employees supervisors teachers team leaders. Assessment Conditions Notes Workplace documentation and resources relevant to records and records information Workplace documentation may relate to: specific records that have been retrieved and used to provide information including: details of request for information receiver documentation. 208 Overview Level 2 Information Services Level 3 Level 4 Level 5 Level 6 BSBINS308 Control records Unit of Competency use in the BSB Training Package Core unit Qualifications N/A Skill sets N/A Elective unit BSB30120 Certificate III in Business BSB30420 Certificate III in Library and Information Services Unit of Competency Interpretation Summary Performance Criteria Notes 1.1 Categorise incoming information into published and unpublished information and identify records, metadata and formats for capture Published information may include: books CD-ROMS online or hard copy forms and leaflets posters videos web publications. 1.2 Identify information, format and metadata that requires capture Metadata in library environments may include: cataloguing data creator information physical descriptions publisher distribution publishing date title. 3.3 Document and distribute records to relevant locations or stakeholders according to special handling requirements of the record format Relevant locations may include: databases filing storage. Foundation Skills Notes Reading: Interprets information from a range of texts to determine organisational requirements Texts used to determine organisational requirements may include: emails frequently asked questions (FAQs) flow charts instruction guides organisational policies, procedures and codes of conduct procedure manuals. Technology: Uses main features and functions of digital tools to control records Digital tools may include: cloud and digital platforms communication systems (e.g. emails, instant messaging) customer relationship management (CRM) systems databases online platforms search engines word processing tools. Knowledge Evidence Notes Common categories of information Common categories of information may include: text video voice. 209 Overview Information Services Level 2 Level 3 Level 4 Level 5 BSBINS309 Maintain business records Level 6 Unit of Competency use in the BSB Training Package Core unit Qualifications N/A Skill sets N/A Elective unit BSB30120 Certificate III in Business BSB30220 Certificate III in Entrepreneurship and New Business BSB30420 Certificate III in Library and Information Services Unit of Competency Interpretation Summary Performance Criteria Notes 3.3 Distribute reports to relevant stakeholders according to organisational policies and procedures Foundation Skills Relevant stakeholders may include: colleagues employees supervisors teachers team leaders. Notes Reading: Gathers and interprets textual information from different sources to determine how information and records may be applied Textual information may include: almanacs articles within databases digital databases encyclopedias manuals online searches physical and online dictionaries reference books websites. Numeracy: Recognises and uses numerical systems associated with business or record systems Numerical systems may include: file sequencing file sizes labelling megabytes and gigabytes network speeds (e.g. megabytes per second) relative sizes (size of thumbnail image compared to a full featured image). Technology: Uses main features and functions of digital tools to maintain business records Digital tools may include: cloud and digital platforms communication systems (e.g. emails) customer relationship management (CRM) systems databases online search engines online platforms word processing tools. 210 Overview Information Services Level 2 Level 3 Level 4 Level 5 BSBINS309 Maintain business records Level 6 Unit of Competency use in the BSB Training Package Core unit Qualifications N/A Skill sets N/A Elective unit BSB30120 Certificate III in Business BSB30220 Certificate III in Entrepreneurship and New Business BSB30420 Certificate III in Library and Information Services Unit of Competency Interpretation Summary Knowledge Evidence Notes Organisational requirements of business or records system reports Assessment Conditions Records system reports may include: debtor reports employee pay records financial statements inventory reports. Notes Workplace documentation and resources relevant to business records Workplace documentation may relate to: specific records that have been retrieved and used to provide information. 211 Overview Information Services Level 2 Level 3 Level 4 Level 5 Level 6 BSBINS401 Analyse and present research information Unit of Competency use in the BSB Training Package Core unit Qualifications N/A Skill sets N/A Elective unit BSB40120 Certificate IV in Business BSB40220 Certificate IV in Aboriginal and Torres Strait Islander Governance BSB40320 Certificate IV in Entrepreneurship and New Business BSB40620 Certificate IV in Legal Services BSB40720 Certificate IV in Library and Information Services BSB41419 Certificate IV in Work Health and Safety Unit of Competency Interpretation Summary Performance Criteria Notes 1.2 Identify potential sources for research information relevant to organisation requirements Sources for research information may include: almanacs archives and museums articles within databases atlases digital databases encyclopedias manuals online searches physical and online dictionaries reference books websites. 4.1 Identify methods of reporting that align with the intended audience and relevant organisational requirements Methods of reporting may include: periodical written reports team meetings verbal updates. Foundation Skills Notes Technology: Uses the main features and functions of digital technologies and tools to research and analyse information Knowledge Evidence Digital technologies may include: cloud and digital platforms communication systems (e.g. emails, instant messaging) customer relationship management (CRM) systems databases online search engines online platforms word processing tools. Notes Common research strategies Common research strategies may include: checking research provided by others checking written material, including referrals and client files individual research information from other organisations interviews with community members, colleagues and customers observation and listening previous file records questioning (in person or indirect) recruitment applications and other forms. 212 Overview Information Services Level 2 Level 3 Level 4 Level 5 Level 6 BSBINS402 Coordinate workplace information systems Unit of Competency use in the BSB Training Package Core unit Qualifications N/A Skill sets N/A Elective unit BSB40120 Certificate IV in Business BSB40720 Certificate IV in Library and Information Services Unit of Competency Interpretation Summary Performance Criteria Notes 1.1 Identify information required by relevant stakeholders 2.2 Confirm information is in a format suitable for analysis, interpretation and distribution 3.3 Recommend improvements to information system to relevant stakeholders 4.1 Collect data about information system future needs in consultation with relevant stakeholders Foundation Skills Relevant stakeholders may include: colleagues customers employees management supervisors. Suitable format for analysis may relate to: file format (e.g. .xls, .doc, and .ppt) structure of information. Relevant stakeholders may include: colleagues management supervisors team leaders. Data data about information system future needs may include: archived, filed and historical background data continuous improvement and quality assurance data data available internally or externally data shared and retrieved in various forms, such as in writing or verbal, electronic or manual forms financial and contractual data marketing and customer-related data organisational performance data policies and procedures Notes Reading: Critically analyses documentation from a variety of sources and consolidates information Sources of documentation may include: almanacs archives and museums articles within databases digital databases encyclopedias manuals online searches physical and online dictionaries reference books websites. 213 Information Services Overview Level 2 Level 3 Level 4 Level 5 Level 6 BSBINS402 Coordinate workplace information systems Unit of Competency use in the BSB Training Package Core unit Qualifications N/A Skill sets N/A Elective unit BSB40120 Certificate IV in Business BSB40720 Certificate IV in Library and Information Services Unit of Competency Interpretation Summary Foundation Skills Notes Technology: Uses digital technologies and systems to access, enter, present and distribute information Digital technologies may include: cloud and digital platforms communication systems (e.g. emails, instant messaging) customer relationship management (CRM) systems databases online search engines online platforms word processing tools. 214 Information Services Overview Level 2 Level 3 Level 4 Level 5 Level 6 BSBINS403 Obtain information from external and networked sources Unit of Competency use in the BSB Training Package Core unit Qualifications N/A Skill sets N/A Elective unit BSB40720 Certificate IV in Library and Information Services BSB50520 Diploma of Library and Information Services Unit of Competency Interpretation Summary Performance Criteria Notes 1.1 Determine and confirm exact nature of information needs with relevant stakeholder 1.4 Recommend alternative options to fulfil relevant stakeholder information needs, where required 3.4 Seek assistance to source information that is difficult to locate 4.5 Confirm compliance with copyright legislation in relation to supply of photocopied or electronic documents Foundation Skills Relevant stakeholders may include: customers employers mentors supervisors teachers team leaders. Alternative options may include: acquiring existing resources digital copies free resources hard copies interlibrary loans paid resources purchasing resources. Seeking assistance may include from: knowledge specialists librarians third-party information resource systems (e.g. Libraries Australia, Trove) Copyright legislation may include: Copyright Act 1968. Notes Reading: Evaluates information resources from a variety of sources to ensure appropriateness to client needs Sources may include: almanacs archives and museums articles within databases digital databases encyclopedias manuals online searches physical and online dictionaries reference books websites. 215 Information Services Overview Level 2 Level 3 Level 4 Level 5 Level 6 BSBINS403 Obtain information from external and networked sources Unit of Competency use in the BSB Training Package Core unit Qualifications N/A Skill sets N/A Elective unit BSB40720 Certificate IV in Library and Information Services BSB50520 Diploma of Library and Information Services Unit of Competency Interpretation Summary Foundation Skills Notes Technology: Uses familiar digital technologies and systems to access information, search and enter data, present information and communicate with others Digital technologies and systems may include: citation tools cloud and digital platforms communication systems (e.g. emails, instant messaging) customer relationship management (CRM) systems library management systems (LMSs) online catalogues and search engines online platforms word processing tools. Knowledge Evidence Notes Common information services networks that facilitate access to external sources Common information services networks may include: National Libraries Australia (NLA) public libraries state and local libraries Trove. Common interlibrary lending policies and standards, and codes Common interlibrary lending policies and standards, and codes may include: Australian Library and Information Association lending policies Interlibrary Lending Code NLA local policies and procedures. Assessment Conditions Notes Special purpose equipment, materials and industry software packages Special purpose equipment and materials may include: carts covering materials and tools door security systems guillotines library catalogues scissors trolleys. 216 Overview Information Services Level 2 Level 3 Level 4 Level 5 Level 6 BSBINS404 Search library and information databases Unit of Competency use in the BSB Training Package Core unit Qualifications BSB40720 Certificate IV in Library and Information Services Skill sets N/A Elective unit BSB30420 Certificate III in Library and Information Services BSB50520 Diploma of Library and Information Services Unit of Competency Interpretation Summary Performance Criteria Notes 1.1 Identify range of databases available to information services providers Range of databases may include: Australian legislative and standards databases commercial databases (e.g. EBSCOhost), free web-based databases (e.g. PuBMeD, Education Resources Information Center [ERIC]) government databases. 3.2 Organise and present information according to stakeholder needs Stakeholder needs may include: level of detail required number of items specific stakeholder requests (e.g. bibliography, citation, link for database). Foundation Skills Notes Reading: Critically analyses information from a variety of sources and consolidates information to determine requirements Sources may include: almanacs archives and museums articles within databases atlases digital databases encyclopedias manuals online searches physical and online dictionaries reference books websites. Technology: Uses familiar digital technologies and systems to Digital technologies may include: access information, search and enter data, present information, citation tools and use databases cloud and digital platforms communication systems (e.g. emails, instant messaging) customer relationship management systems (CRM) library management systems (LMS) online catalogues and search engines online platforms word processing tools. 217 Overview Information Services Level 2 Level 3 Level 4 Level 5 Level 6 BSBINS405 Use integrated library management systems Unit of Competency use in the BSB Training Package Core unit Qualifications N/A Skill sets N/A Elective unit BSB40720 Certificate IV in Library and Information Services Unit of Competency Interpretation Summary Performance Criteria Notes 1.1 Use basic functions of an ILMS, including interrelation of different modules Basic functions of an ILMS may include: acquisitions cataloguing circulation (including loans and returns, registration of a patron, reserves) running reports (e.g. overdue reports, holds and reserves) searches. 2.1 Provide current and accurate information to relevant stakeholders in relation to circulation and lending policies and procedures, including self-service systems Relevant stakeholder may include: customers employers mentors supervisors teachers team leaders. 2.6 Refer complex customer queries and complaints to relevant Relevant personnel may include: personnel librarians line managers supervisors. 4.1 Source information about current industry trends and emerging technologies in relation to ILMS Sourcing information may include: accessing websites (e.g. Australian Library and Information Association [ALIA]) ILMS functions industry journals participating in staff development. Foundation Skills Notes Reading: Interprets information from structured texts, Structured texts, instructions and correspondence may instructions and correspondence from colleagues or customers, include: and derives relevant information from more complex texts emails frequently asked questions (FAQs) flow charts instruction guides procedure manuals. Knowledge Evidence Notes Common safe work practices relating to using an ILMS Common safe work practices may include: ergonomics (e.g. monitor at correct angle, keyboards in correct position). 218 Overview Information Services Level 2 Level 3 Level 4 Level 5 Level 6 BSBINS406 Assist customers to access information Unit of Competency use in the BSB Training Package Core unit Qualifications BSB40720 Certificate IV in Library and Information N/A Services Skill sets N/A Elective unit Unit of Competency Interpretation Summary Performance Criteria Notes 2.1 Construct and follow search strategies to locate information using industry-current information Search strategies may involve: broad search terms digital browsing faceted search key word search narrow search term search criteria (e.g. author, title, subject) use of limiters and expanders. 3.4 Take action to resolve remaining issues or refer customers to other personnel, as required Other personnel may include: librarians line managers supervisors. Foundation Skills Notes Reading: Interprets information from sources to identify relevant and key information Technology: Uses familiar digital technologies and systems to access information, and assist customers Knowledge Evidence Sources may include: almanacs archives and museums articles within databases atlases digital databases encyclopedias manuals online searches physical and online dictionaries reference books websites. Digital technologies and systems may include: citation tools cloud and digital platforms communication systems (e.g. emails, instant messaging) customer relationship management systems (CRM) library management systems (LMS) online catalogues and search engines online platforms word processing tools. Notes Typical customer requests and appropriate information sources Typical customer requests may relate to: for responding items in a specific range (e.g. time frame of release, from certain country, certain language). Techniques for using reference resources and tools, including formulating search strategies Using reference resources and tools may relate to: electronic databases industry-based tools that are a combination of free and commercial tools. 219 Information Services Overview Level 2 Level 3 Level 4 Level 5 Level 6 BSBINS407 Consolidate and maintain library industry knowledge Unit of Competency use in the BSB Training Package Core unit Qualifications BSB40720 Certificate IV in Library and Information N/A Services BSB50520 Diploma of Library and Information Services Skill sets N/A Elective unit Unit of Competency Interpretation Summary Performance Criteria Notes 1.1 Use a variety of sources of information to research industry developments and their impact on current work practices Sources of information may include: association websites (e.g. Australian Library and Information Association [ALIA]) industry websites relevant peak bodies. 2.2 Source and monitor information about career opportunities and employment conditions Information about career opportunities may be from such sites as: ALIA employment agencies and websites (e.g. SEEK, LinkedIn, Ignite recruitment agency) relevant government websites union websites. 2.3 Distribute information about key issues and trends, and emerging technologies to relevant stakeholders Relevant stakeholder may include: colleagues customers employers mentors patrons supervisors teachers team leaders. Foundation Skills Notes Reading: Identifies, analyses and evaluates complex text to determine legislative, regulatory and business requirements Technology: Uses a range of digitally based technologies to access, extract and share relevant information to achieve required outcomes Complex text may include: industry reports job position descriptions legislative and business requirements library awards organisational charts policies and procedures (organisational and industry recommended) relevant library legislation. Digitally based technologies may include: citation tools cloud and digital platforms communication systems (e.g. emails, instant messaging) customer relationship management systems (CRM) library management systems (LMS) online catalogues and search engines online platforms word processing tools. 220 Information Services Overview Level 2 Level 3 Level 4 Level 5 Level 6 BSBINS407 Consolidate and maintain library industry knowledge Unit of Competency use in the BSB Training Package Core unit Qualifications BSB40720 Certificate IV in Library and Information N/A Services BSB50520 Diploma of Library and Information Services Skill sets N/A Elective unit Unit of Competency Interpretation Summary Performance Evidence Notes Recognise legislation and ethical issues relevant to the workplace. Knowledge Evidence Legislation and ethical issues may include: anti-discrimination legislation codes of conduct Competition and Consumer Act 2010 Copyright Act 1968 cultural sensitivity Privacy Act 1988 state or territory based Library Acts state, territory or Commonwealth based work health and safety (WHS) legislation. Notes Underpinning values, principles and philosophies of the library industry Values, principles and philosophies may include: diversity and inclusion principles equitable access of information freedom of information inclusive practice. Funding models in the library industry Funding models in the library industry may include: government funding for schools industry-funding public funding from councils special and private libraries funded by a specific cohort state government funding. Funding may be dependent on the type of library (e.g. school, public library) 221 Overview Information Services Level 2 Level 3 Level 4 Level 5 Level 6 BSBINS408 Provide information from and about records Unit of Competency use in the BSB Training Package Core unit Qualifications N/A Skill sets N/A Elective unit BSB40120 Certificate IV in Business BSB40720 Certificate IV in Library and Information Services Unit of Competency Interpretation Summary Performance Criteria Notes 1.1 Identify specific information required or search criteria provided by relevant stakeholders Foundation Skills Relevant stakeholders may include: colleagues customers employees management supervisors team leaders. Notes Reading: Identifies and interprets information from a variety of organisational and regulatory texts to determine required actions Technology: Uses digital systems and tools to provide records or information about records to relevant stakeholders Assessment Conditions Regulatory texts may relate to: privacy regulations work health and safety (WHS) regulations. Digital systems may include: citation tools cloud and digital platforms communication systems (e.g. emails, instant messaging) customer relationship management systems (CRM) online catalogues and search engines online platforms word processing tools. Notes Workplace documentation and resources relevant to performance evidence. Workplace documentation may relate to: specific records that have been retrieved and used to provide information. 222 Information Services Overview Level 2 Level 3 Level 4 Level 5 Level 6 BSBINS409 Maintain and monitor digital information and records Unit of Competency use in the BSB Training Package Core unit Qualifications N/A Skill sets N/A Elective unit BSB40120 Certificate IV in Business BSB40720 Certificate IV in Library and Information Services Unit of Competency Interpretation Summary Performance Criteria Notes 1.3 Prepare a checklist of organisational requirements to assess digital information to be captured 2.1 Categorise and describe incoming and outgoing records information in terms of key activities and responsible stakeholder Foundation Skills Checklist may include: long-term storage media for information and records cost-effective storage media for ephemeral or short-term records remote storage of backup data in case of fire or other incidents. Responsible stakeholders may include: management senior management supervisors team leaders. Notes Reading: Identifies, interprets, analyses and reviews information from a range of texts Technology: Uses digital systems and tools to access, organise, analyse and display records, showing awareness of the need for data security Knowledge Evidence Range of texts may include: emails frequently asked questions (FAQs flow charts instruction guides procedure manuals. Digital systems may include: citation tools cloud and digital platforms communication systems (e.g. emails, instant messaging) customer relationship management systems (CRM) online catalogues and search engines online platforms word processing tools. Notes Risk management requirements for classifying and storing networked information Assessment Conditions Risk management requirements may relate to: backup and recovery procedures policies and procedures for checking the accuracy and currency of data remote storage for backup data secondary storage requirements Notes Storage methods and storage media Storage may relate to: migration of records from one medium to another (e.g. physical copy to digital copy) online and offline on-site and off-site outsourced storage. 223 Information Services Overview Level 2 Level 3 Level 4 Level 5 Level 6 BSBINS410 Implement records systems for small business Unit of Competency use in the BSB Training Package Core unit Qualifications N/A Skill sets N/A Elective unit BSB40120 Certificate IV in Business BSB40320 Certificate IV in Entrepreneurship and New Business Unit of Competency Interpretation Summary Performance Criteria Notes 1.1 Consult with relevant stakeholders and identify and document core business functions, supporting activities, resources, and business and social contexts 2.1 Identify metadata needed to describe, store, locate and retrieve records in a records system Foundation Skills Relevant stakeholders may include: colleagues employees management supervisors team leaders. Metadata may relate to: date, time and location of record creation or registration in the system identity of record creator indexing and descriptive terms record format security and access information unique identifiers for each record. Notes Reading: Evaluates and interprets information from a range of relevant sources and identifies relevant and key information Numeracy: Uses numerical systems associated with record storage systems Technology: Uses digital systems and tools to complete tasks Sources may include: almanacs articles within databases digital databases encyclopedias manuals online searches physical and online dictionaries reference books websites. Numerical systems may include: file sequencing file sizes labelling megabytes and gigabytes network speeds (e.g. megabytes per second) relative sizes (size of thumbnail image compared to a full featured image). Digital systems may include: citation tools cloud and digital platforms communication systems (e.g. emails, instant messaging) customer relationship management systems (CRM) online catalogues and search engines online platforms word processing tools. 224 Information Services Overview Level 2 Level 3 Level 4 Level 5 Level 6 BSBINS501 Implement information and knowledge management systems Unit of Competency use in the BSB Training Package Core unit Elective unit Qualifications N/A BSB50120 Diploma of Business BSB50520 Diploma of Library and Information Services BSB50820 Diploma of Project Management BSB50920 Diploma of Quality Auditing Skill sets BSBSS00123 Records and Information Management Skill Set Unit of Competency Interpretation Summary Performance Criteria Notes 2.1 Identify learning requirements of relevant stakeholders for use of an information and knowledge management system 2.3 Organise and facilitate learning activities Foundation Skills Relevant stakeholders may include: clients employee representatives funding bodies industry associations regulatory bodies and authorities suppliers and contractors. Learning activities may include: coaching and mentoring programs help desks information sessions, briefings, workshops and training programs paper-based or electronic (including intranet) learning opportunities use of expert workers, such as coaches and mentors to help other personnel use knowledge management systems. Notes Technology: Uses and investigates new digital technologies and applications to manage and manipulate data and communicate effectively with others Assessment Conditions Digital technologies may include: cloud and digital platforms communication systems (e.g. emails, instant messaging) customer relationship management (CRM) system databases information management system knowledge management system online search engines online platforms word processing tools. Notes Workplace systems, documentation and resources relevant to performance evidence. Workplace documentation may relate to: specific records that have been retrieved and used to provide information. 225 Overview Information Services Level 2 Level 3 Level 4 Level 5 BSBINS502 Coordinate data management Level 6 Unit of Competency use in the BSB Training Package Core unit Qualifications N/A Skill sets N/A Elective unit BSB40120 Certificate IV in Business BSB50120 Diploma of Business BSB50520 Diploma of Library and Information Services BSB50920 Diploma of Quality Auditing Unit of Competency Interpretation Summary Performance Criteria Notes 1.1 Identify data and data sources in organisation that require management Data sources may include: databases information management systems remote drives servers imaging systems PC-based applications servers. 1.5 Document and create data management plan according to organisational policies and procedures Data management plan may include: allocating access and security status classifying and indexing items generating and allocating unique identifiers to data items identifying and recording disposal status items identifying technical data and information creators locating and tracking items. Foundation Skills Notes Reading: Critically analyses complex documentation from a variety of sources and consolidates information relating to specific criteria to determine requirements Complex documentation may include: industry reports legislative and business requirements organisational charts policies and procedures (e.g. organisational or industry such as Australian Library and Information Association [ALIA]) relevant library legislation. Technology: Uses familiar technologies and systems to access, Technologies and systems may include: enter, present and communicate data and information cloud and digital platforms communication systems (e.g. emails, instant messaging) customer relationship management (CRM) systems databases information management systems knowledge management systems online search engines online platforms word processing tools. 226 Information Services Overview Level 2 Level 3 Level 4 Level 5 Level 6 BSBINS503 Monitor compliance with copyright and licence requirements Unit of Competency use in the BSB Training Package Core unit Qualifications BSB50520 Diploma of Library and Information Services N/A Skill sets BSBSS00115 Copyright Management Skill Set Elective unit Unit of Competency Interpretation Summary Performance Criteria Notes 1.1 Research information sources to keep abreast of information about copyright relevant to libraries and cultural institutions 1.4 Identify sources of specialist advice about copyright legislation 1.5 Advise relevant stakeholders about legal and economic implications of copyright infringement and other legislative obligations Foundation Skills Sources may include: Australian Copyright Council Australian Libraries Copyright Committee copyright websites. Specialist advice may include: Australian Library and Information Association (ALIA) Australian Copyright Council government agencies internal copyright unit legal advice managers. Relevant stakeholders may include: customers employers managers patrons supervisors teachers team leaders. Notes Reading: Interprets complex information from sources to identify relevant and key information Complex information may include: industry reports legislative and business requirements organisational charts policies and procedures (e.g. organisational or industry such as ALIA) relevant library legislation. Technology: Uses main features and functions of digital tools to Digital tools may include: complete work tasks and access information citation tools cloud and digital platforms communication systems (e.g. emails, instant messaging) customer relationship management systems (CRM) library management systems (LMS) online catalogues and search engines online platforms word processing tools. 227 Information Services Overview Level 2 Level 3 Level 4 Level 5 Level 6 BSBINS503 Monitor compliance with copyright and licence requirements Unit of Competency use in the BSB Training Package Core unit Qualifications BSB50520 Diploma of Library and Information Services N/A Skill sets BSBSS00115 Copyright Management Skill Set Elective unit Unit of Competency Interpretation Summary Performance Evidence Notes Monitor licenses for digital rights management on at least two occasions Knowledge Evidence Licenses for digital rights may include: copyright schema (e.g. creative commons) eBook databases or audio databases journal databases single use digital rights. Notes Features of open source copyright licences Open source copyright licences may include: varying levels of openness varying levels of Creative Commons Licences. 228 Overview Information Services Level 2 Level 3 Level 4 Level 5 Level 6 BSBINS504 Maintain digital repositories Unit of Competency use in the BSB Training Package Core unit Elective unit Qualifications N/A BSB40120 Certificate IV in Business BSB50120 Diploma of Business BSB50520 Diploma of Library and Information Services Skill sets BSBSS00123 Records and Information Management Skill Set Unit of Competency Interpretation Summary Performance Criteria Notes 1.3 Identify external standards and requirements relevant to preservation and copyright of digital repositories Foundation Skills External standards may include: Dublin Core open access and interoperability OAI (open archives initiative) preservation standard. Notes Reading: Interprets and critically analyses complex text to appropriately apply material to new or existing resources and distinguishes significant information from minor references Complex text may include: industry reports legislative and business requirements organisational charts policies and procedures (e.g. organisational or industry such as Australian Library and Information Association [ALIA]) relevant library legislation. Numeracy: Correctly interprets and provides numerical information embedded in complex information sources Numerical information may include: file sizes megabytes, gigabytes network speeds (e.g. megabytes per second) relative sizes (size of thumbnail image vs a full featured image). Technology: Uses features of digital tools to complete complex tasks Digital tools may include: citation tools cloud and digital platforms communication systems (e.g. emails, instant messaging) customer relationship management systems (CRM) library management systems (LMS) online catalogues and search engines online platforms word processing tools. Knowledge Evidence Notes Common digital file formats Current trends in digital repositories Digital file formats may include: gif jpeg MP3 MP4 PDF web files. Current trends in digital repositories may include: shift toward cloud-based technology. 229 Overview Information Services Level 2 Level 3 Level 4 Level 5 Level 6 BSBINS505 Provide subject access and classify material Unit of Competency use in the BSB Training Package Core unit Qualifications N/A Skill sets N/A Elective unit BSB50520 Diploma of Library and Information Services Unit of Competency Interpretation Summary Performance Criteria Notes 1.2 Identify and select subject headings according to relevant standards Relevant standards may relate to: Library of Congress Subject Headings medical subject headings Schools Catalogue Information Service various control vocabulary. 1.4 Consult with relevant stakeholders to determine systematic and reasonable approaches to cataloguing complex material Relevant stakeholder may include: employers managers supervisors teachers team leaders. 3.4 Comply with relevant classification and assignment practice Classification and assignment practice standards may standards include: Dewey Decimal Classification Library of Congress Classification. Foundation Skills Notes Technology: Uses main features and functions of digital tools to Digital tools may include: classify material and complete other work tasks citation tools cloud and digital platforms communication systems (e.g. emails, instant messaging) customer relationship management systems (CRM) library management systems (LMS) online catalogues and search engines online platforms (e.g. for creating Dewey Decimal classification or subject heading) word processing tools. Knowledge Evidence Notes Current industry trends relating to classification processes Current industry trends may involve: Dewey Decimal Classification updates online changes participating in industry specific webinars reading industry relevant journals and magazines. 230 Information Services Overview Level 2 Level 3 Level 4 Level 5 Level 6 BSBINS506 Implement lending and borrowing processes for collections Unit of Competency use in the BSB Training Package Core unit Qualifications N/A Skill sets N/A Elective unit BSB50520 Diploma of Library and Information Services Unit of Competency Interpretation Summary Performance Criteria Notes 1.3 Verify lending and borrowing procedures with relevant stakeholders Relevant stakeholder may include: employers managers supervisors teachers team leaders. 2.1 Conduct negotiations with lenders and borrowers according Negotiations may include: to procedures according to organisational policies and lending negotiations procedures negotiating with teachers for classroom subcollections negotiating with managers for changing borrowing procedures (e.g. extended borrowing periods) supplier negotiations. 3.1 Instigate operational arrangements for lending and borrowing to proceed Operational arrangements may include: setting parameters in the library management system (LMS). Foundation Skills Notes Technology: Uses main features and functions of digital tools to Digital tools may include: complete work tasks and access information citation tools cloud and digital platforms communication systems (e.g. emails, instant messaging) customer relationship management systems (CRM) library management systems (LMS) online catalogues and search engines online platforms word processing tools. Performance Evidence Notes Work cooperatively with others involved in lending and borrowing collection material. Knowledge Evidence Others may include: internal team members. Notes Legal, ethical and financial requirements for lending and borrowing collection material Ethical requirements may include: privacy of borrow and lender information. Key sources for lending and borrowing collection material in a given work context Financial requirements may include: fees interlibrary loans payment for lending. Sources may include: library collection partners and other branches in a council. 231 Information Services Overview Level 2 Level 3 Level 4 Level 5 Level 6 BSBINS507 Use advanced functions of integrated library management systems Unit of Competency use in the BSB Training Package Core unit Qualifications N/A Skill sets N/A Elective unit BSB50520 Diploma of Library and Information Services Unit of Competency Interpretation Summary Performance Criteria Notes 1.1 Maintain currency of knowledge of basic functions and interrelation of different modules of an ILMS Different modules of an ILMS may include: acquisitions and serial modules cataloguing module circulation module discovery layer federated searching online public access catalogue radio-frequency identification (RFIDs) reports module. 1.2 Provide information to stakeholders regarding online catalogue and circulation systems 2.4 Inform relevant stakeholders of costs of services and refer complex customer transactions to relevant specialist 4.3 Consult with relevant personnel and make recommendations regarding improvements to ILMS Foundation Skills ILMS environment is a dynamic environment with changing names for modules, based on provider. Relevant stakeholder may include: customers employers managers patrons supervisors teachers team leaders. Relevant specialist may include: library management system (LMS) specialist vendor or supplier of ILMS. Relevant stakeholder may include: customers employers managers patrons supervisors teachers team leaders. Notes Reading: Critically organises, analyses, evaluates and applies content from a range of structurally complex texts Technology: Utilises features of digital tools to complete complex tasks Complex texts may include: manuals for LMS other instructional documents from vendor. Complex tasks may include: cataloguing creating records creating reports ordering records setting up parameters stocktakes. 232 Information Services Overview Level 2 Level 3 Level 4 Level 5 Level 6 BSBINS507 Use advanced functions of integrated library management systems Unit of Competency use in the BSB Training Package Core unit Qualifications N/A Skill sets N/A Elective unit BSB50520 Diploma of Library and Information Services Unit of Competency Interpretation Summary Knowledge Evidence Notes Impact of relevant legislation on provision of library and information services. Assessment Conditions Relevant legislation may include: Competition and Consumer Act 2010 state or territory based Library Acts. Notes Current industry systems, equipment, tools, materials and industry software packages relevant to performance evidence. Systems may include: citation tools cloud and digital platforms communication systems (e.g. emails, instant messaging) customer relationship management systems (CRM) library management systems (LMS) online catalogues and search engines online platforms word processing tools. 233 Information Services Overview Level 2 Level 3 Level 4 Level 5 Level 6 BSBINS508 Research and analyse information to meet library customer needs Unit of Competency use in the BSB Training Package Core unit Qualifications N/A Skill sets N/A Elective unit BSB50520 Diploma of Library and Information Services Unit of Competency Interpretation Summary Performance Criteria Notes 1.1 Determine information requirement with reference to relevant documentation or information from customers 2.4 Consult with relevant stakeholders, where required, to identify information sources Foundation Skills Relevant documentation may include: copyright requirements legal formatting issues organisational policies and procedures on levels of service provided and type of documentation passed on to clients organisational templates. Relevant stakeholder may include: customers employers managers patrons supervisors teachers team leaders. Notes Reading: Critically organises, evaluates and applies content from a range of structurally complex texts Technology: Utilises features of digital tools to complete complex tasks Complex text may include: industry reports legislative and business requirements organisational charts policies and procedures (e.g. organisational and industry such as Australian Library and Information Association [ALIA]) relevant library legislation. Digital tools may include: citation tools cloud and digital platforms communication systems (e.g. emails, instant messaging) customer relationship management systems (CRM) library management systems (LMS) online catalogues and search engines online platforms word processing tools. 234 Overview Information Services Level 2 Level 3 Level 4 Level 5 Level 6 BSBINS509 Promote literature and reading Unit of Competency use in the BSB Training Package Core unit Qualifications N/A Skill sets N/A Elective unit BSB50520 Diploma of Library and Information Services Unit of Competency Interpretation Summary Performance Criteria Notes 1.3 Source reviews about relevant literature from a range of sources 2.1 Research methods used to organise and access literature collections Foundation Skills Sources may include: databases library catalogues publishers' websites reading and literature websites (e.g. GoodReads). Research methods may include searches by: genre plot line reading level theme subject. Notes Technology: Uses a range of digitally based technology and applications to access and filter data, and then extract, organise, integrate and share relevant information Knowledge Evidence Digitally based technology may include: citation tools cloud and digital platforms communication systems (e.g. emails, instant messaging) customer relationship management systems (CRM) library management systems (LMS) online catalogues and search engines online platforms word processing tools. Notes Key methods for arranging literature collections Methods may include: alphabetical by author by genre by reading level (e.g. beginner, adult). 235 Information Services Overview Level 2 Level 3 Level 4 Level 5 Level 6 BSBINS510 Develop community and stakeholder relationships in a library environment Unit of Competency use in the BSB Training Package Core unit Qualifications N/A Skill sets N/A Elective unit BSB50520 Diploma of Library and Information Services Unit of Competency Interpretation Summary Performance Criteria Notes 1.1 Review and assess current and potential stakeholders and Current and potential stakeholders may include: determine needs, interests, priorities and trends, in consultation internal and external to system, (e.g. council, book clubs, with colleagues schools, wider community where library is embedded). 2.1 Identify and assess a range of strategies to facilitate relationships between stakeholders and own organisation Range of strategies may include: consultations events feedback meetings inviting relevant personnel to speak or attend events. Foundation Skills Notes Reading: Interprets and analyses complex documents making connections to inform planning and strategy Complex documents may include: industry reports legislative and business requirements organisational charts policies and procedures (e.g. organisational and industry such as Australian Library and Information Association [ALIA]) relevant library legislation. Technology: Uses main features and functions of digital tools to Digital tools may include: complete work tasks citation tools cloud and digital platforms communication systems (e.g. emails, instant messaging) customer relationship management systems (CRM) library management systems (LMS) online catalogues and search engines online platforms word processing tools. Knowledge Evidence Notes Promotion, advocacy and networks in libraries Promotion may include: council newsletters flyers marketing peak body websites via website. Advocacy may include: upwards to organisations that the library is a part of (e.g. schools, educators, councils) Networks may include: ALIA community networks. 236 Information Services Overview Level 2 Level 3 Level 4 Level 5 Level 6 BSBINS511 Develop and promote library activities, events and public programs Unit of Competency use in the BSB Training Package Core unit Qualifications N/A Skill sets N/A Elective unit BSB50520 Diploma of Library and Information Services Unit of Competency Interpretation Summary Performance Criteria Notes 1.2 Assess external influences that may impact development of programs External influences may include: budgets community needs socio-economic impacts. 3.2 Prepare timeframes with relevant parties, and take steps to coordinate with other activities Relevant parties may be internal and external and include: funding bodies library management marketing outside speakers. 3.5 Undertake risk audits, including copyright issues, and take action according to organisational policies and procedures Risk audits may relate to: copyright and licencing child safety health and safety. 5.1 Collect and provide feedback from, and to, relevant stakeholders Relevant stakeholder may include: customers employers managers patrons supervisors teachers team leaders. Foundation Skills Notes Reading: Recognises and interprets different texts that meet requirements of the organisation Different texts may include: Copyright Act 1968 state, territory or Commonwealth work health and safety (WHS) legislation. external policies and procedure (e.g. compliance with school or council procedures). Technology: Uses main features and functions of digital tools to Digital tools may include: complete work tasks and access information citation tools cloud and digital platforms communication systems (e.g. emails, instant messaging) customer relationship management systems (CRM) desktop publishing programs library management systems (LMS) online catalogues and search engines online platforms word processing tools. 237 Information Services Overview Level 2 Level 3 Level 4 Level 5 Level 6 BSBINS511 Develop and promote library activities, events and public programs Unit of Competency use in the BSB Training Package Core unit Qualifications N/A Skill sets N/A Elective unit BSB50520 Diploma of Library and Information Services Unit of Competency Interpretation Summary Knowledge Evidence Notes Sustainable practice and its relevance to development of public programs Sustainable practice may include: avoiding waste environmental sustainability programs to be reused (program structure). Techniques for planning and scheduling activities, events and public programs Techniques for planning and scheduling activities may relate to: templates and forms (e.g. approval forms) 238 Overview Information Services Level 2 Level 3 Level 4 Level 5 Level 6 BSBINS512 Monitor business records systems Unit of Competency use in the BSB Training Package Core unit Elective unit Qualifications N/A BSB50120 Diploma of Business BSB50120 Diploma of Business BSB50520 Diploma of Library and Information Services Skill sets BSBSS00123 Records and Information Management Skill Set Unit of Competency Interpretation Summary Performance Criteria Notes 2.1 Select or develop a metadata standard to be applied to all records as they are captured into the records management system Foundation Skills Metadata may relate to: date, time and location of record creation or registration into the system identity of record creator indexing and descriptive terms record format security and access information unique identifiers for each record. Notes Reading: Evaluates and interprets information from a range of relevant sources and identifies relevant and key information Numeracy: Uses numerical systems associated with record storage systems Technology: Uses digital systems to develop and monitor business records system Assessment Conditions Sources may include: almanacs articles within databases digital databases encyclopedias manuals online searches physical and online dictionaries reference books websites. Numerical systems may include: file sequencing file sizes labelling megabytes and gigabytes network speeds (e.g. megabytes per second) relative sizes (size of thumbnail image vs full featured image). Digital systems may include: cloud and digital platforms communication systems (e.g. emails, instant messaging) customer relationship management systems (CRM) library management systems (LMS) online catalogues and search engines online platforms word processing tools. Notes Workplace documentation and resources relevant to performance evidence. Workplace documentation may relate to: specific records that have been retrieved and used to provide information. 239 Information Services Overview Level 2 Level 3 Level 4 Level 5 Level 6 BSBINS513 Contribute to records management framework Unit of Competency use in the BSB Training Package Core unit Elective unit Qualifications N/A BSB50120 Diploma of Business BSB50520 Diploma of Library and Information Services BSB60120 Advanced Diploma of Business Skill sets BSBSS00123 Records and Information Management Skill Set Unit of Competency Interpretation Summary Performance Criteria Notes 4.3 Define relevant stakeholders' responsibilities according to regulatory requirements and organisational policies and procedures Performance Evidence Relevant stakeholders may include: clients colleagues employee representatives funding bodies management suppliers and contractors. Notes Analyse information from a range of sources to identify how records management framework can address compliance requirements, risks and liabilities arising from: Knowledge Evidence Sources may include: almanacs articles within databases digital databases encyclopedias manuals online searches physical and online dictionaries reference books websites. Notes Key provisions of relevant legislation, regulations and standards applicable to the organisation Legislation, regulations, industry and standards may include: Fair Work Act 2009 state, territory and Commonwealth work health and safety (WHS) legislation Privacy Act 1988. 240 Information Services Overview Level 2 Level 3 Level 4 Level 5 Level 6 BSBINS514 Contribute to records retention and disposal schedule Unit of Competency use in the BSB Training Package Core unit Elective unit Qualifications N/A BSB50120 Diploma of Business BSB50520 Diploma of Library and Information Services Skill sets BSBSS00123 Records and Information Management Skill Set Unit of Competency Interpretation Summary Foundation Skills Notes Technology: Uses digital tools and technologies in the information management process Performance Evidence Digital tools may include: cloud and digital platforms communication systems (e.g. emails, instant messaging) customer relationship management (CRM) systems online platforms search engines word processing tools. Notes Research records created by an organisation and create a detailed retention and disposal schedule within legislative and organisational parameters that includes disposal classes applying to at least three organisational functions. Knowledge Evidence Legislative parameters may relate to: Privacy Act 1988 state, territory and Commonwealth work health and safety (WHS) legislation. Notes Risk analysis applied to records systems Assessment Conditions Risk analysis may include: assessing the effectiveness of existing controls defining the range of consequences environmental analysis (e.g. PESTEL and SWOT analyses) likelihood of each risk. Notes Workplace documentation and resources relevant to performance evidence. Workplace documentation may relate to: specific records that have been retrieved and used to provide information. 241 Overview Information Services Level 2 Level 3 Level 4 Level 5 Level 6 BSBINS515 Participate in archiving activities Unit of Competency use in the BSB Training Package Core unit Qualifications N/A Skill sets N/A Elective unit BSB50120 Diploma of Business BSB50520 Diploma of Library and Information Services Unit of Competency Interpretation Summary Performance Criteria Notes 1.1 Analyse organisation's functions and requirement for archiving according to legislation, regulations and organisational policies and procedures 1.3 Consult with relevant stakeholders and identify research value and access requirements Foundation Skills Legislation may relate to: Privacy Act 1988 state, territory and Commonwealth work health and safety (WHS) legislation. Relevant stakeholders may include: clients colleagues employee representatives funding bodies management suppliers and contractors. Notes Technology: Uses digital systems and tools to access, organise, analyse and display records, showing awareness of the need for data security Assessment Conditions Digital systems may include: cloud and digital platforms communication systems (e.g. emails, instant messaging) customer relationship management (CRM) systems databases online search engines online platforms word processing tools. Notes Relevant statistical information Relevant statistical information may relate to: usage of archived materials metadata for materials. 242 Overview Information Services Level 2 Level 3 Level 4 Level 5 Level 6 BSBINS516 Undertake cataloguing activities Unit of Competency use in the BSB Training Package Core unit Qualifications N/A Skill sets N/A Elective unit BSB50520 Diploma of Library and Information Services Unit of Competency Interpretation Summary Performance Criteria Notes 1.3 Confirm created records include sufficient and relevant access points for ease of retrieval by catalogue users 4.3 Consult with relevant stakeholders regarding cataloguing issues or problems and take required action Foundation Skills Relevant access points may include: author creator names subject titles. Relevant stakeholders may include: customers employers managers patrons supervisors teachers team leaders. Notes Technology: Uses a range of digitally based technologies to access, extract and share relevant information to achieve required outcomes Knowledge Evidence Digitally based technologies may include: citation tools cloud and digital platforms communication systems (e.g. emails, instant messaging) customer relationship managements (CRM) system library management systems (LMSs) online catalogues and search engines online platforms (e.g. for creating Dewey Decimal classification or subject heading) word processing tools. Notes Commonly used automated cataloguing systems and shared Automated cataloguing systems may be found within the LMS cataloguing networks as a module. Shared catalogues networks may include: External Libraries Australia Library of Congress OCLC The Schools Catalogue Information Service (SCIS) 243 Overview Information Services Level 2 Level 3 Level 4 Level 5 Level 6 BSBINS601 Manage knowledge and information Unit of Competency use in the BSB Training Package Core unit Elective unit Qualifications N/A BSB50120 Diploma of Business BSB50520 Diploma of Library and Information Services BSB60120 Advanced Diploma of Business BSB60720 Advanced Diploma of Program Management Skill sets BSBSS00123 Records and Information Management Skill Set Unit of Competency Interpretation Summary Performance Criteria Notes 1.6 Consult relevant stakeholders and collect and review relevant knowledge 3.4 Consult specialists and other relevant stakeholders Foundation Skills Relevant stakeholders may include: clients colleagues employee representatives funding bodies management suppliers and contractors. Specialists may include: external specialists (e.g. environmental consultants, financial specialists, Safe Work representatives) internal specialists (e.g. operations managers, work health and safety [WHS] specialists, human resources [HR] specialists). Notes Technology: Uses digital technologies to manage knowledge and information and actively investigates new technologies for strategic and operational purposes Assessment Conditions Digital technologies may include: cloud and digital platforms communication systems (e.g. emails, instant messaging) customer relationship managements (CRM) system online platforms search engines word processing tools. Notes Legislation, regulations, standards and codes relevant to managing knowledge and information Legislation may relate to: Privacy Act 1988 state, territory and Commonwealth work health and safety (WHS) legislation. 244 Information Services Overview Level 2 Level 3 Level 4 Level 5 Level 6 BSBINS602 Extend own information literacy skills to locate information Unit of Competency use in the BSB Training Package Core unit Qualifications BSB50520 Diploma of Library and Information Services N/A Skill sets N/A Elective unit Unit of Competency Interpretation Summary Performance Criteria Notes 1.1 Identify information literacy concepts and what constitutes an information literate person Information literate person may include: ability to read and write reference to Standards for Information Literacy (Australian and New Zealand information literacy standard). 1.3 Develop effective search strategies and select relevant search tools to locate information from primary, secondary and tertiary sources Relevant search tools may include: advanced searches boolean catalogues databases truncation. 2.4 Communicate with relevant stakeholders in relation to information requests according to organisational policies Relevant stakeholders may include: customers employers managers patrons supervisors teachers team leaders. Foundation Skills Notes Technology: Uses a range of digitally based technology and applications to access and filter data, and then extract, organise, integrate and share relevant information in effective ways Knowledge Evidence Digitally based technologies may include: citation tools cloud and digital platforms communication systems (e.g. emails, instant messaging) customer relationship managements (CRM) system library management system (LMS) online catalogues and search engines online platforms word processing tools. Notes Key principles of lifelong learning and how they relate to information literacy Lifelong learning may include: continuous learning self directed. 245 Overview Information Services Level 2 Level 3 Level 4 Level 5 Level 6 BSBINS603 Initiate and lead applied research Unit of Competency use in the BSB Training Package Core unit Qualifications N/A Skill sets N/A Elective unit BSB50520 Diploma of Library and Information Services BSB80120 Graduate Diploma of Management (Learning) BSB80320 Graduate Diploma of Strategic Leadership Unit of Competency Interpretation Summary Performance Criteria Notes 1.1 Clarify and confirm applied research purpose and requirements of relevant stakeholders 1.5 Review relevant research ethics and codes of conduct Foundation Skills Relevant stakeholders may include: clients colleagues employee representatives funding bodies management suppliers and contractors. Ethics and codes of conduct may relate to: controlled access records quality responsibility and accountability security. Notes Reading: Collects, analyses, compares and evaluates textual information from a range of resources to inform research strategies Knowledge Evidence Resources may include: almanacs articles within databases digital databases encyclopedias manuals online searches physical and online dictionaries reference books websites. Notes Data collection and analysis methods, including the use of technology and technology services Assessment Conditions Data collection may include: action research classification experiments interviews participant observation physical traces analysis semiotics surveys statistical data analysis statistical surveys. Notes Legislation and codes of conduct relevant to research. Legislation may relate to: Privacy Act 1988 state, territory and Commonwealth work health and safety (WHS) legislation. 246 Overview Information Services Level 2 Level 3 Level 4 Level 5 Level 6 BSBINS604 Contribute to collection management Unit of Competency use in the BSB Training Package Core unit Qualifications N/A Skill sets N/A Elective unit BSB50520 Diploma of Library and Information Services Unit of Competency Interpretation Summary Performance Criteria Notes 1.2 Conduct a community needs assessment to assist with developing collection to reflect current and future needs 1.3 Source information on current and emerging trends and formats relevant to customer needs in relation to collections Foundation Skills Community needs assessment may include: assessing library management system (LMS) statistics surveys for feedback taking recommendations from clients or patrons. Sources of information may include: Australian Library and Information Association (ALIA) online databases publishing trends. Notes Reading: Synthesises and evaluates information from a broad range of complex texts and applies this knowledge to improve work practices and collections Technology: Uses a range of digital technology and applications to access and filter data, and then extract, organise, integrate and share relevant information in effective ways Knowledge Evidence Complex texts may include: industry reports legislative and business requirements organisational charts policies and procedures (e.g. organisational and industry such as ALIA) relevant library legislation. Digital technology may include: citation tools cloud and digital platforms communication systems (e.g. emails, instant messaging) customer relationship management systems (CRM) library management systems (LMS) online catalogues and search engines online platforms word processing tools. Notes Weeding and stocktaking procedures Weeding and stocktaking procedures may include: evaluation parameters organisational requirements (e.g. registers and disposal of resources in ways that are approved by an external body). 247 Leadership Overview 249 BSBLDR301 Support effective workplace relationships 250 BSBLDR411 Demonstrate leadership in the workplace 253 BSBLDR412 Communicate effectively as a workplace leader 255 BSBLDR413 Lead effective workplace relationships 257 BSBLDR414 Lead team effectiveness 259 BSBLDR521 Lead the development of diverse workforces 260 BSBLDR522 Manage people performance 262 BSBLDR523 Lead and manage effective workplace relationships 265 BSBLDR601 Lead and manage organisational change 267 BSBLDR602 Provide leadership across the organisation 269 BSBLDR811 Lead strategic transformation 271 BSBLDR812 Develop and cultivate collaborative partnerships and relationships 273 BSBLDR813 Lead and influence ethical practice 276 248 Leadership OvervieOwverview Level 3 Level 4 Level 4 LevelL5evel 5 Level 6 Leadership Unit Sector Overview The Leadership (LDR) unit sector incorporates units of competency aimed at supporting individuals in a range of industries to develop skills and knowledge relevant for a range of leadership and management job roles. Leadership skills enable a person to interact with others in a way that improves collective performance. For this reason, effective leadership can produce desired organisational outcomes. These competencies are important for, not only individuals in management roles, but for individuals across the workforce. Level 6 Level 8 Glossary of common terminology Code of practice Organisational / workplace policies Organisational / workplace procedures A code of practice is a document prepared to provide practical guidance on how to comply with a general duty or specific duties according to specified standards or legislation. Organisational policies represent an overarching course of action adopted by an organisation. Organisational procedures relate to any established series of actions expected to be conducted in a certain order or manner. Leadership Unit of Competency guidance For further information regarding detailed interpretation of the units of competency in the `Leadership' unit stream, please refer to the interpretation guidance provided on pages 242 - 268. Content for each unit reflects those items identified in consultation that would benefit from guidance. Not all requirements of a unit of competency are addressed by this Manual. The information in this Guide is offered as supplementary interpretation guidance relating to the BSB Business Services Training Package Version 7. The interpretations and advice in this Guide are not enforceable and serve as guidance only. ASQA, VRQA and TAC are the sector regulators responsible for determining matters of compliance in relation to training providers. 249 Leadership OvervieOwverview Level 3 Level 4 Level 4 LevelL5evel 5 Level 6 Level 6 Level 8 BSBLDR301 Support effective workplace relationships Unit of Competency use in the BSB Training Package Core unit Qualifications N/A Skill sets N/A Elective unit BSB30120 Certificate III in Business BSB30719 Certificate III in Work Health and Safety Unit of Competency Interpretation Summary Performance Criteria Notes 1.2 Locate and communicate to work team organisational processes for communication and teamwork Organisational processes may relate to: communicating with the media communication protocols meeting protocols (online and face-to-face) organisational and industry codes of conduct organisational policies and procedures. 2.1 Encourage communication within team according to organisation's social, ethical and business policies and procedures Encouraging communication may involve: affirmation of contribution. Organisation's social, ethical and business policies and procedures may relate to: anti-discrimination appropriate use of communication channels (e.g. email, newsletters, telephone calls, meetings) diversity and inclusion organisational and industry codes of conduct organisation vision, mission and value statements psychological safety. 2.2 Adjust interpersonal styles and methods in relation to the organisation's social and cultural environment Interpersonal styles and methods may relate to: dependability flexibility self-awareness self-motivation. 3.2 Support colleagues in resolving work difficulties related to Organisational requirements may relate to: own level of responsibility, according to organisational and legal grievance handling policies and procedures requirements performance management support. 3.3 Review team outcomes and implement improvements in consultation with relevant personnel Legal requirements may relate to: anti-discrimination (e.g. Age Discrimination Act 2004, Disability Discrimination Act 1992, Racial Discrimination Act 1975, Sex Discrimination Act 1984) local, state and territory work health and safety (WHS) legislation Privacy Act 1988. Implementing improvements may depend on: level of complexity. Relevant personnel may include: personnel across different teams (e.g. human resources (HR) and finance) team leaders team managers. 250 Leadership OvervieOwverview Level 3 Level 4 Level 4 LevelL5evel 5 Level 6 Level 6 Level 8 BSBLDR301 Support effective workplace relationships Unit of Competency use in the BSB Training Package Core unit Qualifications N/A Skill sets N/A Elective unit BSB30120 Certificate III in Business BSB30719 Certificate III in Work Health and Safety Unit of Competency Interpretation Summary Foundation Skills Notes Technology: Uses familiar digital technologies and systems to access, present and communicate information Knowledge Evidence Digital technologies and systems may include: cloud-based systems customer management systems (CMS) email services shared drives spreadsheets text messages virtual meeting technology word processing tools. Notes Internal and external sources of information to improve organisational processes Internal sources of information may include: employee conversations feedback surveys observations team meetings. External sources of information may include: client and customer complaints (e.g. feedback surveys) industry data verifiable sources and websites. Methods and techniques for communicating information and ideas to a range of stakeholders Sources of information may depend on organisational policies and procedures. Methods may include: emails discussion boards forums meetings organisational intranet text messages. Techniques may include: push, pull and interactive communication sharing. Common problem-solving methods Stakeholders may include: external stakeholders (e.g. contractors, customers, suppliers) internal stakeholders (e.g. colleagues, other organisation departments, supervisors, team leaders). Problem-solving methods may include: brainstorming discussing negotiating plan-do-check-act (PDCA) cycle. 251 Leadership OvervieOwverview Level 3 Level 4 Level 4 LevelL5evel 5 Level 6 Level 6 Level 8 BSBLDR301 Support effective workplace relationships Unit of Competency use in the BSB Training Package Core unit Qualifications N/A Skill sets N/A Elective unit BSB30120 Certificate III in Business BSB30719 Certificate III in Work Health and Safety Unit of Competency Interpretation Summary Knowledge Evidence Notes Common methods to resolve workplace conflict Methods to resolve workplace conflict may include: following organisational grievance procedures mediating negotiating reporting conflict to supervisors self-reflecting. Process for monitoring, analysing and introducing ways to improve work relationships Assessment Conditions Methods may be aligned to organisational human resources (HR) requirements. Processes for monitoring and analysing may include: coaching and mentoring conducting organisational health checks conducting performance appraisals and reviews observing teamwork participating in discussions. Notes Workplace documentation and resources relevant to workplace relationships Workplace documentation may include: communication protocols diversity and inclusion policies grievance procedures organisational structure and hierarchy documents. 252 Leadership OvervieOwverview Level 3 Level 4 Level 4 LevelL5evel 5 Level 6 Level 6 Level 8 BSBLDR411 Demonstrate leadership in the workplace Unit of Competency use in the BSB Training Package Core unit Elective unit Qualifications BSB40520 Certificate IV in Leadership and Management BSB40120 Certificate IV in Business BSB40220 Certificate IV in Aboriginal and Torres Strait Islander Governance BSB40720 Certificate IV in Library and Information Services BSB41419 Certificate IV in Work Health and Safety Skill sets N/A Unit of Competency Interpretation Summary Performance Criteria Notes 1.2 Identify qualities required for positive management performance according to organisational policies and procedures 1.3 Develop and implement performance plans for individual and team according to organisation's business objectives Foundation Skills Qualities required for positive management performance may include: ability to adapt leadership style depending on situation ability to empower and motivate staff emotional intelligence (e.g. self-awareness, understanding of self control) resilience. Performance plans may include: operations plans performance objectives responsibilities specific actions team plans timeframes. Notes Reading: Gathers, interprets and analyses text relating to organisational goals, standards and values to aid planning and decision making Texts may include: documentation that informs performance plans organisational vision, mission and value statements performance appraisals policies related to equal employment opportunity (EEO) and diversity strategic and workforce plans. Knowledge Evidence Notes Methods to identify an organisation's standards and values when they are stated, and where they are implied Methods to identify an organisation's standards and values may include: discussing with leaders and managers in team meetings networking referring to onboarding and induction documents using an organisation's website. Methods may be stated in: key performance indicators (KPIs) organisational codes of conduct. Methods may be implied in: informal practices and understandings organisational culture. 253 Leadership OvervieOwverview Level 3 Level 4 Level 4 LevelL5evel 5 Level 6 Level 6 Level 8 BSBLDR411 Demonstrate leadership in the workplace Unit of Competency use in the BSB Training Package Core unit Elective unit Qualifications BSB40520 Certificate IV in Leadership and Management BSB40120 Certificate IV in Business BSB40220 Certificate IV in Aboriginal and Torres Strait Islander Governance BSB40720 Certificate IV in Library and Information Services BSB41419 Certificate IV in Work Health and Safety Skill sets N/A Unit of Competency Interpretation Summary Knowledge Evidence Notes Basic leadership theories Assessment Conditions Basic leadership theories may include: adaptive autocratic situational strength-based transformational. Notes Workplace documentation and resources Workplace documentation may include: business plans feedback surveys and forms meeting minutes reports service-level agreements (SLAs). 254 Leadership OvervieOwverview Level 3 Level 4 Level 4 LevelL5evel 5 Level 6 Level 6 Level 8 BSBLDR412 Communicate effectively as a workplace leader Unit of Competency use in the BSB Training Package Core unit Qualifications N/A Skill sets N/A Elective unit BSB40320 Certificate IV in Entrepreneurship and New Business BSB40520 Certificate IV in Leadership and Management Unit of Competency Interpretation Summary Performance Criteria Notes 1.3 Evaluate available methods of communication according to task requirements and organisational business policies and procedures Methods of communication may include: verbal communication (e.g. in-person and virtual meetings) written communication (e.g. emails, reports). 1.4 Identify potential barriers to effective communication and develop solutions to minimise impact Potential barriers to effective communication may relate to: cultural differences literacy levels methods of delivery (e.g. access to digital technologies) physical distance psychological barriers. 2.1 Communicate using media and format relevant to the context Media may include: emails social media text messages written and visual documents. Foundation Skills Notes Writing: Plans and prepares workplace documentation for relevant stakeholders according to organisational formats Workplace documentation may include: business plans feedback surveys and forms meeting minutes reports service-level agreements (SLAs). Relevant stakeholders may include: external stakeholders (e.g. contractors, customers, suppliers) internal stakeholders (e.g. colleagues, other organisational departments, supervisors, team leaders). 255 Leadership OvervieOwverview Level 3 Level 4 Level 4 LevelL5evel 5 Level 6 Level 6 Level 8 BSBLDR412 Communicate effectively as a workplace leader Unit of Competency use in the BSB Training Package Core unit Qualifications N/A Skill sets N/A Elective unit BSB40320 Certificate IV in Entrepreneurship and New Business BSB40520 Certificate IV in Leadership and Management Unit of Competency Interpretation Summary Knowledge Evidence Notes Legislation requirement and organisational policies on workplace communication Legislation requirements may relate to: local, state and territory work health and safety (WHS) legislation Privacy Act 1988. Electronic and non-electronic communication methods, including situations where they would or would not be used Organisational policies may relate to: diversity and inclusion grievance procedures performance management style guides. Electronic communication methods may include: emails social media text messages virtual meetings. Common feedback process and methods Non-electronic communication methods may include: in-person meetings letters reports and other written documents. Feedback processes may include: peer evaluation performance reviews self-reflection. Assessment Conditions Feedback methods may include: in-person conversations toolbox talks virtual meetings written feedback. Notes Workplace documentation and resources for communication and leadership Workplace documentation may include: business plans feedback surveys and forms meeting minutes reports SLAs. 256 Leadership OvervieOwverview Level 3 Level 4 Level 4 LevelL5evel 5 Level 6 Level 6 Level 8 BSBLDR413 Lead effective workplace relationships Unit of Competency use in the BSB Training Package Core unit Qualifications N/A Skill sets N/A Elective unit BSB30719 Certificate III in Work Health and Safety BSB40320 Certificate IV in Entrepreneurship and New Business BSB40920 Certificate IV in Project Management Practice Unit of Competency Interpretation Summary Performance Criteria Notes 1.3 Share ideas and information with relevant internal and external stakeholders according to work task Relevant internal stakeholders may include: business partners colleagues human resources (HR) officers supervisors team leaders team members. 3.1 Seek feedback on relationship management for work task from relevant stakeholders Foundation Skills Relevant external stakeholders may include: customers industry bodies suppliers. Relevant stakeholders may include those listed under `relevant internal stakeholders' and `relevant external stakeholders' above. Notes Initiative and enterprise: Identifies and follows legislative and organisational requirements relevant to own role Legislative requirements may relate to: local, state and territory work health and safety (WHS) legislation Privacy Act 1988. Teamwork: Selects and uses appropriate conventions and protocols when communicating with diverse stakeholders Organisational requirements may relate to: diversity and inclusion policies grievance procedures performance management policies style guides. Appropriate conventions and protocols when communicating may relate to: business etiquette communications policies culture and diversity legislation. 257 Leadership OvervieOwverview Level 3 Level 4 Level 4 LevelL5evel 5 Level 6 Level 6 Level 8 BSBLDR413 Lead effective workplace relationships Unit of Competency use in the BSB Training Package Core unit Qualifications N/A Skill sets N/A Elective unit BSB30719 Certificate III in Work Health and Safety BSB40320 Certificate IV in Entrepreneurship and New Business BSB40920 Certificate IV in Project Management Practice Unit of Competency Interpretation Summary Performance Evidence Notes Access and analyse information required to achieve planned outcomes Information required to achieve planned outcomes may relate to: information received from stakeholders longer-term goals and focus points operational and strategic plans outcome dependencies process flows. Apply techniques for resolving problems and conflicts, and dealing with poor performance according to organisational and legislative requirements Techniques for resolving problems and conflicts may include using: appropriate communication techniques listening skills mediation one-on-one meetings with supervisors referral and escalation processes. Knowledge Evidence Notes Common methods to manage poor work performance Common methods to monitor, analyse and improve work relationships Methods to manage poor work performance may include: conducting training needs analysis establishing buddy systems following performance management processes providing coaching and mentoring. Methods to monitor work relationships may include using: informal feedback surveys and forms targeted questions. Methods to analyse work relationships may include: conducting trend analysis finding root cause of problems. Assessment Conditions Methods to improve work relationships may include: developing performance plans holding regular reviews and check-ins. Notes Workplace documentation and resources Workplace documentation may include: business plans feedback surveys and forms meeting minutes reports service-level agreements (SLAs). 258 Leadership OvervieOwverview Level 3 Level 4 Level 4 LevelL5evel 5 Level 6 Level 6 Level 8 BSBLDR414 Lead team effectiveness Unit of Competency use in the BSB Training Package Core unit Qualifications N/A Skill sets N/A Elective unit BSB30719 Certificate III in Work Health and Safety BSB40520 Certificate IV in Leadership and Management BSB50520 Diploma of Library and Information Services Unit of Competency Interpretation Summary Performance Criteria Notes 1.3 Encourage team members to incorporate innovation and productivity measures in work plans Foundation Skills Innovation and productivity measures may relate to: benchmarking data customer demand organisational continuous improvement strategies team efficiencies. Notes Teamwork: Selects and uses appropriate conventions and protocols when communicating with team members Knowledge Evidence Appropriate conventions and protocols when communicating may relate to: business etiquette communications policies culture and diversity legislation. Notes Behaviours which enhance organisational image for work team, Behaviours which enhance organisational image may relate clients and customers to: organisational policies and procedures organisational vision and values professional conduct. Processes for setting goals that contribute to team effectiveness Processes for setting goals may include: benchmarking against historical data developing SMART (specific, measurable, achievable, realistic, timely) goals Key features of common leadership styles Key features of common leadership styles may include: courage mindfulness vulnerability. 259 Leadership OvervieOwverview Level 3 Level 4 Level 4 LevelL5evel 5 Level 6 Level 6 Level 8 BSBLDR521 Lead the development of diverse workforces Unit of Competency use in the BSB Training Package Core unit Qualifications N/A Skill sets BSBSS00117 Diversity and Inclusion Skill Set Elective unit BSB40320 Certificate IV in Entrepreneurship and New Business BSB40520 Certificate IV in Leadership and Management BSB50120 Diploma of Business BSB50220 Diploma of Aboriginal and Torres Strait Islander Governance BSB50420 Diploma of Leadership and Management Unit of Competency Interpretation Summary Performance Criteria Notes 1.2 Qualify and quantify the source of workforce diversity 1.3 Identify legislation and organisational policies and procedures that relate to workplace diversity Sources of workforce diversity may include: board quotas diversity targets and key performance indicators (KPIs) reconciliation action plans (RAP). Legislation may include: anti-discrimination (e.g. Age Discrimination Act 2004, Disability Discrimination Act 1992, Racial Discrimination Act 1975, Sex Discrimination Act 1984) Fair Work Act 2009 Privacy Act 1988 (Part III, Division 2: Australian Privacy Principles). Organisational policies and procedures may relate to: equal employment opportunities (EEO) organisational and industry codes of conduct RAP. 1.4 Identify opportunities and barriers to inclusive engagement Opportunities to inclusive engagement may refer to: accessibility anti-discrimination EEO induction programs RAP. Barriers to inclusive engagement may include: environmental issues geographical location individual and organisational prejudices and perceptions mental health organisational hierarchy. 3.3 Provide workplace support and access to diversity services Workplace support may be required for: disability equitable access language and literacy requirements. Diversity services may include: assistive technologies employee assistance programs (EAPs). 260 Leadership OvervieOwverview Level 3 Level 4 Level 4 LevelL5evel 5 Level 6 Level 6 Level 8 BSBLDR521 Lead the development of diverse workforces Unit of Competency use in the BSB Training Package Core unit Qualifications N/A Skill sets BSBSS00117 Diversity and Inclusion Skill Set Elective unit BSB40320 Certificate IV in Entrepreneurship and New Business BSB40520 Certificate IV in Leadership and Management BSB50120 Diploma of Business BSB50220 Diploma of Aboriginal and Torres Strait Islander Governance BSB50420 Diploma of Leadership and Management Unit of Competency Interpretation Summary Foundation Skills Notes Teamwork: Implements communication strategies and behaviours for a diverse range of colleagues to build rapport and foster strong relationships Knowledge Evidence Communication strategies may include: considering cultural sensitivities using interpretation and translation services using verbal and non-verbal communication. Notes Types of diverse individuals and groups in the workplace Diverse individuals and groups may relate to: age differences cultural and linguistic diversity differing capabilities, skills and knowledge legislative categories (e.g. marital status, gender, religion) positional authority. Strategies, tools and techniques for integrating and engaging a diverse workforce Strategies, tools and techniques may relate to: autonomous work structures communication consequences for not integrating and engaging a diverse workforce cultural awareness and recognition flexible and inclusive work practices training and development opportunities. Assessment Conditions Notes Legislation and regulations related to workforce diversity Legislation may include: anti-discrimination (e.g. Age Discrimination Act 2004, Disability Discrimination Act 1992, Racial Discrimination Act 1975, Sex Discrimination Act 1984) Fair Work Act 2009 local, state and territory work health and safety (WHS) legislation Privacy Act 1988. Workplace policies and procedures related to working with diversity Regulations may relate to: change management and reporting EEO industry standards and codes of practice. Workplace policies and procedures may relate to: bullying diversity and inclusion organisational and industry codes of conduct. 261 Leadership OvervieOwverview Level 3 Level 4 Level 4 LevelL5evel 5 Level 6 Level 6 Level 8 BSBLDR522 Manage people performance Unit of Competency use in the BSB Training Package Core unit Elective unit Qualifications N/A BSB50120 Diploma of Business BSB50420 Diploma of Leadership and Management BSB50820 Diploma of Project Management BSB50920 Diploma of Quality Auditing BSB51319 Diploma of Work Health and Safety Skill sets BSBSS00109 Introduction to Team Management Skill Set Unit of Competency Interpretation Summary Performance Criteria Notes 1.1 Consult relevant groups and individuals on work to be allocated and resources available 1.2 Develop work plans and allocate work according to organisational requirements and operational plans 1.3 Develop and confirm performance standards and key performance indicators with relevant staff prior 1.4 Conduct risk analysis according to organisational risk management plan and legal requirements 4.2 Monitor underperforming individuals according to organisational policies 4.4 Reinforce excellence in performance through recognition and continuous feedback Relevant groups and individuals may include: external groups and individuals (e.g. contractors, unions) internal groups and individuals (e.g. internal teams, management). Operational plans may include: capability plans project plans succession plans team plans. Relevant staff may include: human resources (HR) officers managers senior management. Organisational risk management plans may relate to: brand damage financial risk loss of customers skills shortages workforce planning. Monitoring underperforming individuals may include: considering industrial relations awards consulting with HR creating and tracking improvement plans identifying skills gaps and motivational issues. Recognition and continuous feedback may relate to: individual performance plans organisational excellence and rewards policies organisational performance standards and codes of conduct. 262 Leadership OvervieOwverview Level 3 Level 4 Level 4 LevelL5evel 5 Level 6 Level 6 Level 8 BSBLDR522 Manage people performance Unit of Competency use in the BSB Training Package Core unit Elective unit Qualifications N/A BSB50120 Diploma of Business BSB50420 Diploma of Leadership and Management BSB50820 Diploma of Project Management BSB50920 Diploma of Quality Auditing BSB51319 Diploma of Work Health and Safety Skill sets BSBSS00109 Introduction to Team Management Skill Set Unit of Competency Interpretation Summary Foundation Skills Notes Reading: Gathers, interprets and analyses texts in organisational documents to facilitate performance management Teamwork: Applies the protocols governing what to communicate to whom and how in a range of work contexts Knowledge Evidence Texts may include: performance reviews performance standards professional development plans training plans. Protocols governing what to communicate may relate to: anti-discrimination (e.g. Age Discrimination Act 2004, Disability Discrimination Act 1992, Racial Discrimination Act 1975, Sex Discrimination Act 1984) communications policies enterprise agreements grounds to dismiss people privacy and confidentiality professional conduct. Notes Organisational human resource support services Organisational performance measurement systems Key features of unlawful dismissal rules and due process Staff development options and information Human resource support services may be sourced from: HR business partners. Performance measurement systems may involve: client and customer feedback reviews key performance indicators (KPIs) return on investment (ROI) self-assessments surveys (e.g. staff satisfaction). Key features of unlawful dismissal rules may relate to: Fair Work Act 2009 HR industrial relations (IR) organisational policies and procedures (e.g. grievance policies and mediation processes) unions. Staff development options and information may relate to: operations plans performance objectives responsibilities team plans timeframes. 263 Leadership OvervieOwverview Level 3 Level 4 Level 4 LevelL5evel 5 Level 6 Level 6 Level 8 BSBLDR522 Manage people performance Unit of Competency use in the BSB Training Package Core unit Elective unit Qualifications N/A BSB50120 Diploma of Business BSB50420 Diploma of Leadership and Management BSB50820 Diploma of Project Management BSB50920 Diploma of Quality Auditing BSB51319 Diploma of Work Health and Safety Skill sets BSBSS00109 Introduction to Team Management Skill Set Unit of Competency Interpretation Summary Assessment Conditions Notes Legislation on performance management Workplace documentation and resources for performance management and review Legislation may include: anti-discrimination (e.g. Age Discrimination Act 2004, Disability Discrimination Act 1992, Racial Discrimination Act 1975, Sex Discrimination Act 1984) Fair Work Act 2009. Workplace documentation may include: business and operations plans feedback surveys and forms meeting minutes reports service-level agreements (SLAs). 264 Leadership OvervieOwverview Level 3 Level 4 Level 4 LevelL5evel 5 Level 6 Level 6 Level 8 BSBLDR523 Lead and manage effective workplace relationships Unit of Competency use in the BSB Training Package Core unit Qualifications BSB50420 Diploma of Leadership and Management Skill sets N/A Elective unit BSB50120 Diploma of Business BSB50320 Diploma of Human Resource Management Unit of Competency Interpretation Summary Performance Criteria Notes 1.1 Identify required processes for workplace collaboration according to organisational policies and procedures Workplace collaboration may involve: asynchronous collaboration cloud-collaboration digital software and platforms. Organisational policies and procedures may relate to: anti-discrimination inclusive practices organisational and industry codes of conduct. 1.2 Develop consultation processes for employees to contribute Consultation processes may involve: to issues related to their work role audit and quality checks coaching and mentoring health and safety representatives (HSRs) networking opportunities performance reviews strategic reviews. 1.3 Develop processes for conflict management Processes for conflict management may include: mediation one-on-one meetings with supervisors referral and escalation. 1.4 Develop processes for escalated issues or refer to relevant personnel Processes for escalated issues may include: enlisting external agencies for support following human resources (HR) policies and procedures. 3.1 Seek feedback on management of workplace relationships from relevant stakeholders Relevant stakeholders may include: external stakeholders (e.g. customers, industry bodies, suppliers) internal stakeholders (e.g. business partners, HR officers, colleagues, team leaders, supervisors, team members). 265 Leadership OvervieOwverview Level 3 Level 4 Level 4 LevelL5evel 5 Level 6 Level 6 Level 8 BSBLDR523 Lead and manage effective workplace relationships Unit of Competency use in the BSB Training Package Core unit Qualifications BSB50420 Diploma of Leadership and Management Skill sets N/A Elective unit BSB50120 Diploma of Business BSB50320 Diploma of Human Resource Management Unit of Competency Interpretation Summary Knowledge Evidence Notes Systems, policies and procedures that can support the development of effective work relationships Assessment Conditions Systems, policies and procedures may relate to: inclusive practices organisational and industry codes of conduct organisational processes. Notes Legislation, regulations, standards and codes relevant to workplace relationships Legislation may include: anti-discrimination (e.g. Age Discrimination Act 2004, Disability Discrimination Act 1992, Racial Discrimination Act 1975, Sex Discrimination Act 1984) Fair Work Act 2009 local, state and territory work health and safety (WHS) legislation Privacy Act 1988. Workplace documentation and resources for workplace relationships Regulations, standards and codes may relate to: change management and reporting diversity equal employment opportunity (EEO) industry standards and codes of practice. Workplace documentation may include: business plans feedback surveys and forms meeting minutes reports service-level agreements (SLAs). 266 Leadership OvervieOwverview Level 3 Level 4 Level 4 LevelL5evel 5 Level 6 Level 6 Level 8 BSBLDR601 Lead and manage organisational change Unit of Competency use in the BSB Training Package Core unit Qualifications BSB60320 Advanced Diploma of Human Resource Management BSB60420 Advanced Diploma of Leadership and Management Skill sets N/A Elective unit BSB50120 Diploma of Business BSB50820 Diploma of Project Management BSB51319 Diploma of Work Health and Safety BSB60120 Advanced Diploma of Business BSB60520 Advanced Diploma of Marketing and Communication BSB60619 Advanced Diploma of Work Health and Safety BSB60720 Advanced Diploma of Program Management BSB80120 Graduate Diploma of Management (Learning) Unit of Competency Interpretation Summary Performance Criteria Notes 1.1 Identify major operational change requirements according to organisational objectives, performance gaps, business opportunities or threats, and management decisions Operational change requirements may relate to: business operational changes change management processes organisational market share pricing changes quality checks and monitoring systems. 1.3 Consult stakeholders, specialists and experts to confirm the Stakeholders, specialists and experts may include: change management opportunities and process external consultants industrial relations (IR) officers peak industry bodies unions. 2.1 Assign resources to the project and confirm reporting protocols with relevant stakeholders Reporting protocols may include: developing and following a communications plan. 2.2 Develop communication or education plan, in consultation with relevant personnel Relevant stakeholders may include: personnel across different teams (e.g. human resources [HR] and finance) team leaders team managers. Communication or education plans may include: skills matrix training needs analysis. Relevant personnel may include those listed under `relevant stakeholders' above. 3.2 Identify and respond to barriers to the change according to risk management plans and organisational objectives Barriers to the change may relate to: IR resource availability timing unions. 267 Leadership OvervieOwverview Level 3 Level 4 Level 4 LevelL5evel 5 Level 6 Level 6 Level 8 BSBLDR601 Lead and manage organisational change Unit of Competency use in the BSB Training Package Core unit Qualifications BSB60320 Advanced Diploma of Human Resource Management BSB60420 Advanced Diploma of Leadership and Management Skill sets N/A Elective unit BSB50120 Diploma of Business BSB50820 Diploma of Project Management BSB51319 Diploma of Work Health and Safety BSB60120 Advanced Diploma of Business BSB60520 Advanced Diploma of Marketing and Communication BSB60619 Advanced Diploma of Work Health and Safety BSB60720 Advanced Diploma of Program Management BSB80120 Graduate Diploma of Management (Learning) Unit of Competency Interpretation Summary Foundation Skills Notes Teamwork: Uses a variety of communication tools and strategies to build and maintain effective working relationships Knowledge Evidence Communication strategies may include: considering cultural sensitivities using interpretation and translation services using verbal and non-verbal communication. Notes Events or trends that may impact on the achievement of organisational objectives Methods for conducting cost-benefit analysis for high priority change requirements and opportunities Events or trends may include: capability and skills gaps changes in technology economic trends global pandemics legislative changes resource availability workforce demands. Methods for conducting cost-benefit analysis may include: earned value environmental analysis (e.g. PESTEL and SWOT analyses). Methods for conducting risk analysis, including barriers to change and relevant mitigation strategies Change management processes or cycles and strategies for communicating and embedding change Assessment Conditions Methods may depend on the type of organisational change. Methods for conducting risk analysis may include: environmental analysis (e.g. PESTEL and SWOT analyses). Change management processes or cycles and strategies may relate to: DREC (denial, resistance, exploration, commitment) curves the psychology of changes. Notes Workplace documentation and resources relevant to organisational change management. Workplace documentation may include: business and communications plans feedback surveys and forms meeting minutes reports service-level agreements (SLAs). 268 Leadership OvervieOwverview Level 3 Level 4 Level 4 LevelL5evel 5 Level 6 Level 6 Level 8 BSBLDR602 Provide leadership across the organisation Unit of Competency use in the BSB Training Package Core unit Qualifications BSB60420 Advanced Diploma of Leadership and Management Skill sets BSBSS00114 Organisational Governance Skill Set Elective unit BSB60120 Advanced Diploma of Business BSB60320 Advanced Diploma of Human Resource Management BSB60619 Advanced Diploma of Work Health and Safety Unit of Competency Interpretation Summary Performance Criteria Notes 2.3 Facilitate integration of global environment and new technology into work activities 4.2 Adapt interpersonal and leadership styles to meet circumstances and situations Foundation Skills Global environment and new technology may relate to: cloud-based technology cyber security geo-political considerations timezone considerations. Interpersonal and leadership styles may relate to: international and culturally diverse circumstances and situations. Notes Reading: Evaluates and integrates facts and ideas to construct meaning from a range of text types Text types may include: organisational vision, mission and value statements performance management documentation policies related to equal employment opportunity (EEO) and diversity strategic and workforce plans. Performance Evidence Notes Communicate the organisation's objectives, values and standards to a range of stakeholders using appropriate media and language Stakeholders may include: external stakeholders (e.g. consultants, industrial relations [IR]) internal stakeholders (e.g. managers, team members). Media may include: emails organisational intranet text messages virtual meetings. Appropriate media may depend on cultural differences and accessibility. 269 Leadership OvervieOwverview Level 3 Level 4 Level 4 LevelL5evel 5 Level 6 Level 6 Level 8 BSBLDR602 Provide leadership across the organisation Unit of Competency use in the BSB Training Package Core unit Qualifications BSB60420 Advanced Diploma of Leadership and Management Skill sets BSBSS00114 Organisational Governance Skill Set Elective unit BSB60120 Advanced Diploma of Business BSB60320 Advanced Diploma of Human Resource Management BSB60619 Advanced Diploma of Work Health and Safety Unit of Competency Interpretation Summary Knowledge Evidence Notes Business ethics and its application to leadership styles and the organisation's mission, objectives and values Business ethics may relate to: Corporate Social Responsibility (CSR) legislation organisational policies and procedures. Organisational research and implementation methods Research methods may include: engaging an external organisation to access and undertake research (e.g. Australian Bureau of Statistics [ABS] data). Processes to establish and maintain a positive work environment for individuals and teams Processes to establish and maintain a positive work environment may include: frequent communication between individuals and teams incorporating a global perspective. Assessment Conditions Notes Legislation, regulation, standards and codes Legislation may include: anti-discrimination (e.g. Age Discrimination Act 2004, Disability Discrimination Act 1992, Racial Discrimination Act 1975, Sex Discrimination Act 1984) Fair Work Act 2009 local, state and territory work health and safety (WHS) legislation Privacy Act 1988. Workplace documentation and resources required to make leadership decisions Regulation, standards and codes may relate to: organisational and industry codes of conduct. Workplace documentation may include: business plans feedback surveys and forms meeting minutes organisational vision, mission and value statements reports service-level agreements (SLAs). 270 Leadership OvervieOwverview Level 3 Level 4 Level 4 LevelL5evel 5 Level 6 Level 6 Level 8 BSBLDR811 Lead strategic transformation Unit of Competency use in the BSB Training Package Core unit Qualifications BSB80120 Graduate Diploma of Management (Learning) BSB80320 Graduate Diploma of Strategic Leadership Skill sets N/A Elective unit BSB80220 Graduate Diploma of Portfolio Management Unit of Competency Interpretation Summary Performance Criteria Notes 1.1 Identify personal responsibilities in strategic transformation process according to task objectives Strategic transformation processes may relate to: identifying timeframes innovation planning long-term goals restructuring reengineering short term goals (viability). 1.2 Develop strategic change strategy in collaboration with relevant stakeholders Strategic change strategy may relate to items listed under `strategic transformation processes' above. 1.3 Brief internal and external stakeholders of strategic change processes and intended outcomes Internal stakeholders may include: boards heads of department managers team members. 1.4 Establish communication channels for organisational personnel to contact management 2.3 Develop learning and communication processes for addressing problems and risks arising during organisational change Knowledge Evidence External stakeholders may include: consultants government agencies industrial relations (IR) officers peak industry bodies and associations unions. Communication channels may include: emails face-to-face and virtual meetings telephone calls texts. Learning and communication processes may include: change management communication collecting and analysing information competency for change problem resolution stakeholder communication plan. Notes Key stakeholders involved in strategic change Range of leadership styles Key stakeholders may include those listed under `internal stakeholders' and `external stakeholders' above. Leadership styles may include: autocratic democratic laissez faire participative strategic transformational. 271 Leadership OvervieOwverview Level 3 Level 4 Level 4 LevelL5evel 5 Level 6 Level 6 Level 8 BSBLDR811 Lead strategic transformation Unit of Competency use in the BSB Training Package Core unit Qualifications BSB80120 Graduate Diploma of Management (Learning) BSB80320 Graduate Diploma of Strategic Leadership Skill sets N/A Elective unit BSB80220 Graduate Diploma of Portfolio Management Unit of Competency Interpretation Summary Knowledge Evidence Notes Personal development planning methodologies Personal development planning may relate to: buddy systems coaching and mentoring performance management reviews self-reflection training needs analysis. Assessment Conditions Methodologies may relate to: systemic responses (e.g. self evaluation processes, formalised performance feedback, systems for skills assessment). Notes Legislation, regulations and codes of practice relevant to business strategic change Legislation may include: anti-discrimination (e.g. Age Discrimination Act 2004, Disability Discrimination Act 1992, Racial Discrimination Act 1975, Sex Discrimination Act 1984) Fair Work Act 2009 local, state and territory work health and safety (WHS) legislation Privacy Act 1988. Regulations and codes of practice may relate to: change management and reporting equal employment opportunity (EEO) industry standards ethical standards. 272 Leadership OvervieOwverview Level 3 Level 4 Level 4 LevelL5evel 5 Level 6 Level 6 Level 8 BSBLDR812 Develop and cultivate collaborative partnerships and relationships Unit of Competency use in the BSB Training Package Core unit Qualifications N/A Skill sets N/A Elective unit BSB80120 Graduate Diploma of Management (Learning) BSB80220 Graduate Diploma of Portfolio Management BSB80320 Graduate Diploma of Strategic Leadership Unit of Competency Interpretation Summary Performance Criteria Notes 1.4 Establish key indicators and feedback processes for evaluating the health of the business partnerships 1.5 Identify and implement strategies for staff and stakeholder commitment and contribution 2.1 Identify legal framework and processes for partnership activity in collaboration with partners Feedback processes may involve: client and customer feedback internal data (e.g. staff retention) industry benchmarks and best practices surveys (e.g. staff satisfaction). Strategies for staff and stakeholder commitment and contribution may include: performance reviews regular communication and feedback meetings team building strategic workshops 360 feedback.. Legal frameworks and processes for partnership activity may relate to: anti-discrimination (e.g. Age Discrimination Act 2004, Disability Discrimination Act 1992, Racial Discrimination Act 1975, Sex Discrimination Act 1984) Corporations Act 2001 local, state and territory work health and safety (WHS) legislation Partnership Act Privacy Act 1988 2.3 Establish processes to resolve conflict in a fair, equitable and collaborative manner between partners Partnership may relate to: agreement between parties and operation (e.g. joint venture, partnership agreement, alliance) Processes to resolve conflict may include: mediation one-on-one meetings with supervisors referral and escalation. 2.4 Implement reporting systems for reporting results against planned partnership activity outcomes May relate to previous agreements (e.g. partnership agreement, terms of reference) Reporting systems may relate to: contractual requirements (e.g. key performance indicators) internal organisational recording and reporting systems Financial reporting requirements (ROI) OHS incident reporting systems performance agreements record-keeping and report requirements for audit and monitoring purposes. 273 Leadership OvervieOwverview Level 3 Level 4 Level 4 LevelL5evel 5 Level 6 Level 6 Level 8 BSBLDR812 Develop and cultivate collaborative partnerships and relationships Unit of Competency use in the BSB Training Package Core unit Qualifications N/A Skill sets N/A Elective unit BSB80120 Graduate Diploma of Management (Learning) BSB80220 Graduate Diploma of Portfolio Management BSB80320 Graduate Diploma of Strategic Leadership Unit of Competency Interpretation Summary Foundation Skills Notes Reading: Sources, evaluates and critiques ideas and information from a range of complex texts Knowledge Evidence Complex texts may include: briefings legislation Financial reports organisational policies and procedures reports. Notes Risk management principles related to task requirements Techniques that cultivate collaborative relationships and partnerships Common data collection methods relevant to performance evidence Assessment Conditions Risk management principles may be: customised dynamic focused on continuous improvement, human and culture factors and best available information inclusive integrative structured and comprehensive. Techniques may relate to: communication cultural awareness and recognition flexible and inclusive work practices training and development opportunities. Data collection methods may include: focus groups interviews internal data sources surveys (e.g. staff satisfaction). Notes Relevant legislation, regulations, standards and codes relevant to establishing partnerships Legislation may include: anti-discrimination (e.g. Age Discrimination Act 2004, Disability Discrimination Act 1992, Racial Discrimination Act 1975, Sex Discrimination Act 1984) Fair Work Act 2009 local, state and territory WHS legislation Privacy Act 1988. Regulations, standards and codes may relate to: change management and reporting diversity equal employment opportunity (EEO) industry standards. 274 Leadership OvervieOwverview Level 3 Level 4 Level 4 LevelL5evel 5 Level 6 Level 6 Level 8 BSBLDR812 Develop and cultivate collaborative partnerships and relationships Unit of Competency use in the BSB Training Package Core unit Qualifications N/A Skill sets N/A Elective unit BSB80120 Graduate Diploma of Management (Learning) BSB80220 Graduate Diploma of Portfolio Management BSB80320 Graduate Diploma of Strategic Leadership Unit of Competency Interpretation Summary Assessment Conditions Notes Relevant legislation, regulations, standards and codes relevant to establishing partnerships Legislation may include: anti-discrimination (e.g. Age Discrimination Act 2004, Disability Discrimination Act 1992, Racial Discrimination Act 1975, Sex Discrimination Act 1984) Fair Work Act 2009 local, state and territory WHS legislation Privacy Act 1988. Regulations, standards and codes may relate to: change management and reporting diversity equal employment opportunity (EEO) industry standards. 275 Leadership OvervieOwverview Level 3 Level 4 Level 4 LevelL5evel 5 Level 6 Level 6 Level 8 BSBLDR813 Lead and influence ethical practice Unit of Competency use in the BSB Training Package Core unit Qualifications N/A Skill sets N/A Elective unit BSB80220 Graduate Diploma of Portfolio Management BSB80320 Graduate Diploma of Strategic Leadership Unit of Competency Interpretation Summary Performance Criteria Notes 1.4 Communicate reporting procedures to staff for suspected unethical conduct according to organisational policy 2.1 Analyse complex ethical matters according to relevant legislation, industry codes of practice and organisational standards Reporting procedures may relate to: following a communications plan professional development and compliance training team meetings. Legislation may include: anti-discrimination (e.g. Age Discrimination Act 2004, Disability Discrimination Act 1992, Racial Discrimination Act 1975, Sex Discrimination Act 1984) Fair Work Act 2009 local, state and territory work health and safety (WHS) legislation Privacy Act 1988. 2.3 Develop and implement frameworks for ethical decision-making and policy setting 3.4 Establish a strategy for continuous improvement in ethical conduct for staff Foundation Skills Industry codes of practice and organisational standards may relate to: change management and reporting equal employment opportunity (EEO) industry standards ethical standards. Frameworks for ethical decision-making and policy setting may depend on: APES framework Integrity Objectivity Competence Confidentiality Professionalism organisational approach (e.g. fairness or utilitarian). Strategies for continuous improvement may relate to: acknowledgement and recognition corporate recognition performance management positive reinforcement training. Notes Reading: Sources, evaluates and critiques ideas and information from a range of complex texts Complex texts may include: briefings legislation financial reports organisational policies and procedures reports. 276 Leadership OvervieOwverview Level 3 Level 4 Level 4 LevelL5evel 5 Level 6 Level 6 Level 8 BSBLDR813 Lead and influence ethical practice Unit of Competency use in the BSB Training Package Core unit Qualifications N/A Skill sets N/A Elective unit BSB80220 Graduate Diploma of Portfolio Management BSB80320 Graduate Diploma of Strategic Leadership Unit of Competency Interpretation Summary Knowledge Evidence Notes Industry, state, national and international trends in ethical conduct Industry, state, national and international trends in ethical conduct may relate to: media releases organisational and industry codes of conduct. Key features of procedural fairness Procedural fairness may refer to: integrity objectivity being used when making administrative decisions. Procedures, strategies or protocols that can be used to identify Procedures, strategies or protocols may relate to: and address unethical conduct inclusive practices organisational and industry codes of conduct. 277 Legal Services Overview BSBLEG311 Work in a legal services environment BSBLEG312 Carry out search of the public record BSBLEG313 Lodge documents in a legal services environment BSBLEG314 Protect information in a legal services environment BSBLEG315 Assist in planning activities in a legal services environment BSBLEG421 Apply understanding of the Australian legal system BSBLEG422 Maintain a file in a legal services environment BSBLEG423 Conduct simple legal research BSBLEG424 Support the drafting of complex legal documents BSBLEG425 Apply principles of legal project management BSBLEG521 Conduct and apply legal research BSBLEG522 Apply legal principles in contract law matters BSBLEG523 Apply legal principles in tort law matters BSBLEG524 Apply principles of evidence law in matters under litigation BSBLEG525 Apply legal principles in intellectual property law matters BSBLEG526 Apply legal principles in criminal law matters BSBLEG527 Apply legal principles in family law matters BSBLEG528 Apply legal principles in property law matters BSBLEG529 Apply legal principles in corporation law matters BSBLEG530 Apply legal principles in wills and probate matters BSBLEG531 Apply legal principles in administrative law matters BSBLEG532 Assist with court procedure BSBLEG533 Support alternative dispute resolution processes BSBLEG534 Take instructions in a legal services environment 279 280 281 283 284 285 287 288 289 290 291 292 293 294 295 296 297 298 299 300 301 302 303 304 305 278 Overview Level 3 Level 4 Legal Services Unit Sector Overview The Legal Services (LEG) unit sector covers specialist units of competency aimed at building a skills relating to the support function in a legal environment. This includes administrative competencies through to specialist legal skills to support legal practitioners in a law firm setting. The legal services sector includes roles such as legal administrative assistant, legal secretary, and paralegal. Paralegals carry out a range of tasks, including undertaking legal research, preparing legal documents, supporting solicitors or barristers with client interaction, and various administrative tasks. Legal Services Level 5 Glossary of common terminology Courts Organisational policies Organisational procedures Courts relate to both state and commonwealth courts, these may include: Children's Court Coroner's Court Courts of Petty Sessions District/County Court Family Court Federal Court High Court Industrial Relations Court Magistrates Court Supreme Court. Organisational policies represent an overarching course of action adopted by an organisation. Organisational procedures relate to any established series of actions expected to be conducted in a certain order or manner. Legal Services Unit of Competency guidance For further information regarding detailed interpretation of the units of competency in the `Legal Services' unit stream, please refer to the interpretation guidance provided on pages 271 - 296. Content for each unit reflects those items identified in consultation that would benefit from guidance. Not all requirements of a unit of competency are addressed by this Manual. The information in this Guide is offered as supplementary interpretation guidance relating to the BSB Business Services Training Package Version 7. The interpretations and advice in this Guide are not enforceable and serve as guidance only. ASQA, VRQA and TAC are the sector regulators responsible for determining matters of compliance in relation to training providers. 279 Legal Services Overview Level 3 Level 4 Level 5 BSBLEG311 Work in a legal services environment Unit of Competency use in the BSB Training Package Core unit Qualifications BSB30320 Certificate III in Legal Services N/A Skill sets N/A Elective unit Unit of Competency Interpretation Summary Foundation Skills Notes Reading: Interprets textual information to identify correct terms or processes Textual information may include: court documents instructions and organisational policies and procedures legislation statutory interpretations. Knowledge Evidence Dependent on the legal context: e.g. Family law, Criminal law, Property law, Civil procedure. Notes Types of legal documents Legal documents may include: generic documents (e.g. affidavits, file notes) specific documents (e.g property law templates, indictments and bench charge sheets). Key personnel within a legal practice and their responsibilities. Key personnel may include: internal personnel (e.g. senior associates, solicitors, support research/library staff) external personnel (e.g. barrister, court personnel, government departments, settlements clerks, stamp duties office). Assessment Conditions Notes Organisational policies and procedures relevant to staff responsibilities Information on courts, their jurisdiction and behavioural expectation. Organisational policies and procedures may include: communication (e.g. telephone and email protocols) document and file access, disposal, storage, formatting, initiation and updating codes of conduct general policies (e.g. human resources, work health and safety) organisational value and mission statements privacy and confidentiality security, verification and authorisation of information. Information on courts may relate to: civil courts criminal courts court etiquette. Information on courts may differs between states. 280 Legal Services Overview Level 3 Level 4 Level 5 BSBLEG312 Carry out search of the public record Unit of Competency use in the BSB Training Package Core unit Qualifications N/A Skill sets N/A Elective unit BSB30320 Certificate III in Legal Services Unit of Competency Interpretation Summary Performance Criteria Notes 1.1 Identify information required from search process 1.2 Identify information sources and procedure for obtaining information 3.2 Store required documents according to organisational policies and procedures Foundation Skills Information required may include: searches in relation to precedent cases. Information sources may include: internal and online databases state and supreme court libraries privacy guidelines. Organisational policies and procedures may include recordkeeping policies relating to: communication confidentiality disposal document storage formatting security. Notes Reading: Identifies and interprets textual information to determine job requirements Textual information may include: court documents instructions and organisational policies and procedures legislation statutory interpretations. Writing: Completes a range of forms accurately and legibly using correct technical vocabulary Knowledge Evidence Dependent on the legal context: e.g. Family law, Criminal law, Property law, Civil procedure. Forms may include: affidavits applications. Notes Standard problems and resolutions in the sourcing and delivery Standard problems may include: of information access to information security and privacy considerations. Roles and responsibilities of internal and relevant external individuals and authorities. Internal individuals may include: senior associates solicitors support research/library staff. External individuals and authorities may include: barrister court personnel government departments settlements clerks stamp duties office. 281 Legal Services Overview Level 3 Level 4 Level 5 BSBLEG312 Carry out search of the public record Unit of Competency use in the BSB Training Package Core unit Qualifications N/A Skill sets N/A Elective unit BSB30320 Certificate III in Legal Services Unit of Competency Interpretation Summary Assessment Conditions Notes Office equipment and resources required to complete search processes described in the performance evidence Legislation and regulations relevant to public record searches Office equipment and resources may include: access to the internet digital device. Legislation and regulations may include: Freedom of Information Act 1982. 282 Legal Services Overview Level 3 Level 4 Level 5 BSBLEG313 Lodge documents in a legal services environment Unit of Competency use in the BSB Training Package Core unit Qualifications N/A Skill sets N/A Elective unit BSB30320 Certificate III in Legal Services Unit of Competency Interpretation Summary Performance Criteria Notes 1.3 Copy and collate documents, where relevant, according to registry requirements and organisational policies and procedures 3.2 Store required documents according to organisational policies and procedures 3.4 Advise required personnel of lodgement outcome and report outstanding issues Foundation Skills Registry requirements may include: receipt of funds and proof of payment lodgment of and receiving documents. Organisational policies and procedures may include recordkeeping policies relating to: communication confidentiality disposal document storage formatting security. Required personnel may include: relevant solicitor. Notes Reading: Identifies and interprets textual information to determine job requirements Textual information may include: court documents instructions and organisational policies and procedures legislation statutory interpretations. Knowledge Evidence Dependent on the legal context: e.g. Family law, Criminal law, Property law, Civil procedure. Notes Accepted codes of conduct including those relating to: privacy and confidentiality ethical behaviour compliance with reasonable direction Relevant court processes, current legislation, legal processes and required documentation Codes of conduct may relate to: Australian Solicitor Rules conflict of interest duty of care non-discriminatory practice. Court processes may include: civil and criminal court processes mediation of cases. 283 Legal Services Overview Level 3 Level 4 Level 5 BSBLEG314 Protect information in a legal services environment Unit of Competency use in the BSB Training Package Core unit Qualifications BSB30320 Certificate III in Legal Services N/A BSB40620 Certificate IV in Legal Services Skill sets BSBSS00106 Introduction to Paralegal Services Skill Set Elective unit Unit of Competency Interpretation Summary Performance Criteria Notes 1.2 Identify personal role and responsibilities in relation to communication with relevant parties 1.4 Follow organisational procedures for receipting payments Foundation Skills Responsibilities in relation to communication with relevant parties may include: keeping contemporaneous notes non-disclosable information recording all communications. Organisational procedures may include: auditing and inspections keeping contemporaneous notes trust funds and how the money comes in to the law firm. Notes Reading: Identifies and interprets textual information to determine and to adhere to organisational practice Textual information may include: court documents instructions and organisational policies and procedures legislation statutory interpretations. Dependent on the legal context: e.g. Family law, Criminal law, Property law, Civil procedure. Technology: Uses digital systems and tools to access and store Digital systems may include: information, understanding the need for security of all data cloud-based technology online databases or locally created databases timekeeping systems. Performance Evidence There are guidelines in relation to digital tools - under Uniform Civil Procedures Rules. Notes Identify and apply standard resolutions to breaches of confidentiality, security and conduct by self and others within the firm Seek advice from appropriate sources where the level of confidentiality required in a situation is unclear Knowledge Evidence Breaches may include: privacy principles (e.g. discussing a matter outside of workplace). Appropriate sources may include: partner / solicitor managing relevant account. Notes Relevant court processes, current legislation, legal processes and required documentation Assessment Conditions Court processes may include: civil and criminal court processes mediation of cases. Notes Office equipment and resources for confidentiality and security Office equipment and resources may include: processes digital device internet access. 284 Legal Services Overview Level 3 Level 4 Level 5 BSBLEG315 Assist in planning activities in a legal services environment Unit of Competency use in the BSB Training Package Core unit Qualifications N/A Skill sets N/A Elective unit BSB30320 Certificate III in Legal Services Unit of Competency Interpretation Summary Performance Criteria Notes 2.1 Establish and clarify priorities of designated personnel 4.2 Update file notes according to organisational policies and procedures Foundation Skills Designated personnel may include: relevant solicitor relevant partner. Organisational policies and procedures may include: auditing and inspections keeping contemporaneous notes recordkeeping including: communication confidentiality disposal document storage formatting Security trust funds and how the money comes in to the law firm. Notes Reading: Identifies and interprets textual data to identify and plan job deadlines to adhere to requirements Textual data may include: court documents instructions and organisational policies and procedures legislation time-recording statutory interpretations. Teamwork: Selects appropriate mode of communication for a specific purpose relevant to own role Dependent on the legal context: e.g. Family law, Criminal law, Property law, Civil procedure. Mode of communication may include: emailing internal messaging systems telephone calls virtual meeting technology. Knowledge Evidence Modes of communication may need to be selected based on needs for discrete communication. Notes Codes of conduct relevant to planning activities in a legal services environment Codes of conduct may include: Australian Solicitor Rules compliance with reasonable direction conflict of interest duty of care ethical behaviour non-discriminatory practice. privacy and confidentiality. 285 Legal Services Overview Level 3 Level 4 Level 5 BSBLEG315 Assist in planning activities in a legal services environment Unit of Competency use in the BSB Training Package Core unit Qualifications N/A Skill sets N/A Elective unit BSB30320 Certificate III in Legal Services Unit of Competency Interpretation Summary Assessment Conditions Notes Office equipment and resources for scheduling activities Office equipment and resources may include: digital device internet access. 286 Legal Services Overview Level 3 Level 4 Level 5 BSBLEG421 Apply understanding of the Australian legal system Unit of Competency use in the BSB Training Package Core unit Qualifications BSB40620 Certificate IV in Legal Services BSB50720 Diploma of Paralegal Services Skill sets N/A Elective unit BSB30220 Certificate III in Entrepreneurship and New Business BSB30320 Certificate III in Legal Services BSB40320 Certificate IV in Entrepreneurship and New Business BSB60220 Advanced Diploma of Conveyancing Unit of Competency Interpretation Summary Performance Criteria Notes 1.1 Identify sources of Australian law 1.3 Access sources of legislation according to organisational policies and procedures 1.4 Apply principles for reading and interpreting legislation Assessment Conditions Sources of Australian law may include: case law custom law influences from international instruments statute. Organisational policies and procedures may include: auditing and inspections keeping contemporaneous notes recordkeeping including: communication confidentiality disposal document storage formatting security trust funds and how the money comes in to the law firm. Principles may be found in: Acts Interpretation Act 1901. Notes Office equipment and resources for fulfilling performance criteria Office equipment and resources may include: digital device internet access. 287 Legal Services Overview Level 3 Level 4 Level 5 BSBLEG422 Maintain a file in a legal services environment Unit of Competency use in the BSB Training Package Core unit Qualifications BSB50720 Diploma of Paralegal Services Skill sets N/A Elective unit BSB40620 Certificate IV in Legal Services Unit of Competency Interpretation Summary Performance Criteria Notes 1.1 Obtain details of the legal matter from the client according to instructions and organisational policies and procedures Organisational policies and procedures may relate to: client contact establishing potential conflicts informing necessary stakeholders taking contemporaneous notes. 2.4 Plan work in conjunction with designated individual and allocate resources Designated individual may include: legal practice managers legal practitioners supervisors / direct reports. 4.1 Maintain information flow to relevant parties on progress of Information flow may include: matter progress reports sent to clients. 5.2 Arrange meeting with relevant personnel to review final relevant documentation in order to facilitate sign-off before forwarding to client Relevant personnel may include: legal practice managers legal practitioners supervisors / direct reports. Foundation Skills Notes Technology: Uses familiar digital technologies and systems to access information, enter and store data, present information and communicate with others Digital technologies may include: cloud-based technology online databases or locally created databases timekeeping systems. Knowledge Evidence There are guidelines in relation to digital tools - under state based Civil Procedures Rules. Notes Relevant legal processes and required documentation Required documentation may include: court documents instructions and organisational policies and procedures legislation. 288 Overview Level 3 Level 4 BSBLEG423 Conduct simple legal research Legal Services Level 5 Unit of Competency use in the BSB Training Package Core unit Elective unit Qualifications BSB40620 Certificate IV in Legal Services BSB30320 Certificate III in Legal Services Skill sets BSBSS00106 Introduction to Paralegal Services Skill Set Unit of Competency Interpretation Summary Performance Criteria Notes 1.1 Document request using appropriate recording system Recording system may include: file note logging a request. 1.5 Forward request for information to others where appropriate Others may include: legal practice managers legal practitioners supervisors / direct reports. 2.1 Identify relevant sources and locations of information according to organisational and task requirements Sources and locations of information may include: internal and online databases government websites (e.g. Fair Work site) state and supreme court libraries Austlii. Foundation Skills Sources may depend on legal context. Notes Reading: Identifies information from a range of texts to determine the procedures and strategies needed to perform a range of tasks Range of texts may include: court documents instructions and organisational policies and procedures legislation statutory interpretations. Writing: Creates required records according to organisational recording procedures and systems Technology: Uses the main features and functions of digital technologies and tools to complete work tasks Dependent on the legal context: e.g. Family law, Criminal law, Property law, Civil procedure. Organisational recording procedures may include: communications confidentiality disposal document storage formatting security. Digital technologies may include: cloud-based technology online databases or locally created databases timekeeping systems. Assessment Conditions There are guidelines in relation to digital tools - under state based Civil Procedures Rules. Notes Office equipment and resources for conducting simple legal research Office equipment and resources may include: digital device internet access. 289 Legal Services Overview Level 3 Level 4 Level 5 BSBLEG424 Support the drafting of complex legal documents Unit of Competency use in the BSB Training Package Core unit Qualifications BSB40620 Certificate IV in Legal Services N/A Skill sets BSBSS00106 Introduction to Paralegal Services Skill Set Elective unit Unit of Competency Interpretation Summary Performance Criteria Notes 1.2 Select software according to task requirements 2.1 Develop and use precedents to ensure consistency of design and layout 2.3 Recommend improvements to relevant personnel for design and structure of existing documents 4.2 Arrange review of documents with designated person 4.4 Save and store document according to organisational procedures Foundation Skills Software may include: cloud applications internal organisational systems and software word processing. Precedents may include: packaged templates (e.g. LexisNexis). Relevant personnel may include: legal practice managers partners solicitors supervisors / direct report. Designated person may include those covered under `relevant personnel'. Organisational procedures may include: confidentiality disposal security. Notes Reading: Investigates and interprets a variety of texts to determine and adhere to requirements Variety of texts may include: court documents instructions and organisational policies and procedures legislation statutory interpretations. Technology: Uses digital applications to access, extract, organise, integrate and share relevant information Dependent on the legal context: e.g. Family law, Criminal law, Property law, Civil procedure. Digital applications may include: cloud-based technology online databases or locally created databases timekeeping systems. There are guidelines in relation to digital tools - under state based Civil Procedures Rules. 290 Legal Services Overview Level 3 Level 4 Level 5 BSBLEG425 Apply principles of legal project management Unit of Competency use in the BSB Training Package Core unit Qualifications N/A Skill sets N/A Elective unit BSB50720 Diploma of Paralegal Services Unit of Competency Interpretation Summary Performance Criteria Notes 1.2 Identify project resources 1.4 Confirm deliverable with management according to organisational policy 3.1 Seek feedback from relevant stakeholders on project management processes to inform lessons learned Foundation Skills Project resources may include: costs human capital licenses to websites precedent templates research resources timelines and deadlines. Organisational policy may include: cost policies time policies (due to statutory deadlines). Relevant stakeholders may include: legal practice managers partners solicitors supervisors / direct report. Notes Writing: Develops a range of documents using structure and vocabulary appropriate to audience, context and purpose Range of documents may include: court documents instructions and organisational policies and procedures legislation statutory interpretations. Technology: Uses familiar digital technologies and systems to access information, prepare information and support projects Dependent on the legal context: e.g. Family law, Criminal law, Property law, Civil procedure. Digital technologies may include: cloud-based technology spreadsheets online databases or locally created databases proprietary project management tools timekeeping systems word processing tools. Knowledge Evidence There are guidelines in relation to digital tools - under state based Civil Procedures Rules. Notes Methods to obtain feedback for identifying lessons learned from Methods to obtain feedback may include: relevant personnel external methods (e.g. consultation with client) internal methods (e.g. meeting with solicitor). 291 Overview Legal Services Level 3 Level 4 Level 5 BSBLEG521 Conduct and apply legal research Unit of Competency use in the BSB Training Package Core unit Qualifications BSB50720 Diploma of Paralegal Services N/A Skill sets N/A Elective unit Unit of Competency Interpretation Summary Performance Criteria Notes 2.1 Identify sources of legal data and information Sources and locations of information may include: internal and online databases government websites (e.g. Fair Work site) state and supreme court libraries Austlii. Sources may depend on the legal context. 4.1 Draft document in appropriate format according to task and organisational requirements Organisational requirements may include: confidentiality disposal document storage formatting security. Foundation Skills Notes Reading: Identifies and analyses complex texts to assess relevance to research task Complex texts may include: court documents instructions and organisational policies and procedures legislation statutory interpretations. Technology: Uses the main features and functions of digital tools to complete work tasks and access information Dependent on the legal context: e.g. Family law, Criminal law, Property law, Civil procedure. Digital tools may include: cloud-based technology spreadsheets online databases or locally created databases timekeeping systems. Performance Evidence There are guidelines in relation to digital tools - under state based Civil Procedures Rules. Notes Consult with relevant stakeholders to prepare a research plan Relevant stakeholders may include: colleagues legal practice managers partners solicitors supervisors / direct reports. 292 Legal Services Overview Level 3 Level 4 Level 5 BSBLEG522 Apply legal principles in contract law matters Unit of Competency use in the BSB Training Package Core unit Qualifications BSB60220 Advanced Diploma of Conveyancing Skill sets BSBSS00115 Copyright Management Skill Set Elective unit BSB40620 Certificate IV in Legal Services BSB40920 Certificate IV in Project Management Practice BSB50120 Diploma of Business BSB50720 Diploma of Paralegal Services Unit of Competency Interpretation Summary Performance Criteria Notes 1.2 Identify type of contract 1.3 Research key elements of contract 2.2 Evaluate key issues arising from contractual issue Foundation Skills Types of contract may include: formal contract simple contract. Key elements of contract may include: offer acceptance intention to create a legal relationship consideration. Key issues arising from contractual issue may include: breaches of contract contract validity negligence. Notes Reading: Identifies, analyses and evaluates complex text to clarify contractual definitions, principles and legal requirements Complex texts may include: court documents instructions and organisational policies and procedures legislation statutory interpretations. Knowledge Evidence Notes Procedures for discharge of contracts including for a workplace Procedures may include: legal matter statutory-based procedures employment terms in contracts. Assessment Conditions Notes Legislation and regulations relevant to contract law Sources of information about contract law Legislation and regulations may include: Competition and Consumer Act 2010 state-based legislation and regulations. Sources of information may include: common law state and commonwealth legislation. 293 Legal Services Overview Level 3 Level 4 Level 5 BSBLEG523 Apply legal principles in tort law matters Unit of Competency use in the BSB Training Package Core unit Qualifications N/A Skill sets N/A Elective unit BSB40620 Certificate IV in Legal Services BSB50720 Diploma of Paralegal Services BSB60220 Advanced Diploma of Conveyancing Unit of Competency Interpretation Summary Performance Criteria Notes 1.2 Identify key tort law elements for analysis according to task requirements Tort law elements may include: breach of duty of care causation and damage duty of care owed principle in agent types of torts deliberate (conversions) unintentional (negligence) vicarious liability. 1.3 Identify key provisions of legislation and common law, policies or procedures according to task requirements Legislation may include: state-based legislation (e.g. Civil Liability Acts). 3.2 Submit findings to designated person according to organisational policies and procedures Designated person may include: colleagues legal practice managers partners solicitors supervisors / direct reports. Foundation Skills Notes Reading: Identifies, reviews and interprets complex legal text from a range of sources and determines how content may be applied in application of torts law Assessment Conditions Complex legal text may include: court documents instructions and organisational policies and procedures judgements legislation statutory interpretations. Notes Sources of information on tort law Locations of information may include: common law commonwealth and state legislation sites Austlii. 294 Legal Services Overview Level 3 Level 4 Level 5 BSBLEG524 Apply principles of evidence law in matters under litigation Unit of Competency use in the BSB Training Package Core unit Qualifications N/A Skill sets N/A Elective unit BSB40620 Certificate IV in Legal Services BSB50720 Diploma of Paralegal Services Unit of Competency Interpretation Summary Performance Criteria Notes 1.1 Access sources of legal information on nature and meaning of evidence law Sources of legal information may include: LexisNexis state-based evidence legislation Westlaw. Foundation Skills Notes Reading: Identifies, reviews and interprets complex legal text from a range of sources and determines how content may be applied in the application of evidence law Complex legal text may include: court documents instructions and organisational policies and procedures judgements legislation statutory interpretations. Dependent on the legal context: e.g. Family law, Criminal law, Property law, Civil procedure. 295 Legal Services Overview Level 3 Level 4 Level 5 BSBLEG525 Apply legal principles in intellectual property law matters Unit of Competency use in the BSB Training Package Core unit Qualifications N/A Skill sets N/A Elective unit BSB50720 Diploma of Paralegal Services Unit of Competency Interpretation Summary Performance Criteria Notes 1.2 Identify key principles of intellectual property law according to task requirements Key principles of intellectual property law may relate to: different intellectual property rights, registrations and legislation, such as those relating to:: circuit layouts copyright protection design protection patent protection plant breeder's rights trade mark protection trade secrets. Foundation Skills Notes Reading: Researches and analyses complex texts, including legislation, to identify relevant information Technology: Uses digital technologies or tools to access and record information Knowledge Evidence Complex texts may include: Competition and Consumer Act 2010 Copyright Act 1968 Designs Act 2003 Designs Regulations 2004 intellectual property agreements or licences registers Intellectual Property Laws Amendment Act 2015 Patents Act 1990 Patents Regulations 1991 Plant Breeder's Rights Act 1994 Plant Breeder's Rights Regulations 1994 non-legislative instruments Trade Marks Act 1995 Trade Marks Regulations 1995 Digital technologies may include: cloud-based technology spreadsheets online databases or locally created databases timekeeping systems. Notes Sources of information and advice on copyright Sources of information may include: Attorney-General's Department Australian Copyright Council IP Australia State and Commonwealth government agencies. 296 Legal Services Overview Level 3 Level 4 Level 5 BSBLEG526 Apply legal principles in criminal law matters Unit of Competency use in the BSB Training Package Core unit Qualifications N/A Skill sets N/A Elective unit BSB50720 Diploma of Paralegal Services Unit of Competency Interpretation Summary Performance Criteria 1.3 Identify key provisions of legislation and common law, policies or procedures according to task requirements 3.3 Despatch document according to organisational requirements Foundation Skills Notes Legislation may include: government regulations and policies relating to criminal law matters relevant commonwealth, state or territory legislation state-based criminal codes. Organisational requirements may include: confidentiality disposal document storage security. Notes Reading: Gathers, interprets and analyses complex textual information from a range of sources and identifies relevant and key information Complex textual information may include: court documents instructions and organisational policies and procedures judgements legislation statutory interpretations. Assessment Conditions Notes Workplace policies and procedures and reference materials relevant to performance evidence Workplace policies and procedures may relate to: engaging barristers and experts individual procedures adopted by instructing legal practitioners accommodating specific client needs contacting clients recording information security, confidentiality and privacy procedures verifying and authorising information. 297 Legal Services Overview Level 3 Level 4 Level 5 BSBLEG527 Apply legal principles in family law matters Unit of Competency use in the BSB Training Package Core unit Qualifications N/A Skill sets N/A Elective unit BSB50720 Diploma of Paralegal Services Unit of Competency Interpretation Summary Performance Criteria Notes 1.3 Identify key provisions of legislation and common law, policies or procedures according to task requirements 3.1 Review deliverable with relevant organisational personnel Foundation Skills Legislation may include: Marriage Act 1961 Family Law Act 1975. Relevant organisational personnel may include: colleagues legal practice managers paralegals partners solicitors supervisors / direct report. Notes Reading: Gathers, interprets and analyses complex textual information from a range of sources and identifies relevant and key information Complex textual information may include: court documents instructions and organisational policies and procedures judgements legislation statutory interpretations. Knowledge Evidence Notes Documentation required in family law matters Assessment Conditions Documentation may include: affidavits certificates (e.g. marriage or counselling certificates) financial documentation and statements (e.g. bank statements, school fees, salary documents) land title and mortgage documents marriage and separations brochure tax returns. Notes Background information on courts, their jurisdiction and behavioural requirements Workplace resources to fulfil performance criteria Information on courts, their jurisdiction and behavioural requirements may include: state court websites (e.g. State) state jurisdiction (e.g. adoption and surrogacy). Workplace resources may include: digital device internet access. 298 Legal Services Overview Level 3 Level 4 Level 5 BSBLEG528 Apply legal principles in property law matters Unit of Competency use in the BSB Training Package Core unit Qualifications N/A Skill sets N/A Elective unit BSB50720 Diploma of Paralegal Services BSB60220 Advanced Diploma of Conveyancing Unit of Competency Interpretation Summary Performance Criteria Notes 1.4 Identify key provisions of legislation and common law, policies or procedures according to task requirements 2.1 Obtain relevant documents from authorities and service providers with supervision Foundation Skills Legislation may include: state-based legislation (e.g. Real Property Act, Conveyancing Act NSW). Relevant documents may include: planning certificates title registries. Notes Reading: Checks documents for accuracy and consistency of information Technology: Uses familiar digital technologies and systems to access and present information Documents may include: contracts (e.g. contracts for sale, mortgage contracts) Digital technologies may include: cloud-based technology spreadsheets online databases or locally created databases proprietary software (e.g. Leap, PEXA, Smokeball) timekeeping systems. Performance Evidence There are guidelines in relation to digital tools - under state based Civil Procedures Rules. Notes Apply property law principles in at least four different matters Assessment Conditions Matters may include: lodging a caveat requisitions special conditions for sale and purchase. Notes Background information on courts, their jurisdiction and behavioural requirements Information on courts may include: county courts Commonwealth and state Courts district courts local courts magistrates courts. 299 Legal Services Overview Level 3 Level 4 Level 5 BSBLEG529 Apply legal principles in corporation law matters Unit of Competency use in the BSB Training Package Core unit Qualifications N/A Skill sets N/A Elective unit BSB50220 Diploma of Aboriginal and Torres Strait Islander Governance BSB50720 Diploma of Paralegal Services BSB60220 Advanced Diploma of Conveyancing Unit of Competency Interpretation Summary Performance Criteria Notes 3.1 Verify and review documentation with relevant organisational personnel Foundation Skills Relevant organisational personnel may include: practice manager relevant solicitor relevant partner supervisor. Notes Initiative and enterprise: Identifies implications of law to organisational policies and procedures Knowledge Evidence Organisational policies and procedures may include: engaging barristers and experts individual procedures adopted by instructing legal practitioners accommodating specific client needs contacting clients recording information security, confidentiality and privacy procedures verifying and authorising information. Notes Documentation required in corporation law matters Assessment Conditions Documents may include: certificate of incorporation certificate of title forms and documents related to the administration of charges relevant notifications and applications. Notes Appropriate legislation and regulations relevant to corporation law and common legal matters Legislation and regulations may include: Australian Taxation Office regulations Commonwealth corporation law relevant state and territory corporation law schedules of fees and duties payable taxation and banking requirements tort, equity and statute law trust accounts. 300 Legal Services Overview Level 3 Level 4 Level 5 BSBLEG530 Apply legal principles in wills and probate matters Unit of Competency use in the BSB Training Package Core unit Qualifications N/A Skill sets N/A Elective unit BSB50720 Diploma of Paralegal Services Unit of Competency Interpretation Summary Performance Criteria Notes 1.3 Identify key provisions of legislation and common law, policies or procedures according to task requirements 3.1 Verify and review documentation with relevant organisational personnel 3.3 Store or despatch document according to task and organisational requirements Foundation Skills Legislation may include: state-based legislation (e.g. Real Property Act, Conveyancing Act NSW, Administration and Probate Act 1958 VIC). Relevant organisational personnel may include: relevant solicitor colleagues legal practice managers paralegals partners solicitors supervisors / direct report. Store or despatch document may include: confidentiality disposal document storage formatting security supreme court storage. Notes Reading: Gathers, interprets and analyses complex textual information from a range of sources and identifies relevant and key information Complex textual information may include: Application for Probate court documents instructions and organisational policies and procedures judgements legislation statutory interpretations Wills. Knowledge Evidence Notes Sources of instructions including testamentary, solicitor and deceased estate Sources of instructions may also include: clients instructions. 301 Legal Services Overview Level 3 Level 4 Level 5 BSBLEG531 Apply legal principles in administrative law matters Unit of Competency use in the BSB Training Package Core unit Qualifications N/A Skill sets N/A Elective unit BSB50720 Diploma of Paralegal Services Unit of Competency Interpretation Summary Performance Criteria Notes 1.3 Identify key provisions of legislation and common law, policies or procedures according to task requirements 3.3 Store or despatch document according to task and organisational requirements Knowledge Evidence Legislation may include: Acts Interpretation Act 1901 Legislation Act 2003 Legislation (Exemptions and Other Matters) Regulation 2015 Legislation (General) Regulation 2015) state-based legislation Store or despatch document may include: confidentiality disposal document storage formatting security supreme court storage. Notes Bodies of review for administrative decisions and their processes Assessment Conditions Bodies of review for administrative decisions may relate to: Administrative Review Council judicial review merits review of primary decisions (Merit Protection Commissioner) Office of the Australian Information Commissioner parliamentary committees primary decision making The Attorney-General The Commonwealth Ombudsman. Notes Workplace policies and procedures and reference materials relevant to performance evidence Workplace policies and procedures may include: accommodating specific client needs contacting clients engaging barristers and experts individual procedures adopted by instructing legal practitioners recording information security, confidentiality and privacy procedures verifying and authorising information. 302 Overview Level 3 Level 4 BSBLEG532 Assist with court procedure Legal Services Level 5 Unit of Competency use in the BSB Training Package Core unit Qualifications N/A Skill sets N/A Elective unit BSB50720 Diploma of Paralegal Services Unit of Competency Interpretation Summary Performance Criteria Notes 1.3 Prepare relevant costing documents Prepare may include: typing up/creating the document according to instructions of solicitor. Costing documents may include: disclosure statements engagement letters. 2.2 Obtain and prepare relevant documentation for designated person according to policies and procedures of the firm Designated personnel may include: barristers legal practice managers paralegals partners solicitors supervisors / direct report. Foundation Skills Notes Reading: Gathers, interprets and analyses complex textual information from a range of sources and identifies relevant and key information Complex textual information may include: court documents instructions and organisational policies and procedures judgements legislation statutory interpretations. Performance Evidence Notes Obtain and prepare accurate, compliant and complete litigation documents according to legislative and organisational requirements Legislative requirements may include: state-based legislative requirements (e.g.Uniform Civil Procedure Rules 2005 [NSW], Uniform Civil Procedure Rules 1999 [QLD]) Assessment Conditions Notes Workplace policies and procedures and reference materials relevant to performance evidence Workplace policies and procedures may include: accommodating specific client needs contacting clients engaging barristers and experts individual procedures adopted by instructing legal practitioners recording information security, confidentiality and privacy procedures verifying and authorising information. 303 Legal Services Overview Level 3 Level 4 Level 5 BSBLEG533 Support alternative dispute resolution processes Unit of Competency use in the BSB Training Package Core unit Qualifications N/A Skill sets N/A Elective unit BSB50720 Diploma of Paralegal Services Unit of Competency Interpretation Summary Performance Criteria Notes 2.2 Develop notes of mediation or arbitration proceedings according to task and organisational requirements 2.3 Collate additional information or documents for final documentation Foundation Skills Develop may include: take notes or prepare notes for mediation or arbitration (e.g. for a solicitor). Additional information may include: client details for application for consent orders. Notes Reading: Identifies and interprets textual information to determine job requirements Complex textual information may include: court documents instructions and organisational policies and procedures judgements legislation position statutory interpretations. Technology: Uses familiar digital technologies and systems to access information, and enter and store data Dependent on the legal context: e.g. Family law, Criminal law, Property law, Civil procedure. Digital technologies may include: cloud-based technology spreadsheets online databases or locally created databases proprietary software timekeeping systems. Performance Evidence There are guidelines in relation to digital tools - under state based Civil Procedures Rules. Notes Support alternative dispute resolution processes on at least three occasions, including at least one mediation and at least one arbitration Alternative dispute resolution processes may include: arbitration expert determination mediation. 304 Legal Services Overview Level 3 Level 4 Level 5 BSBLEG534 Take instructions in a legal services environment Unit of Competency use in the BSB Training Package Core unit Qualifications BSB50720 Diploma of Paralegal Services N/A Skill sets N/A Elective unit Unit of Competency Interpretation Summary Performance Criteria Notes 2.2 Gather information using questioning techniques according Questioning techniques may include: to task and legislative requirements collecting information about matter. 3.3 Document and store information according to task requirements and organisational policies and procedures Knowledge Evidence Legislative requirements may include: state-based Legal Profession Uniform Law (e.g. Section 10 of the Legal Profession Uniform Law [Victoria]). Document may include: file notes time sheets. Notes Common client instruction process and techniques Organisational policies and procedures for taking instruction including follow-up processes Assessment Conditions Client instruction process may relate to: client meetings client telephone calls information collection (in appropriate detail and without providing advice) emails website queries. Organisational policies and procedures may include: confidentiality privacy. Notes Legislation relevant to taking instruction in a legal environment Legislation may include: state-based Legal Profession Acts state-based Legal Profession Uniform Law Verification of Identity (VOI). 305 Medical Administration Overview 307 BSBMED301 Interpret and apply medical terminology appropriately 308 BSBMED302 Prepare and process medical accounts 310 BSBMED303 Maintain patient records 312 BSBMED304 Assist in controlling stocks and supplies 314 Apply the principles of confidentiality, privacy and security within the medical BSBMED305 317 environment BSBMED401 Manage patient recordkeeping system 319 306 Overview Level 3 Medical Administration Unit Sector Overview The Medical Administration (MED) unit sector incorporates specialist units of competency aimed at supporting and managing the administration of a medical organisation or practice. Relevant job roles may include medical administrative assistant, medical receptionist, medical administrative officer. Medical Administration Level 4 Glossary of common terminology Enterprise Organisational policies Organisational procedures Protocols Enterprise refers to `organisation' or `organisational'. Organisational policies represent an overarching course of action adopted by an organisation. Organisational procedures relate to any established series of actions expected to be conducted in a certain order or manner. Protocols outline explicit and specific plans that specify procedures to be followed in defined situations. Medical Administration Unit of Competency guidance For further information regarding detailed interpretation of the units of competency in the `Medical Administration' unit stream, please refer to the interpretation guidance provided on pages 299 - 309. Content for each unit reflects those items identified in consultation that would benefit from guidance. Not all requirements of a unit of competency are addressed by this Manual. The information in this Guide is offered as supplementary interpretation guidance relating to the BSB Business Services Training Package Version 7. The interpretations and advice in this Guide are not enforceable and serve as guidance only. ASQA, VRQA and TAC are the sector regulators responsible for determining matters of compliance in relation to training providers. 307 Aboriginal and Torres StraMiteIdsilcaanldAedrmGionviesrtrnaatniocne Overview Level 3 Level 4 BSBMED301 Interpret and apply medical terminology appropriately Unit of Competency use in the BSB Training Package Core unit Qualifications N/A Skill sets BSBS00121 Medical Administration Skill Set Elective unit BSB30120 Certificate III in Business Unit of Competency Interpretation Summary Performance Criteria Notes 1.1 Receive, interpret and document written and oral instructions using medical terminology 1.2 Use checklists where appropriate 1.4 Interpret and adhere to the policies and procedures of the workplace 2.1 Use medical terminology correctly in the completion of routine tasks 3.3 Present written communication to a designated person for verification if required Instructions may include: fact sheets health professionals notes patient files reports transcripts. Checklists may include: 8 point checklists client communication checklists infection control checklists triage checklists work health and safety (WHS) checklists. Policies and procedures may relate to: client communication confidentiality file management organisational templates privacy storage, security and access training practice manuals. Routine tasks may include: cold chain training collating and documenting information on patient files communicating with patients and practice managers completing purchase orders labelling and maintaining equipment reading transcripts and patient files rotating stock typing reports and recording presentations. Designated person may include: experienced work colleagues health professional (e.g. practice managers, doctors, nurses, ward clerks, physiotherapists) supervisors. 308 Aboriginal and Torres StraMiteIdsilcaanldAedrmGionviesrtrnaatniocne Overview Level 3 Level 4 BSBMED301 Interpret and apply medical terminology appropriately Unit of Competency use in the BSB Training Package Core unit Qualifications N/A Skill sets BSBS00121 Medical Administration Skill Set Elective unit BSB30120 Certificate III in Business Unit of Competency Interpretation Summary Foundation Skills Notes Reading: Interprets technical language within various texts Texts may include: medical terminology directories organisational policies and procedures patient files training practice manuals. Writing: Uses clear, specific and industry related terminology to complete and update workplace documentation Documentation may include: patient files patient notifications (e.g. front desk, public health) reports. Navigate the world of work: Understands and operates within organisational procedures and policies Organisational procedures and policies may include: accreditation organisational and industry codes of conduct government directives WHS. Interact with others: Selects the appropriate form, channel and mode of communication for a specific purpose relevant to own role Forms, channels and modes of communication may include: oral (e.g. in-person communication, following organisational reporting line) written (e.g. using digital technologies). Performance Evidence Notes Identify and use appropriate abbreviations for medical terms and associated processes Processes may relate to: appointment requests hospital admission papers prescriptions medical record-keeping test requests. Knowledge Evidence Processes may depend on specialty and should follow the Australian abbreviation list and organisational standard practice. Notes Identify sources of information available to check on medical terminology Sources of information may include: medical abbreviation lists medical dictionaries and thesauruses relevant government agencies (e.g. The Department of Health). Assessment Conditions Sources should be verifiable. Notes Office equipment and resources Office equipment and resources may include: digital resources and technologies (e.g. fax, internet) organisational applications (e.g. billing, medical or note applications) organisational policies and procedures storage access. 309 Medical Administration Overview Level 3 Level 4 BSBMED302 Prepare and process medical accounts Unit of Competency use in the BSB Training Package Core unit Qualifications N/A Skill sets BSBSS00121 Medical Administration Skill Set Elective unit BSB30120 Certificate III in Business Unit of Competency Interpretation Summary Performance Criteria Notes 1.3 Schedule medical appointments using appropriate booking and account systems Booking and account systems may include: appointment books digital calendars, diaries and applications practice management and scheduling software (e.g. PracSoft, Helix, MedicalDirector). 2.2 Follow correct procedures for referral Appropriate booking and account systems may depend on the organisation. Correct procedures may include: dating and signing documents documenting current patient information needs following the chain of command storage and retention referring and requesting medicare services. 2.3 File referral letters according to legislation and workplace policies and procedures 3.1 Accurately follow procedures for billing based on account type 3.3 Select and complete appropriate account and billing documentation according to workplace and legislative requirements Procedures should comply with relevant legislation, organisational policies and procedures and encompass legislative requirements. Legislation may include: anti-discrimination (e.g. Age Discrimination Act 2004, Disability Discrimination Act 1992, Racial Discrimination Act 1975, Sex Discrimination Act 1984) local, state and territory work health and safety (WHS) legislation Privacy Act 1988. Procedures should comply with relevant legislation, organisational policies and procedures and encompass legislative requirements. Account and billing documentation may include: organisational templates according to organisational policies and procedures (e.g. medicare, invoicing, end of day reports, matching records). Legislative requirements may relate to: archiving and disposal anti-discrimination (e.g. Age Discrimination Act 2004, Disability Discrimination Act 1992, Racial Discrimination Act 1975, Sex Discrimination Act 1984) document and file management local, state and territory WHS legislation Privacy Act 1988 storage, security and access. 310 Medical Administration Overview Level 3 Level 4 BSBMED302 Prepare and process medical accounts Unit of Competency use in the BSB Training Package Core unit Qualifications N/A Skill sets BSBSS00121 Medical Administration Skill Set Elective unit BSB30120 Certificate III in Business Unit of Competency Interpretation Summary Performance Criteria Notes 3.4 Follow procedures for preparing Veterans' Affairs, workers' Procedures should comply with relevant legislation, compensation and motor vehicle third party accounts organisational policies and procedures and encompass legislative accurately requirements. 3.5 Forward medical account to designated person or organisation according to legislation and account processing procedure Designated person may include: external stakeholders (e.g. insurers, auditors, legal representatives, other healthcare providers) internal stakeholders (e.g. practice managers, doctors, nurses, senior office managers). Foundation Skills Designated person may depend on the organisation. Notes Get the work done: Uses digitally based systems and technologies to access, organise and present information Knowledge Evidence Digitally based systems and technologies may include: point of sale machine (e.g. EFTPOS, HICAPS, TYRO) practice management and scheduling software (e.g. PracSoft, Helix, MedicalDirector). Notes Outline public and private health insurance systems Discuss key aspects of relevant legislation, regulations, standards and codes of practice that affect workplace operations Assessment Conditions Insurance systems may include: Medicare private health organisations (https://www.privatehealth.gov.au/) third party compensation Veterans' Affairs workers' compensation. Legislation, regulations, standards and codes of practice may include: anti-discrimination (e.g. Age Discrimination Act 2004, Disability Discrimination Act 1992, Racial Discrimination Act 1975, Sex Discrimination Act 1984) local, state and territory WHS legislation Privacy Act 1988. Notes Office equipment and resources Examples of documentation Office equipment and resources may include: digital resources and technologies (e.g. fax, internet) organisational applications (e.g. billing, medical or note applications) organisational policies and procedures simulated work environment storage access. Documentation may include: accounts Medicare and Veterans' Affairs templates referrals. 311 Overview Medical Administration Level 3 Level 4 BSBMED303 Maintain patient records Unit of Competency use in the BSB Training Package Core unit Qualifications N/A Skill sets BSBSS00121 Medical Administration Skill Set Elective unit BSB30120 Certificate III in Business Unit of Competency Interpretation Summary Performance Criteria Notes 1.1 Determine own role and responsibilities within patient recordkeeping system through consultation with relevant personnel or via organisational policy and procedures manual Responsibilities may include: authority to access patient file management. Relevant personnel may include: practice managers supervisors. 1.2 Access documented procedures for patient recordkeeping system and read for understanding 2.3 Create new records according to enterprise protocols Responsibilities are outlined in relevant job description and training practice manual. Documented procedures should comply with relevant legislation, organisational policies and procedures and encompass legislative requirements. Enterprise protocols may relate to: finalising records identification documents required to enter a new patient transferring records from one practice to another. Enterprise protocols may depend on the organisation. 2.5 Store patient records according to organisational policy and Organisational policy and procedures should to comply with procedures relevant legislation and encompass legislative requirements. 4.1 Monitor and review own role and responsibilities in maintaining patient records to identify opportunities for improvements to system and own work practices Monitoring and reviewing may relate to: performance reviews understanding job description and role. Improvements may include: colour coding developing checklists ensuring systems are backed up instructions to support system use other coding practices. Improvements may refer to work practices within the system, rather than to the system itself. 4.2 Make recommendations to relevant personnel for Procedures and processes should comply with relevant improvements to the established procedures and processes for legislation, organisational policies and procedures and maintaining patient records encompass legislative requirements. 312 Overview Medical Administration Level 3 Level 4 BSBMED303 Maintain patient records Unit of Competency use in the BSB Training Package Core unit Qualifications N/A Skill sets BSBSS00121 Medical Administration Skill Set Elective unit BSB30120 Certificate III in Business Unit of Competency Interpretation Summary Foundation Skills Notes Navigate the world of work: Identifies and works within own roles and responsibilities according to organisational and legislative requirements Interact with others: Uses appropriate practices and protocols for workplace communication Performance Evidence Legislative requirements may relate to: archiving and disposal anti-discrimination (e.g. Age Discrimination Act 2004, Disability Discrimination Act 1992, Racial Discrimination Act 1975, Sex Discrimination Act 1984) document and file management local, state and territory work health and safety (WHS) legislation Privacy Act 1988 storage, security and access. Practices and protocols may include: following organisational verbal and written communication procedures and chain of command using digital technologies (e.g. internal messaging systems, external social media platforms, surveys, text messages, emails). Notes Communicate with relevant people about patient records. Knowledge Evidence Relevant people may include: health professionals (e.g. practice managers, doctors, specialists). Notes Outline relevant legislation, standards and/or codes of practice that affect patient recordkeeping Legislation, standards and/or codes of practice may include: anti-discrimination (e.g. Age Discrimination Act 2004, Disability Discrimination Act 1992, Racial Discrimination Act 1975, Sex Discrimination Act 1984) local, state and territory WHS legislation Privacy Act 1988. Assessment Conditions Notes Office equipment and resources Office equipment and resources may include: digital resources and technologies (e.g. fax, internet) organisational applications (e.g. billing, medical or note applications) organisational policies and procedures simulated work environment storage access. 313 Medical Administration Overview Level 3 Level 4 BSBMED304 Assist in controlling stocks and supplies Unit of Competency use in the BSB Training Package Core unit Qualifications N/A Skill sets BSBSS00121 Medical Administration Skill Set Elective unit BSB30120 Certificate III in Business Unit of Competency Interpretation Summary Performance Criteria Notes 1.1 Determine own role in stock control processes by consulting with manager or supervisor Role may include: ordering, storing, rotating and disposing of stock. Role may depend on the organisation and is defined in job description according to legislative requirements. 1.2 Access documented procedures for stock control and read for understanding Documented procedures may relate to: stock management stocktake storage, security and access. 1.3 Seek clarification with relevant personnel of unclear or ambiguous procedures Documented procedures may depend on the organisation and relevant job description. Legislative requirements should be adhered to. Relevant personnel may include: external personnel (e.g. suppliers) internal personnel (e.g. practice managers, supervisors, doctors, nurses). 2.4 Check orders against enterprise documentation and take appropriate actions where any shortfall is identified Ambiguous procedures may include: conflicting procedures (e.g. differences between purchase order and delivery docket). Appropriate actions may include: notifying suppliers organising credits or refunds referring to actions on respective invoice. 4.3 Assist with other stocktaking actions as directed Appropriate actions should be documented in organisational policies and procedures. Stocktaking actions may include: creating and completing checklists for expiry. Stocktaking actions may depend on the organisation and relevant job description, and should be documented in organisational policy and procedure manuals. 314 Medical Administration Overview Level 3 Level 4 BSBMED304 Assist in controlling stocks and supplies Unit of Competency use in the BSB Training Package Core unit Qualifications N/A Skill sets BSBSS00121 Medical Administration Skill Set Elective unit BSB30120 Certificate III in Business Unit of Competency Interpretation Summary Performance Criteria Notes 5.1 Dispose of stock marked for disposal according to legislation and other industry specific or manufacturer requirements and under direction of supervisor Legislation may include: state environmental protection authorities (EPA) infection control standards and guidelines local, state and territory work health and safety (WHS) legislation Privacy Act 1988 Therapeutic Goods Act 1989. Foundation Skills Industry specific or manufacturer requirements may include: practice manuals safety data sheets. Notes Numeracy: Identifies and understands relevant mathematical information while monitoring stock levels, ordering stock and determining out-of-date stock Navigate the world of work: Recognises and adheres to organisational policies and procedures and legislative requirements Get the work done: Uses problem-solving skills to analyse storage and disposal requirements Knowledge Evidence Mathematical information may include: counting stock keeping inventory records and stock cards rotations of stock. Organisational policies and procedures should comply with relevant legislation and encompass legislative requirements. Storage and disposal requirements may include: referring to dangerous drugs legislation (e.g. management of schedule 8) sharps storing high risk items (e.g. oxygen cylinders, other inflammatory gases) using chemicals (e.g. disinfectants, clinical waste). Notes Outline relevant legislation, regulations, standards and codes of Legislation, regulations, standards and codes of practice practice that affect stock may relate to: archiving and disposal local, state and territory WHS legislation storage, security and access. 315 Medical Administration Overview Level 3 Level 4 BSBMED304 Assist in controlling stocks and supplies Unit of Competency use in the BSB Training Package Core unit Qualifications N/A Skill sets BSBSS00121 Medical Administration Skill Set Elective unit BSB30120 Certificate III in Business Unit of Competency Interpretation Summary Assessment Conditions Notes Office equipment and resources Office equipment and resources may include: digital resources and technologies (e.g. fax, internet) charts (e.g. eye charts) organisational applications (e.g. billing, medical or note applications) organisational policies and procedures personal protective equipment simulated work environment storage access. 316 Medical Administration Overview Level 3 Level 4 BSBMED305 Apply the principles of confidentiality, privacy and security within the medical environment Unit of Competency use in the BSB Training Package Core unit Qualifications N/A Skill sets BSBSS00121 Medical Administration Skill Set Elective unit BSB30120 Certificate III in Business Unit of Competency Interpretation Summary Performance Criteria Notes 1.3 Seek clarification with relevant personnel of unclear or ambiguous procedures Relevant personnel may include: external personnel (e.g. suppliers) internal personnel (e.g. practice managers, supervisors, doctors, nurses). 1.7 Communicate conflict of interest or potential conflict of interest promptly to manager or supervisor 2.3 Discuss patient-related matters within the confines of the facility and with appropriate personnel only Ambiguous procedures may include: conflicting procedures (e.g. differences between purchase order and delivery docket). Conflict of interest may include: personal relationship outside of organisation with a patient, staff member or delivery personnel promotion of personal or professional affiliations or services separate to organisation. Appropriate personnel may include: individuals the patient has consented information be released to (e.g. doctors, pharmacists, radiologists, pathologists, relevant medico-legal representatives, healthcare organisations) individuals dealing with mandatory reporting circumstances (e.g. urgent mental health circumstances, welfare checks). Under some mandatory reporting circumstances, consent may not be provided by the patient. 2.4 Seek advice and clarification with relevant personnel where Relevant personnel may include: potential confidentiality issues arise in dealings with patients, practice managers their families and others supervisors. Confidentiality issues may include: release of patient information without consent (e.g. to authorities). 3.1 Store and appropriately secure patient records and other confidential documentation Confidential documentation may include: patient-related information (e.g. client files). 3.2 Clearly label and store securely according to organisational policies and procedures, all documents required by legislation to be stored for certain periods Organisational policies and procedures may relate to: appropriate disposal of records securing records and ensuring password protection (e.g. for paper-based and electronic documents). Certain periods may depend on: active and inactive medical records. 317 Medical Administration Overview Level 3 Level 4 BSBMED305 Apply the principles of confidentiality, privacy and security within the medical environment Unit of Competency use in the BSB Training Package Core unit Qualifications N/A Skill sets BSBSS00121 Medical Administration Skill Set Elective unit BSB30120 Certificate III in Business Unit of Competency Interpretation Summary Foundation Skills Notes Reading: Recognises familiar text types within job specifications and regulatory requirements and uses different strategies to identify relevant information Text types may include: legislation organisational policies and procedures patient files referral letters surgical letters. Writing: Produces records and labels according to workplace requirements Navigate the world of work: Operates according to ethical guidelines and legislative requirements Assessment Conditions Strategies may include: organisational storage structure and categorisation naming conventions. Workplace requirements may relate to: naming conventions organisational procedures storage systems. Ethical guidelines and legislative requirements may include: inclusive practice standards organisational and industry codes of conduct Privacy Act 1988 (Part III, Division 2: Australian Privacy Principles). Notes Office equipment and resources Office equipment and resources may include: digital resources and technologies (e.g. fax, internet) organisational applications (e.g. billing, medical or note applications) organisational policies and procedures simulated work environment storage access. 318 Medical Administration Overview Level 3 Level 4 BSBMED401 Manage patient recordkeeping system Unit of Competency use in the BSB Training Package Core unit Qualifications N/A Skill sets BSBSS00121 Medical Administration Skill Set Elective unit BSB30120 Certificate III in Business Unit of Competency Interpretation Summary Performance Criteria Notes 1.1 Access policies and procedures for patient records Policies and procedures may relate to: confidentiality document and file management organisational templates privacy storage, security and access. 1.2 Consult relevant personnel about how the system operates Relevant personnel may include: health practitioners (e.g. practice managers, supervisors, doctors, nurses). 1.3 Determine roles and responsibilities for the system operations Roles and responsibilities may include: ensuring systems, policies and procedures are up-to-date holding meetings to clarify roles and responsibilities liaising with external stakeholders. Roles and responsibilities may depend on the organisation and relevant job description. 2.7 Provide authorisation of transfer of records from the workplace according to policies and procedures Policies and procedures may relate to: costs to transfer records secure transfer of records (e.g. checklists). 3.1 Monitor and review implementation of the system to identify improvements Improvements may include: colour coding developing checklists ensuring systems are backed up instructions to support system use other coding practices. 3.2 Make recommendations to relevant personnel for system improvements Improvements may refer to work practices within the system, rather than to the system itself. Relevant personnel may include: health practitioners (e.g. practice managers, supervisors, doctors, nurses). 319 Medical Administration Overview Level 3 Level 4 BSBMED401 Manage patient recordkeeping system Unit of Competency use in the BSB Training Package Core unit Qualifications N/A Skill sets BSBSS00121 Medical Administration Skill Set Elective unit BSB30120 Certificate III in Business Unit of Competency Interpretation Summary Foundation Skills Notes Reading: Identifies and interprets relevant information and ideas within organisational texts Organisational texts may include: legislation (e.g. medico-legal obligations) policies and procedures patient files referral letters reports surgical letters. Writing: Creates and maintains records using required words and codes Words and codes may relate to: clinical coding requirements organisational naming conventions (e.g. labelling, file saving). Interact with others: Selects and uses appropriate communication practices when providing training or feedback to others Communication practices may include: following organisational verbal and written communication procedures and chain of command using digital technologies (e.g. internal messaging systems, external social media platforms, surveys, text messages, emails). Get the work done: Plans and organises own and others' tasks to ensure work is completed according to legislative and organisational requirements Legislative and organisational requirements may relate to: archiving and disposal anti-discrimination (e.g. Age Discrimination Act 2004, Disability Discrimination Act 1992, Racial Discrimination Act 1975, Sex Discrimination Act 1984) document and file management local, state and territory work health and safety (WHS) legislation Privacy Act 1988 storage, security and access. Assessment Conditions Notes Office equipment and resources Documents and records Office equipment and resources may include: digital resources and technologies (e.g. fax, internet) organisational applications (e.g. billing, medical or note applications) organisational policies and procedures simulated work environment storage access. Documents and records may include: accounts organisational templates patient files referrals. 320 Marketing Overview BSBMKG431 Assess marketing opportunities BSBMKG432 Research international markets BSBMKG433 Undertake marketing activities BSBMKG434 Promote products and services BSBMKG435 Analyse consumer behaviour BSBMKG436 Design and test direct marketing activities BSBMKG437 Create and optimise digital media BSBMKG438 Implement and monitor advertising production BSBMKG439 Develop and apply knowledge of communications industry BSBMKG440 Apply marketing communication across a convergent industry BSBMKG441 Develop public relations documents BSBMKG442 Conduct e-marketing communications BSBMKG541 Identify and evaluate marketing opportunities BSBMKG542 Establish and monitor the marketing mix BSBMKG543 Plan and interpret market research BSBMKG544 Plan and monitor direct marketing activities BSBMKG545 Conduct marketing audits BSBMKG546 Develop social media engagement plans BSBMKG547 Develop strategies to monetise digital engagement BSBMKG548 Forecast international market and business needs BSBMKG549 Profile and analyse consumer behaviour for international markets BSBMKG550 Promote products and services to international markets BSBMKG551 Create multiplatform advertisements for mass media 323 324 326 327 328 330 332 334 336 338 339 341 343 345 347 349 351 353 355 357 359 361 363 365 321 Marketing BSBMKG552 Design and develop marketing communication plans 367 BSBMKG553 Develop public relations campaigns 369 BSBMKG554 Plan and develop public relations publications 371 BSBMKG555 Write persuasive copy 373 BSBMKG621 Develop organisational marketing strategy 374 BSBMKG622 Manage organisational marketing processes 376 BSBMKG623 Develop marketing plans 377 BSBMKG624 Manage market research 378 BSBMKG625 Implement and manage international marketing programs 379 BSBMKG626 Develop advertising campaigns 381 BSBMKG627 Execute advertising campaigns 383 BSBMKG628 Lead organisational public relations 385 322 Overview Level 4 Level 5 Marketing Unit Sector Overview The Marketing (MKG) unit sector incorporates specialist units of competency aimed at supporting and managing the marketing and communications functions of an organisation. Relevant job roles may include marketing coordinator, communications manager, marketing analyst, marketing consultant and public relations consultant. These skills may also be relevant for an individual who contributes to the marketing function of an organisation as part of their role. Marketing Level 6 Glossary of common terminology Code of practice Organisational policies Organisational procedures PESTEL Protocols SWOT A code of practice is a document prepared to provide practical guidance on how to comply with a general duty or specific duties according to specified standards or legislation. Organisational policies represent an overarching course of action adopted by an organisation. Organisational procedures relate to any established series of actions expected to be conducted in a certain order or manner. PESTEL stands for political, economic, social, technological, legal and environmental. Protocols outline explicit and specific plans that specify procedures to be followed in defined situations. SWOT stands for strengths, weaknesses, opportunities and threats. Marketing Unit of Competency guidance For further information regarding detailed interpretation of the units of competency in the `Marketing' unit stream, please refer to the interpretation guidance provided on pages 314 - 375. Content for each unit reflects those items identified in consultation that would benefit from guidance. Not all requirements of a unit of competency are addressed by this Manual. The information in this Guide is offered as supplementary interpretation guidance relating to the BSB Business Services Training Package Version 7. The interpretations and advice in this Guide are not enforceable and serve as guidance only. ASQA, VRQA and TAC are the sector regulators responsible for determining matters of compliance in relation to training providers. 323 Overview Marketing Level 4 Level 5 Level 6 BSBMKG431 Assess marketing opportunities Unit of Competency use in the BSB Training Package Core unit Qualifications N/A Skill sets BSBSS00098 Marketing Foundations Skill Set Elective unit BSB40120 Certificate IV in Business BSB40320 Certificate IV in Entrepreneurship and New Business BSB40820 Certificate IV in Marketing and Communication Unit of Competency Interpretation Summary Performance Criteria Notes 1.1 Select target market according to task requirements and in consultation with required personnel Task requirements may relate to: conducting market segmentation analysis preparing marketing plans preparing promotional plans preparing research reports. 1.2 Establish marketing objectives, organisational structure, and business and marketing plans according to task and organisational requirements 2.1 Perform a market segmentation according to task requirements 2.2 Identify relevant marketing factors for analysis of market segmentation according to task requirements Foundation Skills Required personnel may include: marketing managers supervisors. Marketing objectives, organisational structure, and business and marketing plans may be based on: access to new markets brand awareness growth increases in market share profit new product developments and services. Market segmentation elements may include: behavioural demographic geographic psychographic. Marketing factors for analysis may include: internal and external environments (e.g. PESTEL and SWOT analysis) macro and micro environments. Notes Writing: Prepares strategic business documentation incorporating appropriate vocabulary, grammatical structure and conventions appropriate to text and audience Strategic business documentation may include: briefs environmental analyses (e.g. PESTEL and SWOT) marketing plans supplier analysis. 324 Overview Marketing Level 4 Level 5 Level 6 BSBMKG431 Assess marketing opportunities Unit of Competency use in the BSB Training Package Core unit Qualifications N/A Skill sets BSBSS00098 Marketing Foundations Skill Set Elective unit BSB40120 Certificate IV in Business BSB40320 Certificate IV in Entrepreneurship and New Business BSB40820 Certificate IV in Marketing and Communication Unit of Competency Interpretation Summary Knowledge Evidence Notes Requirements of legislation affecting marketing roles Data collection and analysis techniques Legislation may include: Competition and Consumer Act 2010 Privacy Act 1988 Spam Act 2003. Data collection may include using: Australian Bureau of Statistics (ABS) data primary and secondary data quantitative and qualitative data. Elements of marketing planning Marketing communications concepts and processes Best practice techniques related to marketing Analysis techniques may relate to: market share sales ratios. Elements of marketing planning may include: budgets and finances objectives and strategies macro and micro situational analysis timelines. Marketing communications concepts and processes may relate to: branding online presence positioning public relations. Best practice techniques may include: industry benchmarking. 325 Overview Marketing Level 4 Level 5 Level 6 BSBMKG432 Research international markets Unit of Competency use in the BSB Training Package Core unit Qualifications N/A Skill sets N/A Elective unit BSB40820 Certificate IV in Marketing and Communication Unit of Competency Interpretation Summary Performance Criteria Notes 1.3 Identify and access sources of information relevant to international market research 2.2 Apply statistical analysis tools to information to identify trends 2.4 Document and report identified trends and factors that influence trends to relevant personnel Sources of information may include: academic publications internal and external specialists The Department of Foreign Affairs and Trade. Statistical analysis may include measuring: central tendency dispersion relationships and correlations. Factors that influence trends may include: demographics supply and demand seasonal variations. Foundation Skills Relevant personnel may include: external personnel (e.g. clients, customers) internal personnel (e.g. board of directors, Chief Executive Officers [CEO], marketing managers, supervisors). Notes Technology: Uses digital tools to complete tasks Knowledge Evidence Digital tools may include: word processing tools. Notes Cultural aspects relevant to research of international markets Market research techniques and tools, including statistical analysis Formats for reporting research outcomes External and internal information sources related to international markets Assessment Conditions Cultural aspects may relate to: behaviours demographics geography psychographics. Market research techniques may include conducting: internal and external environmental analysis (e.g. PESTEL and SWOT). Formats for reporting research outcomes may relate to: infographics organisational reports presentations. Information sources may include: academic publications internal and external specialists The Department of Foreign Affairs and Trade. Notes Workplace documentation for market research Workplace documentation may include: briefings reports. 326 Overview Level 4 Level 5 BSBMKG433 Undertake marketing activities Marketing Level 6 Unit of Competency use in the BSB Training Package Core unit Elective unit Qualifications BSB40820 Certificate IV in Marketing and Communication BSB40120 Certificate IV in Business Skill sets BSBSS00107 Marketing and Communication Foundations Skill Set Unit of Competency Interpretation Summary Performance Criteria Notes 1.1 Identify task requirements according to organisation's marketing plan and relevant policies and procedures 1.2 Review marketing activities according to industry trends and competitive activity 1.4 Seek approval of action plans from relevant personnel 2.1 Identify and access resources required for marketing activities according to action plan 2.2 Contribute to assigning responsibilities and functions to relevant marketing personnel Performance Evidence Policies and procedures may relate to: customer service privacy and confidentiality storage, security and access. Competitive activity may relate to: benchmarking data competitor analysis market presence size and number of marketing activities. Relevant personnel may include: marketing managers supervisors. Resources required for marketing activities may relate to: budgets and finances staff and outsourcing. Marketing personnel may include: external personnel (e.g. outsourced specialists) internal personnel (e.g. administrators, graphic artists and designers, marketing managers, product and brand managers, team members, website and technical developers). Notes Recording activities and processes used in marketing activity Knowledge Evidence Recording activities and processes may include: conducting meetings and taking minutes scheduling tasks and activities assigning formal roles and responsibilities using gantt charts. Notes Basic foundations of marketing practices Assessment Conditions Basic foundations of marketing practices may relate to analysing: 5 P's of Marketing (product, price, promotion, place, people) marketing mix Porter's Five Forces. Notes Marketing plans, policies and procedures Marketing plans, policies and procedures may vary depending on industry context and organisation size and type (e.g. public, private, not-for-profit). 327 Overview Marketing Level 4 Level 5 Level 6 BSBMKG434 Promote products and services Unit of Competency use in the BSB Training Package Core unit Qualifications N/A Skill sets BSBSS00098 Marketing Foundations Skill Set Elective unit BSB40120 Certificate IV in Business BSB40320 Certificate IV in Entrepreneurship and New Business BSB40820 Certificate IV in Marketing and Communication Unit of Competency Interpretation Summary Performance Criteria Notes 1.1 Identify need for promotion of product or service according to organisational and market requirements Organisational requirements may relate to: document filing and management ethical standards organisational goals and objectives privacy and confidentiality quality assurance procedures and manuals storage, security and access work health and safety (WHS). 1.2 Identify overall promotional objectives in consultation with relevant stakeholders 2.1 Allocate roles and responsibilities for delivery of promotional services and communicate to relevant personnel 3.1 Analyse effectiveness of planning processes using feedback and data Foundation Skills Market requirements may relate to: pricing and discount policies. Required stakeholders may include: marketing managers supervisors. Relevant personnel may include: external personnel (e.g. outsourced specialists) internal personnel (e.g. administrators, graphic artists and designers, marketing managers, product and brand managers, team members, website and technical developers). Data may include: external data from the Australian Bureau of Statistics (ABS) Internally-generated data market segmentation data (e.g. customer preferences and demographics). Notes Self-management: Adheres to legislative requirements and organisational policies and procedures Legislative requirements may relate to: Competition and Consumer Act 2010 Privacy Act 1988 Spam Act 2003. Teamwork: Selects and uses appropriate conventions and Conventions and protocols may relate to: protocols with a range of stakeholders to project a professional cadence and ways of working image while seeking or sharing information verbal and written communication. Technology: Uses a range of digital tools to access data, and to Digital tools may include: extract, organise, integrate and share relevant information digital communication tools (e.g. emails, social media) presentation tools spreadsheets word processing tools. 328 Overview Marketing Level 4 Level 5 Level 6 BSBMKG434 Promote products and services Unit of Competency use in the BSB Training Package Core unit Qualifications N/A Skill sets BSBSS00098 Marketing Foundations Skill Set Elective unit BSB40120 Certificate IV in Business BSB40320 Certificate IV in Entrepreneurship and New Business BSB40820 Certificate IV in Marketing and Communication Unit of Competency Interpretation Summary Knowledge Evidence Notes Internal and external stakeholders involved in coordinating promotional activities Internal stakeholders may include: marketing managers product and brand managers supervisors team members website and technical developers. Planning processes for organising promotional activities Common promotional activities that could be used to support the marketing objectives External stakeholders may include: agencies content writers copywriters outsourced specialists resource suppliers social media experts. A planning process may relate to: developing content schedule calendars identifying activity objectives, resource requirements, measurement tools and metrics monitoring and evaluation sign off and approvals target market analysis. Promotional activities may include: digital activities (e.g. social media and email announcements, online product launches, websites) traditional activities (e.g. print media, radio, client and employee events). 329 Overview Level 4 Level 5 BSBMKG435 Analyse consumer behaviour Marketing Level 6 Unit of Competency use in the BSB Training Package Core unit Qualifications BSB40820 Certificate IV in Marketing and N/A Communication Skill sets BSBSS00107 Marketing and Communication Foundations Skill Set Elective unit Unit of Competency Interpretation Summary Performance Criteria Notes 1.2 Identify consumer attributes for market from market profile and existing customer data Customer data may relate to: customer preferences purchasing behaviours sales history. 3.2 Clarify the role of the consumer in the digital marketing environment and model engagement conversations and interventions Engagement conversations and interventions may include: calls to action contests through social media platforms recognition posts and emails. 3.3 Confirm focus of appeal meets legal and ethical obligations and budgetary requirements of marketing plan Legal obligations may relate to: Competition and Consumer Act 2010 Privacy Act 1988 Spam Act 2003. Foundation Skills Ethical obligations may relate to: copyright corporate social responsibility (CSR) organisational and industry codes of practice sustainability. Notes Writing: Prepares strategic business documentation incorporating appropriate vocabulary, grammatical structure and conventions appropriate to purpose and audience Strategic business documentation may include: briefs environmental analyses (e.g. PESTEL and SWOT) marketing plans supplier analysis. Technology: Uses a range of digital tools to access data, and to Digital tools may include: extract, organise, integrate and share relevant information digital communication tools (e.g. emails, social media) presentation tools spreadsheets word processing tools. 330 Overview Level 4 Level 5 BSBMKG435 Analyse consumer behaviour Marketing Level 6 Unit of Competency use in the BSB Training Package Core unit Qualifications BSB40820 Certificate IV in Marketing and N/A Communication Skill sets BSBSS00107 Marketing and Communication Foundations Skill Set Elective unit Unit of Competency Interpretation Summary Knowledge Evidence Notes Marketing communication concepts and processes Marketing communication concepts and processes may relate to: branding online presence packaging public relations target audience. Current digital channels relevant to the business and consumer Digital channels may include: emails social media text messages websites. Organisational structures, procedures and marketing objectives Organisational structures and procedures may relate to: approvals and authorisation reporting protocols. Assessment Conditions Notes Software and technology for consumer behaviour analysis Software and technology may include: analytics software social media platforms survey software. 331 Marketing Overview Level 4 Level 5 Level 6 BSBMKG436 Design and test direct marketing activities Unit of Competency use in the BSB Training Package Core unit Qualifications N/A Skill sets N/A Elective unit BSB40820 Certificate IV in Marketing and Communication Unit of Competency Interpretation Summary Performance Criteria Notes 1.2 Identify types of direct marketing and select the most suitable form according to marketing objectives and goals Types of direct marketing may include marketing via: email direct mail online advertisements social media telephone. 2.1 Identify objectives and parameters for testing direct marketing activities Objectives for testing may include: evaluating distribution channels gauging customer interest identifying issues raising brand awareness. 2.3 Analyse and select testing method according to task objectives Testing methods may relate to: customer service distribution pricing products and services. 3.1 Collate results according to organisational policies and procedures Organisational policies and procedures may relate to: branding privacy and confidentiality storage, security and access. 3.2 Use statistical techniques to analyse results Statistical techniques may include measuring: averages relationships and correlations standard deviations. 3.3 Refine direct response offers according to results obtained Direct response offers may be communicated via: email direct mail online advertisements social media telephone. 3.4 Document and present results to relevant personnel according to organisational policies and procedures Relevant personnel may include: marketing managers supervisors. Foundation Skills Notes Self-management: Identifies, develops and follows explicit and implicit protocols and meets expectations associated with own role Explicit and implicit protocols may relate to: organisational culture reporting verbal and written communication. Technology: Identifies functions and key features of common digital systems and tools and operates them effectively to complete routine tasks Digital systems and tools may include: digital communication tools (e.g. emails, social media) presentation tools spreadsheets word processing tools. 332 Marketing Overview Level 4 Level 5 Level 6 BSBMKG436 Design and test direct marketing activities Unit of Competency use in the BSB Training Package Core unit Qualifications N/A Skill sets N/A Elective unit BSB40820 Certificate IV in Marketing and Communication Unit of Competency Interpretation Summary Knowledge Evidence Notes Marketing communication concepts and processes Media options for direct marketing activities Statistical methods, tests and techniques can be used for measurement and analysis Software applications used in direct marketing Assessment Conditions Marketing communication concepts and processes may relate to: branding online presence packaging public relations target audience. Media options may include: email direct mail online advertisements social media telephone. Statistical methods, tests and techniques may include measuring: averages relationships and correlations standard deviations. Software applications may include: content management software customer relationship management (CRM) databases marketing automation software. Notes Workplace documentation and resources relevant to performance evidence Workplace documentation and resources may include: briefings marketing plans organisational policies and procedures reports. 333 Overview Marketing Level 4 Level 5 Level 6 BSBMKG437 Create and optimise digital media Unit of Competency use in the BSB Training Package Core unit Qualifications N/A Skill sets N/A Elective unit BSB40820 Certificate IV in Marketing and Communication Unit of Competency Interpretation Summary Performance Criteria Notes 1.1 Identify measurable impact objectives for digital media Measurable impact objectives may relate to: brand promotion enhancing client engagement increasing sales. 1.2 Analyse existing online and offline channel data for insights and gaps in engagement and expectations Online and offline channel data may relate to: customer complaints and feedback repeat business number of views and sales. 1.3 Identify tools and technologies accessed by customers Tools and technologies may include: computers mobile devices social media websites. 1.4 Establish audience engagement characteristics, expectations and responses Audience engagement characteristics, expectations and responses may relate to: attitudes behaviours. 2.1 Use technology to create a deliverable according to task and organisational requirements Technology may include: presentation tools spreadsheets word processing tools. Foundation Skills Notes Writing: Researches, plans and prepares documentation using format and language appropriate to context, organisational requirements and audience Documentation may include: briefings marketing plans reports. Technology: Uses and manipulates digital technology to create, extend and enhance job role, products and capacity to deliver optimised digital media Digital technology may include: digital communication tools (e.g. emails) social media virtual meeting technology websites. Technology: Uses tools and technologies for visualisations, dashboards and reports for a unified view across multiple digital platforms Tools and technologies may include: data visualisation tools presentation tools spreadsheets word processing tools. 334 Overview Marketing Level 4 Level 5 Level 6 BSBMKG437 Create and optimise digital media Unit of Competency use in the BSB Training Package Core unit Qualifications N/A Skill sets N/A Elective unit BSB40820 Certificate IV in Marketing and Communication Unit of Competency Interpretation Summary Performance Evidence Notes Model and test alternative methods and techniques to optimise digital impact Alternative methods and techniques may relate to: customer service distribution pricing products and services. Use data evaluation methods Data evaluation methods may include: interviews and focus groups surveys. Knowledge Evidence Notes Industry level performance metrics and measures Characteristics of users across alternative digital channels Nodes of integration across multiple digital environments Assessment Conditions Performance metrics and measures may relate to: customer satisfaction efficiency quality revenue. Characteristics of users may relate to: behaviours demographic factors geographic factors psychographic factors. Nodes of integration may relate to: customers business units suppliers third-party software systems and technologies. Notes Legislation and regulations for digital media Legislation and regulations may relate to: Competition and Consumer Act 2010 Privacy Act 1988 Spam Act 2003. Communications equipment and technology required for task Communications equipment and technology may include: customer relationship management (CRM) databases digital communication tools (e.g. emails) virtual meeting technology. Workplace documentation and resources relevant to digital media Workplace documentation may include: briefings marketing plans organisational policies and procedures reports. Industry software packages and apps according to task Industry software packages and apps may include: requirements CRMs presentation tools spreadsheets word processing tools. 335 Marketing Overview Level 4 Level 5 Level 6 BSBMKG438 Implement and monitor advertising production Unit of Competency use in the BSB Training Package Core unit Qualifications N/A Skill sets N/A Elective unit BSB40820 Certificate IV in Marketing and Communication Unit of Competency Interpretation Summary Performance Criteria Notes 1.1 Confirm advertising and media requirements according to creative brief, organisational and legislative requirements 1.4 Seek approval from relevant stakeholders 3.4 Establish procedures for ongoing monitoring Foundation Skills Advertising and media requirements may relate to: branding online presence packaging. Relevant stakeholders may include: marketing managers supervisors. Procedures for ongoing monitoring may relate to: evaluating business relationships identifying risks and issues. Notes Teamwork: Uses a range of strategies to establish connections when communicating with relevant personnel to seek and share information Strategies to establish connections when communicating may relate to: frequency of communication using a mix of verbal, non-verbal and visual communication techniques. Technology: Uses digital technologies and systems to locate information, and enter data accurately Digital technologies and systems may include: customer relationship management (CRM) databases spreadsheets. Performance Evidence Notes Use appropriate industry technology Knowledge Evidence Industry technology may include: data servers social media websites. Notes Industry products and services including media types and media vehicles Legal and ethical requirements for the advertising industry Media types and media vehicles may include: internet magazines and newspapers podcasts radio social media television. Legal requirements may relate to: Competition and Consumer Act 2010 Privacy Act 1988 Spam Act 2003. Ethical requirements may relate to: copyright corporate social responsibility (CSR) organisational and industry codes of practice sustainability. 336 Marketing Overview Level 4 Level 5 Level 6 BSBMKG438 Implement and monitor advertising production Unit of Competency use in the BSB Training Package Core unit Qualifications N/A Skill sets N/A Elective unit BSB40820 Certificate IV in Marketing and Communication Unit of Competency Interpretation Summary Knowledge Evidence Notes Principles of advertising and marketing mix Assessment Conditions Principles of advertising and marketing mix may relate to: campaign duration customer packaging pricing products and services on offer visual consistency. Notes Software required to implement and monitor advertising plans Relevant organisational policies and procedures Relevant organisational scheduling procedures Software may include: project management software scheduling software. Organisational policies and procedures may relate to: branding privacy and confidentiality storage, security and access. Organisational scheduling procedures may relate to: communication protocols resource requirements technology use. 337 Marketing Overview Level 4 Level 5 Level 6 BSBMKG439 Develop and apply knowledge of communications industry Unit of Competency use in the BSB Training Package Core unit Qualifications BSB40820 Certificate IV in Marketing and N/A Communication Skill sets BSBSS00099 Communications and Public Relations Foundations Skill Set BSBSS00107 Marketing and Communication Foundations Skill Set Elective unit Unit of Competency Interpretation Summary Performance Criteria Notes 2.1 Identify resources and task requirements for developing deliverables, with relevant personnel 2.2 Use research to prepare deliverable according to organisational policies and procedures 2.4 Establish criteria for assessing deliverable Knowledge Evidence Relevant personnel may include: external personnel (e.g. outsourced specialists) internal personnel (e.g. marketing managers, product and brand managers, supervisors, team members, website and technical developers). Organisational policies and procedures may relate to: branding social media templates. Criteria for assessing deliverables may relate to: key performance indicators (KPIs) sales, profit and market analysis timelines. Notes Employment obligations and opportunities of the communications industry Current digital communications technologies, platforms and devices Principles and practices of communications and media strategies Assessment Conditions Employment obligations and opportunities may relate to: individual contracts industry codes of conduct. Digital communications technologies may include: cloud-based technology emails messaging services search engine optimisation social media virtual meeting technology. Principles and practices of communications may relate to: Australian Competition and Consumer Commission (ACCC) regulations communication styles and theories organisational and industry codes of conduct. Notes Legislation and regulations relevant to communications industry Legislation may include: Competition and Consumer Act 2010 Privacy Act 1988 Spam Act 2003. Regulations may relate to: ACCC regulations organisational and industry codes of conduct. 338 Marketing Overview Level 4 Level 5 Level 6 BSBMKG440 Apply marketing communication across a convergent industry Unit of Competency use in the BSB Training Package Core unit Elective unit Qualifications N/A BSB40820 Certificate IV in Marketing and Communication Skill sets BSBSS00099 Communications and Public Relations Foundations Skill Set Unit of Competency Interpretation Summary Performance Criteria Notes 1.4 Identify legislation, regulations and policies applicable to convergent industry Legislation may include: Competition and Consumer Act 2010 Privacy Act 1988 Spam Act 2003. 2.1 Identify existing convergent tools and techniques in the marketing communication environment and assess their applicability 3.3 Establish channels to respond to customer perspectives Foundation Skills Regulations and policies may relate to: Australian Competition and Consumer Commission (ACCC) regulations organisational and industry codes of conduct. Convergent tools and techniques may include: clustering and grouping critical thinking and analysis evaluation matrix. Channels may include: email direct mail social media telephone. Notes Writing: Researches, plans and prepares documentation using format and language appropriate to context, organisational requirements and audience Documentation may include: briefings marketing plans reports. Self-management: Identifies and complies with organisational policies and procedures, and legislative requirements Organisational policies and procedures may relate to: branding social media templates. Knowledge Evidence Legislative requirements may relate to those listed under `legislation' above. Notes Characteristics of convergent approaches to marketing communication Customers role within convergent marketing Characteristics of convergent approaches may relate to: customer-orientation integrated marketing supply chains. Customers role may be: at the centre of the marketing strategy (e.g. the customer is targeted through all means). 339 Marketing Overview Level 4 Level 5 Level 6 BSBMKG440 Apply marketing communication across a convergent industry Unit of Competency use in the BSB Training Package Core unit Elective unit Qualifications N/A BSB40820 Certificate IV in Marketing and Communication Skill sets BSBSS00099 Communications and Public Relations Foundations Skill Set Unit of Competency Interpretation Summary Knowledge Evidence Notes Impact of convergence on traditional marketing approaches Current technologies and distributed services that impact on convergent solutions Assessment Conditions Traditional marketing approaches may include: direct mail and sales print advertising word-of-mouth. Technologies and distributed services may include: customer relationship management (CRM) databases. Notes Workplace documentation and resources for marketing across a convergent industry Workplace documentation may include: briefings marketing plans organisational policies and procedures reports. 340 Marketing Overview Level 4 Level 5 Level 6 BSBMKG441 Develop public relations documents Unit of Competency use in the BSB Training Package Core unit Elective unit Qualifications N/A BSB40820 Certificate IV in Marketing and Communication Skill sets BSBSS00099 Communications and Public Relations Foundations Skill Set Unit of Competency Interpretation Summary Performance Criteria Notes 1.1 Identify task objectives and relevant legal and ethical frameworks Legal frameworks may relate to: Competition and Consumer Act 2010 Privacy Act 1988 Spam Act 2003. Ethical frameworks may relate to: copyright corporate social responsibility (CSR) organisational and industry codes of practice sustainability. 1.2 Research previous organisational public relations documents, distribution channel information and evaluation data Organisational public relations documents may include: briefings marketing and strategic plans media releases reports. 1.3 Confirm document objectives, message and process with relevant personnel Relevant personnel may include: external personnel (e.g. clients, outsourced specialists) internal personnel (e.g. marketing managers, product and brand managers, team members). 1.4 Identify resources, timelines and costs in consultation with relevant personnel Relevant personnel may include: external personnel (e.g. clients, outsourced specialists) internal personnel (e.g. marketing managers, product and brand managers, team members). 3.4 Record and file evaluation results and recommendations for Organisational policy and procedures may relate to: future improvements according to organisational policy and privacy and confidentiality procedure storage, security and access. Foundation Skills Notes Reading: Checks workplace documentation for clarity, accuracy, compliance with house style and legislative, regulatory and ethical requirements Workplace documentation may include those listed under `organisational public relations documents'. Self-management: Adheres to implicit and explicit organisation policies and procedures Implicit and explicit organisation policies and procedures may relate to: organisational culture reporting verbal and written communication. 341 Marketing Overview Level 4 Level 5 Level 6 BSBMKG441 Develop public relations documents Unit of Competency use in the BSB Training Package Core unit Elective unit Qualifications N/A BSB40820 Certificate IV in Marketing and Communication Skill sets BSBSS00099 Communications and Public Relations Foundations Skill Set Unit of Competency Interpretation Summary Knowledge Evidence Notes Principles and practices of public relations Principles and practices of public relations may relate to: brand and reputation communication styles and theories media relations. Methods to assess effectiveness of public relations documents in fulfilling task objectives, including stakeholder feedback Methods to assess effectiveness of public relations documents may include: analysing social media reach (e.g. social shares) conducting customer and client surveys and interviews monitoring number of views and sales. Key media and media distribution channels Key media and media distribution channels may include: email direct mail internet magazines and newspapers podcasts radio social media telephone television. Key provisions of relevant legislation, codes of practice and national standards that affect public relations campaigns Legislation may include: Competition and Consumer Act 2010 Privacy Act 1988 Spam Act 2003. Codes of practice and national standards may include: industry standards organisational and industry codes of practice. 342 Marketing Overview Level 4 Level 5 Level 6 BSBMKG442 Conduct e-marketing communications Unit of Competency use in the BSB Training Package Core unit Qualifications N/A Skill sets N/A Elective unit BSB40820 Certificate IV in Marketing and Communication Unit of Competency Interpretation Summary Performance Criteria Notes 1.1 Identify legal, ethical and organisational frameworks related to task requirements Legal frameworks may relate to: Competition and Consumer Act 2010 Privacy Act 1988 Spam Act 2003. Ethical and organisational frameworks may relate to: copyright corporate social responsibility (CSR) organisational and industry codes of practice sustainability. 1.4 Select e-marketing platforms for advertisement according to E-marketing platforms may include: task requirements and organisational policy internet advertisements social media websites. 3.2 Evaluate e-marketing advertisements against measures of effectiveness and record outcomes according to organisational requirements Measures of effectiveness may relate to: awareness customer satisfaction purchasing behaviours repeat business. Knowledge Evidence Organisational requirements may relate to: anti-discrimination privacy and confidentiality storage, security and access. Notes Key provisions of relevant legislation, codes of practice and national standards that affect marketing operations Legislation may include those listed under `legal frameworks' above. Intellectual property requirements Principles of marketing and advertising Codes of practice and national standards may include: industry standards organisational and industry codes of practice. Intellectual property requirements may relate to: copyright domain names trademarks. Principles of marketing and advertising may relate to: customers campaign duration creativity packaging pricing products and services on offer visual consistency. 343 Marketing Overview Level 4 Level 5 Level 6 BSBMKG442 Conduct e-marketing communications Unit of Competency use in the BSB Training Package Core unit Qualifications N/A Skill sets N/A Elective unit BSB40820 Certificate IV in Marketing and Communication Unit of Competency Interpretation Summary Knowledge Evidence Notes Software applications used in conducting electronic advertising and marketing Software applications may be used for: internet advertisements social media websites. Assessment Conditions Notes Legislation, regulations, standards and codes for e-marketing Legislation may include: Competition and Consumer Act 2010 Privacy Act 1988 Spam Act 2003. Workplace documentation and resources relevant to performance evidence Regulations, standards and codes may include: Australian Competition and Consumer Commission (ACCC) regulations industry standards organisational and industry codes of practice. Workplace documentation may include: briefings marketing plans organisational policies and procedures reports. 344 Marketing Overview Level 4 Level 5 Level 6 BSBMKG541 Identify and evaluate marketing opportunities Unit of Competency use in the BSB Training Package Core unit Qualifications BSB50620 Diploma of Marketing and Communication Skill sets BSBSS00108 Marketing and Communication Skill Set BSBSS00110 Business Development Skill Set Elective unit BSB50120 Diploma of Business Unit of Competency Interpretation Summary Performance Criteria Notes 2.2 Analyse the viability of each opportunity 3.1 Seek feedback from relevant stakeholders 3.5 Document and communicate viability of marketing opportunities to key stakeholders Foundation Skills Analysing the viability of each opportunity may include considering: environmental analysis (e.g. PESTEL and SWOT) long-term profitability macro and micro environmental conditions sustainability. Relevant stakeholders may include: external stakeholders (e.g. customers, suppliers) internal stakeholders (e.g. board of directors, finance teams, marketing managers, senior management, team members). Documenting viability may include: completing a competitive analysis using tables, charts and graphs writing reports. Notes Numeracy: Evaluates financial and marketing data using whole numbers, decimals and percentages to make accurate calculations Financial and marketing data may relate to: external data from Australian Bureau of Statistics (ABS) market share sales and profit data segmentation data (e.g. customer preferences and demographics). Self-management: Identifies and follows explicit and implicit organisational protocols and meets expectations associated with own role Explicit and implicit organisational protocols may relate to: organisational culture reporting verbal and written communication. 345 Marketing Overview Level 4 Level 5 Level 6 BSBMKG541 Identify and evaluate marketing opportunities Unit of Competency use in the BSB Training Package Core unit Qualifications BSB50620 Diploma of Marketing and Communication Skill sets BSBSS00108 Marketing and Communication Skill Set BSBSS00110 Business Development Skill Set Elective unit BSB50120 Diploma of Business Unit of Competency Interpretation Summary Knowledge Evidence Notes Key provisions of relevant legislation, codes of practice and national standards affecting marketing operations Legislation may include: Competition and Consumer Act 2010 Privacy Act 1988 Spam Act 2003. Statistical methods and techniques to evaluate marketing opportunities, including forecasting techniques Codes of practice and national standards may include: industry standards organisational and industry codes of practice. Statistical methods and techniques may include: evaluating return on investment (ROI) extrapolating trends identifying break-even points and correlations making projections. 346 Marketing Overview Level 4 Level 5 Level 6 BSBMKG542 Establish and monitor the marketing mix Unit of Competency use in the BSB Training Package Core unit Qualifications BSB50620 Diploma of Marketing and Communication N/A Skill sets BSBSS00108 Marketing and Communication Skill Set Elective unit Unit of Competency Interpretation Summary Performance Criteria Notes 1.4 Test effects of components of marketing mix on each other and relative importance to customer base Testing effects of components of marketing mix may include: conjoint analysis correlation analysis and interdependence market tests sales effects. 2.1 Identify required resources Resources may include: budgets and finances content production resources human capital technical expertise. 2.2 Brief stakeholders of roles and responsibilities in implementation Stakeholders may include: external stakeholders (e.g. outsourced specialists) internal stakeholders (e.g. marketing managers, product and brand managers, supervisors, team members). 2.3 Establish communication and team building strategies Communication and team building strategies may relate to: team theories (e.g. storming, norming, forming and performing). 2.4 Establish strategies for monitoring the marketing activities Strategies for monitoring the marketing activities may incorporate: customer and client feedback data analytics digital tools and software surveys variance analyses. Foundation Skills Notes Numeracy: Evaluates financial and marketing data using whole numbers, decimals and percentages to make accurate calculations Financial and marketing data may relate to: external data from Australian Bureau of Statistics (ABS) market share sales and profit data segmentation data (e.g. customer preferences and demographics). 347 Marketing Overview Level 4 Level 5 Level 6 BSBMKG542 Establish and monitor the marketing mix Unit of Competency use in the BSB Training Package Core unit Qualifications BSB50620 Diploma of Marketing and Communication N/A Skill sets BSBSS00108 Marketing and Communication Skill Set Elective unit Unit of Competency Interpretation Summary Knowledge Evidence Notes Organisational policies, procedures, products and services related to marketing Organisational policies and procedures may relate to: branding privacy and confidentiality storage, security and access. Principles and concepts of marketing, including consumer and buyer behaviour Principles and concepts of marketing may include: customers packaging pricing products and services on offer promotions. Elements of marketing mix Elements of marketing mix may include: customer service distribution pricing products and services promotions. Methods to gather and analyse marketing information, including Methods to gather marketing information may include: variances in marketing revenue and costs interviews and focus groups surveys. Assessment Conditions Notes Legislation, regulations and codes relevant to marketing mix Legislation may include: Competition and Consumer Act 2010 Privacy Act 1988 Spam Act 2003. Regulations and codes may include: Australian Competition and Consumer Commission (ACCC) regulations organisational and industry codes of practice. 348 Overview Marketing Level 4 Level 5 Level 6 BSBMKG543 Plan and interpret market research Unit of Competency use in the BSB Training Package Core unit Qualifications N/A Skill sets N/A Elective unit BSB50620 Diploma of Marketing and Communication Unit of Competency Interpretation Summary Performance Criteria Notes 1.2 Identify and select data collection methods 1.3 Develop market research plan 2.1 Obtain approval from relevant personnel to undertake market research 3.1 Analyse data obtained from market research using statistical and qualitative techniques 4.3 Present research findings to relevant stakeholders Foundation Skills Data collection methods may include: case studies desktop research focus groups one-on-one interviews surveys. Market research plans may include: budgets and finances competitor analysis consumer trends and demands environmental analysis (e.g PESTEL and SWOT) timelines. Relevant personnel may include: external stakeholders (e.g. clients, customers, suppliers) internal stakeholders (e.g. marketing managers, supervisors, enterprise owners). Statistical and qualitative techniques may include: analysing correlations benchmarking content and narrative analysis measuring averages and standard deviations. Relevant stakeholders may include: external stakeholders (e.g. clients, customers) internal stakeholders (e.g. marketing managers, supervisors, enterprise owners). Notes Technology: Uses digital technologies and systems to enter and analyse data and to present information Knowledge Evidence Digital technologies and systems may include: presentation tools spreadsheets virtual meeting technology word processing tools. Notes Software applications that are commonly used in quantitative and qualitative analysis Codes of practice and conduct relevant to marketing Software applications may include: digital survey tools spreadsheets. Codes of practice and conduct may include: organisational and industry codes of practice and conduct. 349 Overview Marketing Level 4 Level 5 Level 6 BSBMKG543 Plan and interpret market research Unit of Competency use in the BSB Training Package Core unit Qualifications N/A Skill sets N/A Elective unit BSB50620 Diploma of Marketing and Communication Unit of Competency Interpretation Summary Assessment Conditions Notes Legislation, regulations, standards and codes relevant to market research Legislation may include: Competition and Consumer Act 2010 Privacy Act 1988 Spam Act 2003. Workplace documentation and resources for market research. Regulations, standards and codes may include: Australian Competition and Consumer Commission (ACCC) regulations industry standards organisational and industry codes of practice. Workplace documentation may include: briefings marketing plans organisational policies and procedures research reports. 350 Marketing Overview Level 4 Level 5 Level 6 BSBMKG544 Plan and monitor direct marketing activities Unit of Competency use in the BSB Training Package Core unit Qualifications N/A Skill sets N/A Elective unit BSB50620 Diploma of Marketing and Communication Unit of Competency Interpretation Summary Performance Criteria Notes 1.5 Present direct marketing activities proposal to relevant personnel Direct marketing activities may include: advertisements emails letters telephone calls text messages websites. Relevant personnel may include: external personnel (e.g. clients, suppliers) internal personnel (e.g. marketing managers, supervisors, brand and product managers). 1.6 Develop indicators for evaluating direct marketing activities Indicators for evaluating direct marketing activities may relate to: automated and manual tasks budgets and finances resources target audience. 2.1 Initiate negotiations with relevant stakeholders and proceed Relevant stakeholders may include those listed under `relevant with selected direct marketing activities personnel' above. 2.3 Assemble resources to implement direct marketing activities according to direct marketing activities proposal, negotiation outcomes and legislative requirements Resources may include: equipment and materials finances staff technology. Foundation Skills Legislative requirements may relate to: Competition and Consumer Act 2010 Privacy Act 1988 Spam Act 2003. Notes Writing: Prepares detailed documentation using appropriate terminology and format to convey clear messages to team members and relevant stakeholders Documentation may include: briefings marketing plans reports. 351 Marketing Overview Level 4 Level 5 Level 6 BSBMKG544 Plan and monitor direct marketing activities Unit of Competency use in the BSB Training Package Core unit Qualifications N/A Skill sets N/A Elective unit BSB50620 Diploma of Marketing and Communication Unit of Competency Interpretation Summary Knowledge Evidence Notes Types of direct marketing activities Types of direct marketing activities may include: advertisements emails letters telephone calls text messages websites. Negotiation strategies Negotiation strategies may involve: accommodation avoidance collaboration competition compromisation. Methods of evaluating effectiveness of direct marketing activities Methods of evaluating effectiveness may include: analysing response rates conducting customer and client surveys and interviews reviewing sales data. Sources of advice available on contract requirements for direct marketing activities Sources of advice may include: business advisors legal representatives supervisors. Assessment Conditions Notes Workplace documents and data on direct marketing activities Workplace documents may include: briefings marketing plans organisational policies and procedures reports. 352 Overview Level 4 Level 5 BSBMKG545 Conduct marketing audits Marketing Level 6 Unit of Competency use in the BSB Training Package Core unit Qualifications N/A Skill sets N/A Elective unit BSB50620 Diploma of Marketing and Communication Unit of Competency Interpretation Summary Performance Criteria Notes 1.2 Identify scope of marketing audit and audit methodology according to organisational marketing plan 3.1 Identify external environmental factors that meet requirements of audit process 4.1 Identify criteria to use in an internal marketing audit according to organisational requirements 4.3 Record results according to organisational and audit requirements 5.3 Confirm accuracy of marketing audit report with relevant personnel Knowledge Evidence Audit methodology may depend on: associated risks audit scope nature of the engagement size and structure of the organisation. External environmental factors may include the following factors: cultural demographic economic legal political social. Criteria to use in an internal marketing audit may relate to: internal data (e.g. sales, product and service development) organisational structures and procedures. Organisational and audit requirements may relate to: document and file management privacy and confidentiality reporting storage, security and access. Relevant personnel may include: marketing managers senior management supervisors. Notes Research methodologies and data collection techniques appropriate to marketing audits Different types of marketing audits Research methodologies and data collection techniques may include: desktop research one-on-one interviews surveys. Types of marketing audits may relate to: environments functions organisations productivity strategies systems. 353 Marketing Overview Level 4 Level 5 BSBMKG545 Conduct marketing audits Level 6 Unit of Competency use in the BSB Training Package Core unit Qualifications N/A Skill sets N/A Elective unit BSB50620 Diploma of Marketing and Communication Unit of Competency Interpretation Summary Assessment Conditions Notes Documentation and resources used to conduct marketing audit activities Documentation and resources may include: environmental analysis (e.g. PESTEL and SWOT) marketing and research plans organisational policies and procedures reports. 354 Marketing Overview Level 4 Level 5 Level 6 BSBMKG546 Develop social media engagement plans Unit of Competency use in the BSB Training Package Core unit Qualifications N/A Skill sets N/A Elective unit BSB50120 Diploma of Business BSB50620 Diploma of Marketing and Communication Unit of Competency Interpretation Summary Performance Criteria Notes 1.2 Research and document characteristics and online habits of the target audience according to organisational policy Organisational policy may relate to: privacy and confidentiality storage, security and access. 1.3 Identify and analyse common responses to triggers, interventions, and preferred and avoided behaviours on social media platforms and applications Responses to triggers, interventions and preferred and avoided behaviour may relate to: consistent messaging frequency of content shared type of content shared (e.g. promotional content). 1.5 Document research results and deliver to appropriate personnel Appropriate personnel may include: external stakeholders (e.g. customers, clients, suppliers) internal stakeholders (e.g. marketing managers, brand and product managers, supervisors). 2.3 Establish metrics for social media performance according to Metrics for social media performance may include: organisational strategies level of target audience engagement response rates sales conversions social media reach (e.g. social media views and shares). 3.3 Identify and implement relevant tools and automate the engagement process in applicable delivery areas Tools may include: automations (e.g. automatic updates on social media). 4.1 Develop plan for ongoing review of performance using a social media analytics service Social media analytics services may include: analytics software (e.g. Google Analytics). Knowledge Evidence Notes Features of existing legislation and policy relevant to social media Legislation may include: Competition and Consumer Act 2010 Privacy Act 1988 Spam Act 2003. Features of existing social media platforms and their relevance to key industry functions Features of existing social media platforms may include: advertisement and promotional features engagement features (e.g. likes and comments) personal details. Performance measures commonly used to evaluate social media engagement Performance measures may include: level of target audience engagement response rates sales conversions social media reach (e.g. social media views and shares). 355 Marketing Overview Level 4 Level 5 Level 6 BSBMKG546 Develop social media engagement plans Unit of Competency use in the BSB Training Package Core unit Qualifications N/A Skill sets N/A Elective unit BSB50120 Diploma of Business BSB50620 Diploma of Marketing and Communication Unit of Competency Interpretation Summary Assessment Conditions Notes Legislation and regulations for business social media engagement Workplace documentation and resources relevant to performance evidence. Regulations may include: Australian Competition and Consumer Commission (ACCC) regulations. Workplace documentation may include: briefings marketing and social media engagement plans organisational policies and procedures reports. 356 Marketing Overview Level 4 Level 5 Level 6 BSBMKG547 Develop strategies to monetise digital engagement Unit of Competency use in the BSB Training Package Core unit Qualifications N/A Skill sets N/A Elective unit BSB50620 Diploma of Marketing and Communication Unit of Competency Interpretation Summary Performance Criteria Notes 1.1 Identify task requirements and applicable legal, organisational and financial frameworks Legal frameworks may relate to: Competition and Consumer Act 2010 Privacy Act 1988 Spam Act 2003. Organisational and financial frameworks may relate to: branding budgets and financial statements organisational policies and procedures privacy and confidentiality storage, security and access. 1.2 Prepare criterion for channel monetisation according to organisational marketing strategies Criterion for channel monetisation may relate to: customer reach technical capabilities. 3.1 Negotiate processing parameters with relevant Processing parameters may depend on: stakeholders according to task requirements and organisational digital channels strategies specific technical capabilities. 4.1 Conduct review of performance with financial analytics service according to organisational strategies 4.2 Track transaction metrics using suitable technologies 4.4 Evaluate and report on monetisation effectiveness to relevant personnel Foundation Skills Relevant stakeholders may include: external stakeholders (e.g. clients) internal stakeholders (e.g. marketing managers, supervisors, brand and product managers, website and technical developers). Financial analytics services may include: analytics software (e.g. Google Analytics). Transaction metrics may relate to: pay-per-click and cost-per-click repeat purchases. Relevant personnel may include those listed under `relevant stakeholders' above. Notes Reading: Identifies and analyses complex texts to determine legislative, regulatory and business requirements Complex texts may include: legislation organisational policies and procedures. 357 Marketing Overview Level 4 Level 5 Level 6 BSBMKG547 Develop strategies to monetise digital engagement Unit of Competency use in the BSB Training Package Core unit Qualifications N/A Skill sets N/A Elective unit BSB50620 Diploma of Marketing and Communication Unit of Competency Interpretation Summary Knowledge Evidence Notes Features of digital applications required to enable transactions Features of digital applications may include: instant payments internet banking mobile wallets. Engagement features of common digital financial transaction systems Engagement features may include: mobile device accessibility transaction history. Financial services legislation that impact on digital financial transactions Financial services legislation may include: Corporations Act 2001 Financial Services Reform Act 2001. Assessment Conditions Notes Legislation and regulations relevant to monetising engagements for businesses Legislation may include: Competition and Consumer Act 2010 Corporations Act 2001 Financial Services Reform Act 2001 Privacy Act 1988 Spam Act 2003. Software and technology for monetising engagements for businesses Software and technology may include: digital payment software. Workplace documentation and resources including policies and procedures for strategy development and business engagements Workplace documentation may include: briefings marketing and research plans reports. 358 Marketing Overview Level 4 Level 5 Level 6 BSBMKG548 Forecast international market and business needs Unit of Competency use in the BSB Training Package Core unit Qualifications N/A Skill sets BSBSS00110 Business Development Skill Set Elective unit BSB50120 Diploma of Business BSB50620 Diploma of Marketing and Communication Unit of Competency Interpretation Summary Performance Criteria Notes 1.2 Apply forecasting technique to Australian and international markets and identify trends and developments Forecasting techniques may include: projections scenario planning surveys time series analysis. 2.1 Identify organisational business capabilities and resources Organisational business capabilities may relate to: communications distribution channels external environment technology. 3.3 Discuss recommendations with relevant personnel Foundation Skills Resources may include: brand equipment and materials human capital technology. Relevant personnel may include: external personnel (e.g. clients, suppliers) internal personnel (e.g. marketing managers, supervisors, senior management, colleagues). Notes Numeracy: Analyses and interprets complex business data to track strengths and weaknesses and to forecast trends Complex business data may include: credit and financial information organisation profiles profitability sales data and trends. Technology: Uses a range of digital applications to access and filter data, extract, organise, integrate and share relevant information Digital applications may include: presentation tools spreadsheets virtual meeting technology word processing tools. Knowledge Evidence Notes Legislative and regulatory context of organisation in relation to forecasting market and business needs Legislative context may relate to: Competition and Consumer Act 2010 Privacy Act 1988 Spam Act 2003. Regulatory context may relate to: Australian Competition and Consumer Commission (ACCC) regulations. 359 Marketing Overview Level 4 Level 5 Level 6 BSBMKG548 Forecast international market and business needs Unit of Competency use in the BSB Training Package Core unit Qualifications N/A Skill sets BSBSS00110 Business Development Skill Set Elective unit BSB50120 Diploma of Business BSB50620 Diploma of Marketing and Communication Unit of Competency Interpretation Summary Knowledge Evidence Notes Organisational information for forecasting international market and business needs including core activities and capabilities International market and business needs may relate to: accessibility customer preferences and purchasing behaviours demand and supply target markets. Software commonly used in marketing forecasting and analysis Software may include: spreadsheets. Assessment Conditions Notes Legislation, regulations, standards and codes related to forecasting international marketing needs Legislation may include: Competition and Consumer Act 2010 Privacy Act 1988 relevant international legislation Spam Act 2003. Workplace documentation and resources relevant to performance evidence Regulations, standards and codes may include: ACCC regulations industry standards organisational and industry codes of practice. Workplace documentation may include: briefings marketing and research plans organisational policies and procedures reports. 360 Marketing Overview Level 4 Level 5 Level 6 BSBMKG549 Profile and analyse consumer behaviour for international markets Unit of Competency use in the BSB Training Package Core unit Qualifications N/A Skill sets N/A Elective unit BSB50120 Diploma of Business BSB50620 Diploma of Marketing and Communication Unit of Competency Interpretation Summary Performance Criteria Notes 1.5 Develop positioning strategy 3.1 Determine strategies for profiling and analysing consumer behaviours 3.2 Seek areas for improvement to developed strategy in consultation with relevant personnel Foundation Skills Positioning strategies may relate to: customer benefits pricing product characteristics (e.g. colour, size, shape) product use and application. Strategies for profiling and analysing consumer behaviours may relate to: comparing qualitative and quantitative data market segmentation. Relevant personnel may include: marketing managers supervisors. Notes Technology: Uses digital tools to gather and analyse data about Digital tools may include: consumer behaviours customer relationship management (CRM) databases spreadsheets. Knowledge Evidence Notes Consumer profile content including consumer characteristics in standard statistical terms Consumer characteristics may relate to: behaviours demographics geography psychographics. Market profiling techniques and related software programs Market profiling techniques may involve: desktop research interviews surveys. Sources of information on international markets Sources of information may include: international databases international trade specialists internet. Segment descriptors to define international target markets Segment descriptors may relate to: behaviours demographics geography psychographics. 361 Marketing Overview Level 4 Level 5 Level 6 BSBMKG549 Profile and analyse consumer behaviour for international markets Unit of Competency use in the BSB Training Package Core unit Qualifications N/A Skill sets N/A Elective unit BSB50120 Diploma of Business BSB50620 Diploma of Marketing and Communication Unit of Competency Interpretation Summary Assessment Conditions Notes Legislation, regulations, standards for markets for international markets Legislation may include: Competition and Consumer Act 2010 Privacy Act 1988 relevant international legislation Spam Act 2003. Regulations and standards may include: Australian Competition and Consumer Commission (ACCC) regulations industry standards international standards and regulations. 362 Marketing Overview Level 4 Level 5 Level 6 BSBMKG550 Promote products and services to international markets Unit of Competency use in the BSB Training Package Core unit Qualifications N/A Skill sets N/A Elective unit BSB50120 Diploma of Business BSB50620 Diploma of Marketing and Communication Unit of Competency Interpretation Summary Performance Criteria Notes 1.1 Identify and confirm task objectives and requirements, budget timeline, and target market with relevant stakeholders 1.2 Access relevant information for assistance in planning 1.3 Develop a potential range of promotional activities for international target market according to regulatory and organisational guidelines, international requirements and promotional plans 2.1 Identify and prepare personnel and resources for implementation of promotional activity Relevant stakeholders may include: external stakeholders (e.g. clients, contractors, suppliers, agencies) internal stakeholders (e.g. marketing managers, brand and product managers, senior management). Relevant information may be sourced from: academic publications internal and external specialists international databases international government departments and agencies The Department of Foreign Affairs and Trade. Promotional activities may include: advertisements events and functions media releases and announcements product launches websites. Personnel may include: contractors marketing staff promotional staff Resources may include: budgets and finances promotional products technology venues. 2.2 Implement marketing activity according to legal, regulatory and organisational requirements Legal requirements may relate to: Competition and Consumer Act 2010 Privacy Act 1988 Spam Act 2003. Foundation Skills Regulatory and organisational requirements may relate to: Australian Competition and Consumer Commission (ACCC) regulations ethical standards privacy and confidentiality quality processes and standards storage, security and access work health and safety (WHS). Notes Self-management: Identifies and follows explicit and implicit protocols and meets expectations associated with own role Explicit and implicit protocols may relate to: organisational culture reporting verbal and written communication. 363 Marketing Overview Level 4 Level 5 Level 6 BSBMKG550 Promote products and services to international markets Unit of Competency use in the BSB Training Package Core unit Qualifications N/A Skill sets N/A Elective unit BSB50120 Diploma of Business BSB50620 Diploma of Marketing and Communication Unit of Competency Interpretation Summary Foundation Skills Notes Technology: Uses a range of digital applications to access data, Digital applications may include: extract, organise, and integrate relevant information customer relationship management (CRM) databases spreadsheets word processing tools. Knowledge Evidence Notes Key provisions of legislation, codes of practice and standards affecting international market promotion opportunities Strategies for building and maintaining client relationships Marketing concepts, principles and strategies Evaluation principles and strategies Assessment Conditions Codes of practice and standards may relate to: ethical and industry standards organisational and industry codes of practice. Strategies for building and maintaining client relationships may relate to: frequency of communication using a mix of verbal, non-verbal and visual communication techniques. Marketing concepts, principles and strategies may relate to: branding customers online presence packaging positioning pricing products and services on offer promotions public relations. Evaluation principles and strategies may relate to: regular evaluation practices value chain feedback (e.g. from suppliers and customers). Notes Workplace documentation and resources relevant to performance evidence Organisational policies for promoting products and services to international markets Workplace documentation may include: briefings marketing and research plans organisational policies and procedures reports. Organisational policies may relate to: privacy and confidentiality quality processes and standards storage, security and access WHS. 364 Marketing Overview Level 4 Level 5 Level 6 BSBMKG551 Create multiplatform advertisements for mass media Unit of Competency use in the BSB Training Package Core unit Qualifications N/A Skill sets N/A Elective unit BSB50620 Diploma of Marketing and Communication Unit of Competency Interpretation Summary Performance Criteria Notes 2.2 Prepare multiplatform advertisements for mass media according to task objectives, client and platform specifications Foundation Skills Task objectives, client and platform specifications may relate to: brand design technology. Notes Learning: Identify and interpret a range of textual information to ensure client requirements and legal and ethical requirements are met Legal requirements may relate to: Competition and Consumer Act 2010 Privacy Act 1988 Spam Act 2003. Technology: Identifies purposes, specific functions and key features of common digital systems and tools, and operates them effectively to product digital media Knowledge Evidence Ethical requirements may relate to: ethical and industry standards organisational policies and procedures. Digital systems and tools may include: graphic design applications social media platforms video editing software websites. Notes Purposes and principles of advertising Purposes and principles of advertising may relate to: establishing market presence raising awareness of brands, products and services. Principles of consumer behaviour Principles of consumer behaviour may relate to: personal factors (e.g. age, occupation, lifestyle) psychological factors (e.g. motivation, perception, attitudes) social and cultural factors (e.g. community, family, religion). Content and development requirements for specific advertising platform Content and development requirements may relate to: research and planning resources (e.g. staff, equipment and materials) technology. 365 Marketing Overview Level 4 Level 5 Level 6 BSBMKG551 Create multiplatform advertisements for mass media Unit of Competency use in the BSB Training Package Core unit Qualifications N/A Skill sets N/A Elective unit BSB50620 Diploma of Marketing and Communication Unit of Competency Interpretation Summary Assessment Conditions Notes Organisational policies and procedures for developing advertisements Organisational policies and procedures may relate to: ethical standards privacy and confidentiality quality processes and standards storage, security and access work health and safety (WHS). 366 Marketing Overview Level 4 Level 5 Level 6 BSBMKG552 Design and develop marketing communication plans Unit of Competency use in the BSB Training Package Core unit Qualifications BSB50620 Diploma of Marketing and Communication N/A Skill sets BSBSS00108 Marketing and Communication Skill Set Elective unit Unit of Competency Interpretation Summary Performance Criteria Notes 1.2 Obtain client and product information 2.1 Undertake and document research according to task requirements 2.2 Communicate outcomes and findings to relevant stakeholders 2.6 Establish success measures for marketing communication plan 3.2 Present marketing communication plan to client Foundation Skills Client and product information may include: branding positioning organisational objectives and strategic direction sales segmentation information. Research may include: primary and secondary research. Relevant stakeholders may include: external stakeholders (e.g. clients, suppliers) internal stakeholders (e.g. marketing managers, brand and product managers, supervisors). Success measures may include: brand awareness key performance indicators (KPIs) profit revenue. Presenting may include using: digital tools (e.g. presentation tools, virtual meeting technology) effective and persuasive communication techniques. Notes Reading: Identifies, analyses and evaluates complex texts to determine requirements of advertising brief, legislative, regulatory and business requirements Technology: Uses digital technologies to enter data, organise and present information Knowledge Evidence Complex texts may include: legislation organisational policies and procedures. Digital technologies may include: customer relationship management (CRM) databases presentation tools spreadsheets word processing tools. Notes Procedures for developing budget proposals Procedures for developing budget proposals may include using: marketing budget templates spreadsheets. 367 Marketing Overview Level 4 Level 5 Level 6 BSBMKG552 Design and develop marketing communication plans Unit of Competency use in the BSB Training Package Core unit Qualifications BSB50620 Diploma of Marketing and Communication N/A Skill sets BSBSS00108 Marketing and Communication Skill Set Elective unit Unit of Competency Interpretation Summary Assessment Conditions Notes Legislation, regulations and codes of practice for marketing communications plans Legislation may include: Competition and Consumer Act 2010 Privacy Act 1988 Spam Act 2003. Regulations and codes of practice may include: Australian Competition and Consumer Commission (ACCC) regulations organisational and industry codes of practice. 368 Overview Marketing Level 4 Level 5 Level 6 BSBMKG553 Develop public relations campaigns Unit of Competency use in the BSB Training Package Core unit Qualifications N/A Skill sets BSBSS00116 Campaign Management Skill Set Elective unit BSB50620 Diploma of Marketing and Communication Unit of Competency Interpretation Summary Performance Criteria Notes 1.1 Identify objective of a complex public relations campaign brief Objectives of a complex public relations campaign may include: improving relationships increasing public support managing reputation. 1.2 Identify campaign's messages, strategies, roles and Resource requirements and client requirements may relate responsibilities, resource requirements, and client requirements to: budgets and finances media deadlines and personnel target audience. 1.3 Identify legal and ethical constraints in the brief Legal constraints may relate to: Competition and Consumer Act 2010 Privacy Act 1988 Spam Act 2003. 2.2 Identify and evaluate a range of options for message concepts 2.4 Consult media directories and confirm suitable journalists and personnel are selected for campaign 3.4 Develop and document control mechanisms 3.5 Finalise plan and present document to relevant stakeholders Ethical constraints may relate to: ethical standards and principles organisational and industry codes of practice societal and cultural expectations and influences. Message concepts may relate to: corporate social responsibility (CSR) employee relations public affairs. Suitable journalists and personnel may depend on: nature of public relations campaign public perceptions target audience. Control mechanisms may relate to: contingency plans incentives. Relevant stakeholders may include: external stakeholders (e.g. clients, suppliers) internal stakeholders (e.g. marketing managers, brand and product managers, supervisors, website and technical developers). 369 Overview Marketing Level 4 Level 5 Level 6 BSBMKG553 Develop public relations campaigns Unit of Competency use in the BSB Training Package Core unit Qualifications N/A Skill sets BSBSS00116 Campaign Management Skill Set Elective unit BSB50620 Diploma of Marketing and Communication Unit of Competency Interpretation Summary Foundation Skills Notes Technology: Uses digital applications to record, store, retrieve and share documents Knowledge Evidence Digital applications may include: cloud-based storage systems digital collaboration tools (e.g. emails) presentation tools spreadsheets virtual meeting technology word processing tools. Notes Key provisions of relevant legislation, codes of practice and national standards that affect public relations Techniques for managing complex public relations projects Techniques used to identify and manage risks Codes of practice and national standards may include: industry standards organisational and industry codes of practice. Techniques for managing complex public relations projects may include: undertaking effective planning processes using project management and scheduling tools and software. Techniques used to identify and manage risks may include: conducting risk analyses developing risk management plans using risk registers and risk matrices. 370 Marketing Overview Level 4 Level 5 Level 6 BSBMKG554 Plan and develop public relations publications Unit of Competency use in the BSB Training Package Core unit Qualifications N/A Skill sets N/A Elective unit BSB50620 Diploma of Marketing and Communication Unit of Competency Interpretation Summary Performance Criteria Notes 1.3 Summarise findings to relevant stakeholders 1.4 Analyse and select criteria for segmenting audience according to research findings and objectives 2.1 Document and obtain agreement on publication objectives and central message from relevant personnel according to legal and regulatory requirements Relevant stakeholders may include: external stakeholders (e.g. clients, suppliers) internal stakeholders (e.g. marketing managers, brand and product managers, supervisors, website and technical developers). Criteria for segmenting audience may include: personal factors (e.g. age, occupation, lifestyle) psychological factors (e.g. motivation, perception, attitudes) social and cultural factors (e.g. community, family, religion). Legislative requirements may relate to: Competition and Consumer Act 2010 Privacy Act 1988 Spam Act 2003. 2.5 Develop criteria to test and evaluate success of the publication 3.3 Select and contract suppliers to complete publication production processes Foundation Skills Regulatory requirements may relate to: Australian Competition and Consumer Commission (ACCC) regulations. Criteria to test and evaluate success may relate to: improving brand reputation increasing organisational awareness increasing sales. Publication production processes include: editing distributing marketing printing reviewing and approving. Notes Technology: Uses digital applications to record, store, retrieve and share documents Digital applications may include: cloud-based storage systems digital collaboration tools (e.g. emails) presentation tools spreadsheets virtual meeting technology word processing tools. 371 Marketing Overview Level 4 Level 5 Level 6 BSBMKG554 Plan and develop public relations publications Unit of Competency use in the BSB Training Package Core unit Qualifications N/A Skill sets N/A Elective unit BSB50620 Diploma of Marketing and Communication Unit of Competency Interpretation Summary Knowledge Evidence Notes Internal and external factors that may impact publication requirements Internal factors may include: communication practices organisational policies and procedures. Primary and secondary research methods and use in public relations External factors may include: economic trends external stakeholder perceptions legislation public expectations and influences. Primary research methods may include: environmental analysis (e.g. PESTEL and SWOT) interviews observations surveys. Criteria used to select team members Key provisions of relevant legislation, codes of practice and national standards that affect public relations Secondary research methods may include: annual reports customer feedback and complaint records sales reports. Criteria used to select team members may be based on: capability capacity experience task requirements. Legislation may include: Competition and Consumer Act 2010 Privacy Act 1988 Spam Act 2003. Relevance of ethics to public relations Assessment Conditions Codes of practice and national standards may include: industry standards organisational and industry codes of practice. Ethics may relate to: anti-discrimination corporate social responsibility (CSR) sustainability. Notes Workplace documentation and resources relevant to performance evidence Workplace documentation may include: briefings marketing and public relations plans organisational policies and procedures reports. 372 Overview Level 4 Level 5 BSBMKG555 Write persuasive copy Marketing Level 6 Unit of Competency use in the BSB Training Package Core unit Qualifications BSB50620 Diploma of Marketing and Communication N/A Skill sets BSBSS00108 Marketing and Communication Skill Set Elective unit Unit of Competency Interpretation Summary Performance Criteria Notes 1.2 Assess and select writing techniques according to creative brief Writing techniques may include using: alliteration hyperboles metaphors personifications similes. 2.2 Select option/s for communicating required information and images within time and budgetary requirements Options for communicating may include using: graphic design elements special effects text and headlines. 3.3 Seek approval for persuasive content from relevant personnel prior to release Relevant personnel may include: external personnel (e.g. clients, outsourced specialists) internal personnel (e.g. marketing managers, product and brand managers, supervisors, team members). Knowledge Evidence Notes Legislation, standards and codes of practice affecting production and delivery of copy Legislation may include: Competition and Consumer Act 2010 Privacy Act 1988 Spam Act 2003. Constraints to be considered during analysis, evaluation and preparation of copy Assessment Conditions Standards and codes of practice may include: industry standards organisational and industry codes of practice. Constraints may relate to: budgets and finances data integrity legislation resources. Notes Equipment and resources for advanced copywriting and design Equipment and resources may include: licensed and online design and copywriting software. 373 Marketing Overview Level 4 Level 5 Level 6 BSBMKG621 Develop organisational marketing strategy Unit of Competency use in the BSB Training Package Core unit Qualifications BSB60520 Advanced Diploma of Marketing and N/A Communication Skill sets N/A Elective unit Unit of Competency Interpretation Summary Performance Criteria Notes 1.2 Complete a situational analysis and identify factors impacting marketing direction and performance of the organisation Factors impacting marketing direction and performance may relate to: budgets and finances economic trends competitor behaviour customer preferences and demands resource and supplier availability. 2.1 Identify and analyse marketing opportunities for viability and contribution to the business Analysing marketing opportunities for viability may incorporate: environmental analysis (e.g. PESTEL and SWOT) long-term profitability analysis macro and micro environmental analysis sustainability analysis. 3.2 Formulate related key performance indicators for marketing strategy Key performance indicators may relate to: customer lifetime value return on investment (ROI) sales revenue social media engagement website traffic. 3.3 Develop risk management strategy, and identify risks and manage contingencies Risk management strategies may include: completing a risk matrix contingency planning developing risk mitigation plans. Foundation Skills Risks may relate to: business operations competitors internal environment macro and micro environments threats identified in SWOT analysis. Notes Technology: Uses a range of digital applications to access data, Digital applications may include: extract, organise, and integrate relevant information cloud-based storage systems customer relationship management (CRM) databases presentation tools spreadsheets word processing tools. 374 Marketing Overview Level 4 Level 5 Level 6 BSBMKG621 Develop organisational marketing strategy Unit of Competency use in the BSB Training Package Core unit Qualifications BSB60520 Advanced Diploma of Marketing and N/A Communication Skill sets N/A Elective unit Unit of Competency Interpretation Summary Knowledge Evidence Notes Cost-benefit analysis techniques Key provisions of relevant legislation, codes of practice and national standards affecting marketing operations Cost-benefit analysis techniques may include: break-even analysis click through rates ratio analysis return on investment (ROI) weighted averages. Legislation may include: Competition and Consumer Act 2010 Privacy Act 1988 Spam Act 2003. Principles and concepts of marketing and evaluation methodologies Codes of practice and national standards may include: industry standards organisational and industry codes of practice. Principles and concepts of marketing may relate to: branding customers online presence packaging positioning pricing products and services on offer promotions public relations. Evaluation methodologies may include: comparative and competitive analysis value chain analysis. 375 Marketing Overview Level 4 Level 5 Level 6 BSBMKG622 Manage organisational marketing processes Unit of Competency use in the BSB Training Package Core unit Qualifications BSB60520 Advanced Diploma of Marketing and N/A Communication Skill sets N/A Elective unit Unit of Competency Interpretation Summary Performance Criteria Notes 2.3 Develop communication strategy and confirm collaboration between relevant personnel in the marketing mix Relevant personnel may include: external personnel (e.g. clients, suppliers, outsourced specialists) internal personnel (e.g. marketing managers, product and brand managers, supervisors, team members). 2.5 Identify and address individual and team underperformance, according to organisational policies and procedures 3.1 Monitor overall marketing progress against performance targets use marketing metrics Foundation Skills Marketing mix may include: distribution pricing product and service design, quality and features promotion. Individual and team underperformance may be identified through: human resources (HR) content performance management processes. Marketing metrics may relate to: customer lifetime value return on investment (ROI) sales revenue social media engagement website traffic. Notes Writing: Prepares detailed documentation using appropriate terminology and format to convey clear messages to team members and relevant stakeholders Knowledge Evidence Documentation may include: briefings marketing and research plans reports. Notes Principles of marketing, strategic analysis and strategic management Principles of marketing may relate to: branding customers online presence packaging positioning pricing products and services on offer promotions public relations. 376 Overview Level 4 Level 5 BSBMKG623 Develop marketing plans Marketing Level 6 Unit of Competency use in the BSB Training Package Core unit Qualifications BSB60520 Advanced Diploma of Marketing and N/A Communication Skill sets N/A Elective unit Unit of Competency Interpretation Summary Performance Criteria Notes 1.1 Research market conditions 1.2 Consult with key stakeholders and seek additional context 2.2 Develop marketing strategies according to marketing objectives and legal and ethical requirements Market conditions may relate to: external environments (e.g. political, economic, social) internal business environments (e.g. supply, resources). Key stakeholders may include: external stakeholders (e.g. clients, outsourced specialists) internal stakeholders (e.g. marketing managers, product and brand managers, supervisors, team members). Legal requirements may relate to: Competition and Consumer Act 2010 Privacy Act 1988 Spam Act 2003. Knowledge Evidence Ethical requirements may relate to: ethical and industry standards organisational policies and procedures. Notes Common marketing strategies and marketing approaches Marketing strategies may relate to: distribution channels low costs of production product and service differentiation (e.g. features) product range and mix. Processes to ensure marketing strategies, approaches and marketing mix align to organisation's objectives and are legal, ethical and achievable Assessment Conditions Marketing approaches may relate to: e-marketing direct marketing mass marketing target marketing. Processes to ensure marketing strategies, approaches and marketing mix align to organisation's objectives may include: communicating potential legal and ethical impacts developing long-term and short-term business goals. Notes Legislation, regulations, standards and codes relevant to developing marketing plans Legislation may include those listed under `legal requirements' above. Regulations, standards and codes may include: Australian Competition and Consumer Commission (ACCC) regulations organisational and industry codes of practice. 377 Overview Level 4 Level 5 BSBMKG624 Manage market research Marketing Level 6 Unit of Competency use in the BSB Training Package Core unit Qualifications N/A Skill sets N/A Elective unit BSB60520 Advanced Diploma of Marketing and Communication Unit of Competency Interpretation Summary Performance Criteria Notes 1.1 Access policies and procedures and relevant regulatory guidelines relevant to market research Policies and procedures may relate to: privacy and confidentiality quality assurance work health and safety (WHS). 3.1 Monitor work plan activity and confirm market research project plan comply with relevant organisational and legal requirements 4.5 Seek feedback from relevant stakeholders on research process and findings Foundation Skills Regulatory guidelines may relate to: Australian Competition and Consumer Commission (ACCC) regulations Monitoring work plan activity may involve: conducting regular progress reviews documenting specific roles, responsibilities and tasks making updates as required seeking feedback and continuous improvement ideas. Relevant stakeholders may include: marketing managers product and brand managers senior management supervisors team members. Notes Writing: Prepares a range of workplace documentation, using clear language and required format, to convey priorities and critical strategic information Workplace documentation may include: briefings market research plans and reports. 378 Marketing Overview Level 4 Level 5 Level 6 BSBMKG625 Implement and manage international marketing programs Unit of Competency use in the BSB Training Package Core unit Qualifications N/A Skill sets N/A Elective unit BSB60520 Advanced Diploma of Marketing and Communication Unit of Competency Interpretation Summary Performance Criteria Notes 1.3 Develop strategic objectives and related key performance Key performance indicators may relate to: indicators by product, service, country or international grouping, customer base growth and reach and overall performance return on investment (ROI) sales revenue social media engagement website traffic. 2.2 Identify global and customised approaches for promotion of products or services Global and customised approaches for promotion may relate to: culture demographics geography internet connectivity and access psychographics. 3.3 Manage integration of marketing, promotional and sales activities according to international marketing objectives Managing integration may involve: coordinating resources and technology. defining clear and consistent program goals and objectives. 3.5 Provide progress and other reports according to event requirements Other reports may include: marketing and research reports. 379 Marketing Overview Level 4 Level 5 Level 6 BSBMKG625 Implement and manage international marketing programs Unit of Competency use in the BSB Training Package Core unit Qualifications N/A Skill sets N/A Elective unit BSB60520 Advanced Diploma of Marketing and Communication Unit of Competency Interpretation Summary Knowledge Evidence Notes Organisational policies and procedures related to international marketing programs Organisational policies and procedures may relate to: ethical standards privacy and confidentiality quality processes and standards storage, security and access work health and safety (WHS). Provisions of legislation, codes of practice and standards for international marketing programs Legislation may include: Competition and Consumer Act 2010 Privacy Act 1988 Spam Act 2003. KPIs for international marketing programs Common international marketing strategies and approaches Codes of practice and standards may include: industry standards organisational and industry codes of practice. KPIs may relate to: customer base growth and reach return on investment (ROI) sales revenue social media engagement website traffic. Marketing strategies may relate to: distribution channels low costs of production product and service differentiation (e.g. features) product range and mix. Risk factors and mitigation strategies for international marketing opportunities Marketing approaches may include: customisations e-marketing product and promotion adaptations segmentations. Risks factors may include: business operations competitors internal environment macro and micro environments threats identified in SWOT analysis. Processes for implementing an international marketing plan Mitigation strategies may include: contingency planning developing risk mitigation plans risk monitoring. Processes for implementing an international marketing plan may include: communicating potential legal and ethical impacts developing long-term and short-term business goals. 380 Overview Marketing Level 4 Level 5 Level 6 BSBMKG626 Develop advertising campaigns Unit of Competency use in the BSB Training Package Core unit Qualifications N/A Skill sets BSBSS00116 Campaign Management Skill Set Elective unit BSB60520 Advanced Diploma of Marketing and Communication Unit of Competency Interpretation Summary Performance Criteria Notes 1.2 Identify campaign objectives according to time, budget, product and market factors Campaign objectives may include: changing attitudes, beliefs and behaviours increasing brand, product and service awareness. 1.3 Verify with relevant stakeholders campaign objectives taking into consideration factors which may affect consumer responses and legal and ethical requirements Market factors may include: economic factors political and legal factors social and cultural factors. Relevant stakeholders may include: external stakeholders (e.g. clients, suppliers) internal stakeholders (e.g. marketing managers, brand and product managers, supervisors, website and technical developers). Legal requirements may relate to: Competition and Consumer Act 2010 Privacy Act 1988 Spam Act 2003. 2.2 Assess and identify resource requirements for range of media options, creative and production services Ethical requirements may relate to: ethical and industry standards organisational policies and procedures. Resource requirements may relate to: budgets and finances equipment and materials human capital specialists technology. 381 Overview Marketing Level 4 Level 5 Level 6 BSBMKG626 Develop advertising campaigns Unit of Competency use in the BSB Training Package Core unit Qualifications N/A Skill sets BSBSS00116 Campaign Management Skill Set Elective unit BSB60520 Advanced Diploma of Marketing and Communication Unit of Competency Interpretation Summary Knowledge Evidence Notes Principles of effective advertising for different markets Principles of effective advertising may relate to: branding customers online presence packaging positioning pricing products and services on offer promotions. Ethical requirements relevant to the advertising industry Ethical requirements may relate to: ethical and industry standards organisational policies and procedures. Principles and purposes of advertising, consumer behaviour, and influences on buyer behaviour Influences on buyer behaviour may relate to: personal factors (e.g. age, occupation, lifestyle) psychological factors (e.g. motivation, perception, attitudes) social and cultural factors (e.g. community, family, religion). Provisions of relevant legislation, codes of practice and national Legislation may include: standards affecting business operations Competition and Consumer Act 2010 Privacy Act 1988 Spam Act 2003. Assessment Conditions Codes of practice and national standards may include: industry standards organisational and industry codes of practice. Notes Business technology for developing advertising campaigns Business technology may include: graphic design software video editing software voiceover technology. 382 Overview Marketing Level 4 Level 5 Level 6 BSBMKG627 Execute advertising campaigns Unit of Competency use in the BSB Training Package Core unit Qualifications N/A Skill sets BSBSS00116 Campaign Management Skill Set Elective unit BSB60520 Advanced Diploma of Marketing and Communication Unit of Competency Interpretation Summary Performance Criteria Notes 1.2 Develop plan for advertising campaign according to organisational, legal and ethical requirements Organisational and ethical requirements may relate to: ethical standards privacy and confidentiality quality processes and standards storage, security and access work health and safety (WHS). Legal requirements may relate to: Competition and Consumer Act 2010 Privacy Act 1988 Spam Act 2003. 2.1 Organise and brief required resources for implementation of Resources may include: advertising campaign according to legal requirements external resources (e.g. clients, suppliers, outsourced specialists) internal stakeholders (e.g. marketing managers, brand and product managers, website and technical developers, team members). 2.3 Develop processes to support relevant personnel to fulfil implementation requirements Processes to support relevant personnel may include: coaching and mentoring training. 3.1 Review performance of campaign at allocated campaign points according to task requirements, legal and ethical requirements Reviewing performance of campaigns may relate to: customer base growth and reach return on investment (ROI) sales revenue website traffic. Foundation Skills Notes Reading: Analyses and interprets a range of familiar industry information and complex legal texts Technology: Selects and uses appropriate digital tools and measurement systems to perform complex analytical tasks Performance Evidence Complex legal texts may include those listed under 'legal requirements' above. Digital tools and measurement systems may include: spreadsheets. Notes Establish processes required to implement advertising campaign Processes required to implement advertising campaigns may include: developing schedule calendars identifying activity objectives, resource requirements, measurement tools and metrics monitoring and evaluating progress against timelines sign off and approvals. 383 Overview Marketing Level 4 Level 5 Level 6 BSBMKG627 Execute advertising campaigns Unit of Competency use in the BSB Training Package Core unit Qualifications N/A Skill sets BSBSS00116 Campaign Management Skill Set Elective unit BSB60520 Advanced Diploma of Marketing and Communication Unit of Competency Interpretation Summary Knowledge Evidence Notes Media pricing policies and contractual considerations Principles of advertising Print, television, film, video production processes Legal and ethical requirements, code of practice and national standards relating to executing advertising campaigns Media pricing policies may relate to: concessions incentives discounts guarantees. Principles of advertising may relate to: branding customers online presence packaging positioning pricing products and services on offer promotions. Print, television, film, video production processes may include: editing distributing marketing printing reviewing and approving. Legal requirements may relate to: Competition and Consumer Act 2010 Privacy Act 1988 Spam Act 2003. Ethical requirements may relate to: ethical and industry standards organisational policies and procedures. Specifications in advertising briefs Assessment Conditions Codes of practice and national standards may include: industry standards organisational and industry codes of practice. Specifications in advertising briefs may relate to: distribution channels product purpose target audience. Notes Technology and software for execution of advertising campaigns Technology and software may include: graphic design software radio social media television video editing software voiceover technology. 384 Overview Marketing Level 4 Level 5 Level 6 BSBMKG628 Lead organisational public relations Unit of Competency use in the BSB Training Package Core unit Qualifications N/A Skill sets N/A Elective unit BSB60520 Advanced Diploma of Marketing and Communication Unit of Competency Interpretation Summary Performance Criteria Notes 1.2 Review existing organisational public relations policies and procedures according to legislative, ethical and organisational requirements Legislative requirements may relate to: Competition and Consumer Act 2010 Privacy Act 1988 Spam Act 2003. 1.5 Address best practice in consultation with relevant stakeholders according to organisational policies and procedures Knowledge Evidence Ethical and organisational requirements may relate to: ethical standards privacy and confidentiality quality processes and standards storage, security and access work health and safety (WHS). Relevant stakeholders may include: external stakeholders (e.g. clients, suppliers) internal stakeholders (e.g. marketing managers, brand and product managers, supervisors, website and technical developers). Notes Principles and theories of public relations Best practice in public relations Key provisions of relevant legislation, codes of practice and national standards that affect public relations campaigns Principles and theories of public relations may relate to: improving relationships increasing public support managing reputation. Best practice in public relations may relate to: communication styles and theories media relations target audiences. Legislation may include: Competition and Consumer Act 2010 Privacy Act 1988 Spam Act 2003. Codes of practice and national standards may include: industry standards organisational and industry codes of practice. 385 Business Operations Overview BSBOPS101 Use business resources BSBOPS201 Work effectively in business environments BSBOPS202 Engage with customers BSBOPS203 Deliver a service to customers BSBOPS301 Maintain business resources BSBOPS302 Identify business risk BSBOPS303 Organise schedules BSBOPS304 Deliver and monitor a service to customers BSBOPS305 Process customer complaints BSBOPS306 Record stakeholder interactions BSBOPS401 Coordinate business resources BSBOPS402 Coordinate business operational plans BSBOPS403 Apply business risk management processes BSBOPS404 Implement customer service strategies BSBOPS405 Organise business meetings BSBOPS406 Participate in organisational governance BSBOPS501 Manage business resources BSBOPS502 Manage business operational plans BSBOPS503 Develop administrative systems BSBOPS504 Manage business risk BSBOPS505 Manage organisational customer service BSBOPS601 Develop and implement business plans BSBOPS602 Monitor corporate governance activities 387 388 389 391 393 394 396 397 398 400 402 403 404 405 407 409 410 411 412 413 415 417 419 420 386 Business Operations OvervOievwerview Level 1 Level 4Level 2 LeveLle3vel 5 Level 4 Level 6Level 5 Business Operations Unit Sector Overview The Business Operations (OPS) unit sector incorporates units of competency aimed at supporting individuals in a range of industries and job roles to develop skills to coordinate and manage business resources, risks, stakeholders and operational plans. These operational functions support the administration of an organisation to produce the greatest level of effectiveness and efficiency in its core areas of focus. These skills are applicable to job roles across industries and sectors, including contact centre team manager, administrative assistant, business operations manager, library assistant, and human resources business partner. Level 6 Glossary of common terminology Organisational policies Organisational procedures Organisational policies represent an overarching course of action adopted by an organisation. Organisational procedures relate to any established series of actions expected to be conducted in a certain order or manner. Business Operations Unit of Competency guidance For further information regarding detailed interpretation of the units of competency in the `Business Operations' unit stream, please refer to the interpretation guidance provided on pages 378 - 410. Content for each unit reflects those items identified in consultation that would benefit from guidance. Not all requirements of a unit of competency are addressed by this Manual. The information in this Guide is offered as supplementary interpretation guidance relating to the BSB Business Services Training Package Version 7. The interpretations and advice in this Guide are not enforceable and serve as guidance only. ASQA, VRQA and TAC are the sector regulators responsible for determining matters of compliance in relation to training providers. 387 BBuussiinneessssOoperations OvervOievwerview Level 1 Level 4Level 2 LeveLle3vel 5 Level 4 Level 6Level 5 Level 6 BSBOPS101 Use business resources Unit of Competency use in the BSB Training Package Core unit Qualifications BSB10120 Certificate I in Workplace Skills N/A Skill sets BSBSS00124 Workplace IT Foundations Skill Set Elective unit Unit of Competency Interpretation Summary Performance Criteria Notes 1.1 Identify business resources according to task requirements Business resources may include: consumables equipment human capital organisational documentation technology. 2.3 Report issues outside area of own responsibility to appropriate personnel Foundation Skills Business resources may depend on the region and organisation. Appropriate personnel may include: colleagues human resources (HR) officers mentors supervisors team leaders work health and safety (WHS) officers. Notes Self-management: Follows organisational procedures when tasks are beyond own level of responsibility Organisational procedures may include: workflow charts. Knowledge Evidence Organisational procedures may depend on the organisation and should be clarified with supervisors before tasks are undertaken. Notes Procedures for operating the available business resources, including safely requirements Assessment Conditions Procedures for operating may relate to: communication flow charts mandatory personal protective equipment (PPE) organisational and industry codes of practice organisational checklists reporting procedures storage, security and access. Notes Operational and maintenance manuals Operational and maintenance manuals may relate to: cleaning and basic housekeeping organisational checklists point of sale processes storage, security and access procedures. 388 BBuussiinneessssOoperations OvervOievwerview Level 1 Level 4Level 2 LeveLle3vel 5 Level 4 Level 6Level 5 Level 6 BSBOPS201 Work effectively in business environments Unit of Competency use in the BSB Training Package Core unit Qualifications BSB20120 Certificate II in Workplace Skills Skill sets N/A Elective unit BSB10120 Certificate I in Workplace Skills Unit of Competency Interpretation Summary Performance Criteria Notes 1.1 Identify organisational requirements and responsibilities and confirm understanding with relevant personnel Organisational requirements and responsibilities may relate to: communications (e.g. internet and emails) customer service cyber security social media. 1.4 Identify and distinguish between roles and responsibilities of staff within organisational structure 2.2 Communicate and collaborate with relevant personnel in a courteous and non discriminatory manner 3.2 Apply time management strategies to work duties 3.4 Seek and act upon feedback from relevant personnel Foundation Skills Organisational requirements and responsibilities may be stated in job descriptions, standard operating procedures, organisational policies and procedures and codes of conduct. Roles and responsibilities of staff may depend on: chain of command job descriptions standard operating procedures. Relevant personnel may include: external stakeholders (e.g. government agencies, unions, suppliers, customers) internal stakeholders (e.g. supervisors, team leaders, managers, colleagues). Time management strategies may include: clarifying tasks with supervisor identifying relevant timeframes for completion of tasks and milestones for review prioritising tasks using to-do lists and electronic calendars for scheduling tasks. Relevant personnel may include: external stakeholders (e.g. government agencies, unions, suppliers, customers) internal stakeholders (e.g. supervisors, team leaders, managers, colleagues). Notes Reading: Reviews documentation to identify relevant information for requirements of job role and organisation Enterprise and initiative: Identifies organisational expectations and follows explicit protocols and procedures Documentation may include: job descriptions operation manuals organisational policies and procedures (e.g. legal and ethical requirements) organisational vision, mission and value statements style guides. Organisational expectations may relate to: communication etiquette organisational and industry codes of conduct organisational policies and procedures (e.g. diversity) standard operating procedures. 389 BBuussiinneessssOoperations OvervOievwerview Level 1 Level 4Level 2 LeveLle3vel 5 Level 4 Level 6Level 5 Level 6 BSBOPS201 Work effectively in business environments Unit of Competency use in the BSB Training Package Core unit Qualifications BSB20120 Certificate II in Workplace Skills Skill sets N/A Elective unit BSB10120 Certificate I in Workplace Skills Unit of Competency Interpretation Summary Performance Evidence Notes Comply with legal responsibilities, and organisational requirements Knowledge Evidence Legal responsibilities may relate to: anti-discrimination (e.g. Age Discrimination Act 2004, Disability Discrimination Act 1992, Racial Discrimination Act 1975, Sex Discrimination Act 1984) Copyright Act 1968 local, state and territory work health and safety (WHS) legislation Privacy Act 1988. Notes Organisational policies and procedures that apply to employer and employee rights in a business environment Organisational policies and procedures may include: employee contracts job descriptions onboarding and orientation induction procedures standing operating procedures. Roles, responsibilities and conditions of employment contract Roles, responsibilities and conditions of employment for own work role. contracts should be stated in the enterprise agreement. Assessment Conditions Notes Codes of practice relevant to performance evidence Workplace documentation and resources Codes of practice may be enforced by state or federal legislation (e.g. WHS). Workplace documentation and resources may include: organisational policies and procedures. 390 BBuussiinneessssOoperations OvervOievwerview Level 1 Level 4Level 2 LeveLle3vel 5 Level 4 Level 6Level 5 Level 6 BSBOPS202 Engage with customers Unit of Competency use in the BSB Training Package Core unit Qualifications N/A Skill sets N/A Elective unit BSB10120 Certificate I in Workplace Skills BSB20120 Certificate II in Workplace Skills Unit of Competency Interpretation Summary Performance Criteria Notes 1.1 Identify personal targets and key performance indicators (KPIs) for customer engagement according to organisational policy and procedures Personal targets and key performance indicators (KPIs) may relate to: client and customer feedback customer service standards and strategies (e.g. addressing customer issues within a particular time frame) job descriptions marketing and communication policies and procedures personal development plans. 1.3 Identify options to meet customer expectations according to organisational policies and procedures Organisational policies and procedures may relate to: customer complaints customer engagement escalation stock handling telephone use. Foundation Skills Notes Reading: Identifies and evaluates a range of texts to determine product information, performance standards and guidelines, and business requirements Texts may include: advertising materials catalogues guarantees legislation (e.g. work health and safety [WHS]) operation manuals organisational policies and procedures returns policies warranties. Technology: Identifies key features of common digital systems and tools and operates them effectively to manage customer communication Digital systems and tools may include: digital communications tools (e.g. emails, chat functions, teleconferencing) help menus and assistance applications word processing tools. Performance Evidence Notes Providing customer service according to organisational standards and guidelines Organisational standards and guidelines may relate to: customer complaints customer engagement escalation processes returns policies telephone use procedures. 391 BBuussiinneessssOoperations OvervOievwerview Level 1 Level 4Level 2 LeveLle3vel 5 Level 4 Level 6Level 5 Level 6 BSBOPS202 Engage with customers Unit of Competency use in the BSB Training Package Core unit Qualifications N/A Skill sets N/A Elective unit BSB10120 Certificate I in Workplace Skills BSB20120 Certificate II in Workplace Skills Unit of Competency Interpretation Summary Knowledge Evidence Notes Sources of information to develop customer service skills including relevant organisational personnel Procedures for the operation of telecommunication equipment and systems, relevant to customer service. Assessment Conditions Sources of information may include: customer feedback surveys internal stakeholders (e.g. managers, colleagues, supervisors, team leaders, human resources [HR], marketing) organisational policies and procedures professional development programs and training. Procedures for the operation of telecommunication equipment and systems may relate to: help menus problem-solving use and maintenance vendor operations. Notes Workplace information and data Customer engagement policies and procedures Workplace information and data may be sourced from: customer feedback and complaints organisational policies and procedures. Customer engagement policies and procedures may relate to: customer complaints escalation processes returns policies telephone use procedures. 392 BBuussiinneessssOoperations OvervOievwerview Level 1 Level 4Level 2 LeveLle3vel 5 Level 4 Level 6Level 5 Level 6 BSBOPS203 Deliver a service to customers Unit of Competency use in the BSB Training Package Core unit Qualifications N/A Skill sets N/A Elective unit BSB20120 Certificate II in Workplace Skills Unit of Competency Interpretation Summary Performance Criteria Notes 1.1 Greet customers according to organisational requirements Foundation Skills Organisational requirements may relate to: answering the telephone email signatures managing complaints responding to requests for information work instructions. Notes Reading: Identifies requirements from organisational policy and procedure documents Organisational policy and procedure documents may relate to: customer complaints customer engagement escalation processes stock handling processes telephone use procedures. Knowledge Evidence Notes Key provisions of customer service legislation and consumer law Workplace organisational policies and procedures relating to customer service and the customer service process. Customer service legislation and consumer law may relate to: anti-discrimination (e.g. Age Discrimination Act 2004, Disability Discrimination Act 1992, Racial Discrimination Act 1975, Sex Discrimination Act 1984) Australian Competition and Consumer Commission (ACCC) Fairtrade local, state and territory work health and safety (WHS) legislation Privacy Act 1988 rights and guarantees. Workplace organisational policies and procedures may relate to: customer complaints customer engagement escalation processes stock handling processes telephone use procedures. 393 BBuussiinneessssOoperations OvervOievwerview Level 1 Level 4Level 2 LeveLle3vel 5 Level 4 Level 6Level 5 Level 6 BSBOPS301 Maintain business resources Unit of Competency use in the BSB Training Package Core unit Qualifications N/A Skill sets BSBSS00120 Administrative Assistant Skill Set Elective unit BSB30120 Certificate III in Business Unit of Competency Interpretation Summary Performance Criteria Notes 2.1 Obtain resources according to timelines and identified organisational requirements Resources may include: consumables equipment human capital organisational documentation technology. 2.2 Store resources according to identified organisational requirements 3.1 Confirm handling of resources is according to organisational and work health and safety requirements 3.3 Consult individuals and teams and facilitate effective decision-making on the appropriate allocation of resources Resources may depend on the region and organisation. Organisational requirements may relate to: safe use and disposal stock handling processes storage, security and access work health and safety (WHS). Organisational and work health and safety requirements may relate to: safe use and disposal storage, security and access technical specifications. Individuals and teams may include: managers team leaders. Foundation Skills Consulting individuals and teams may include seeking authorisation on the allocation of resources. Notes Reading: Identifies and interprets information from a range of sources, including organisational policies and procedures Numeracy: Selects and uses appropriate tools to aid with estimation and other resource assessment requirements Technology: Identifies purpose and some specific functions of some common digital tools used in work contexts Sources may include: operation manuals organisational and industry codes of conduct standard operating procedures. Tools may include: budgeting tools digital planning tools organisational templates procurement policies use-by dates (e.g. medical). Digital tools may include: digital communication tools (e.g. emails, chat functions, teleconferencing) help menus and assistance applications word processing tools. 394 BBuussiinneessssOoperations OvervOievwerview Level 1 Level 4Level 2 LeveLle3vel 5 Level 4 Level 6Level 5 Level 6 BSBOPS301 Maintain business resources Unit of Competency use in the BSB Training Package Core unit Qualifications N/A Skill sets BSBSS00120 Administrative Assistant Skill Set Elective unit BSB30120 Certificate III in Business Unit of Competency Interpretation Summary Knowledge Evidence Notes Key provisions of legislation relating to maintaining business resources Legislation may relate to: local, state and territory WHS legislation Privacy Act 1988. 395 BBuussiinneessssOoperations OvervOievwerview Level 1 Level 4Level 2 LeveLle3vel 5 Level 4 Level 6Level 5 Level 6 BSBOPS302 Identify business risk Unit of Competency use in the BSB Training Package Core unit Qualifications N/A Skill sets N/A Elective unit BSB30120 Certificate III in Business BSB30220 Certificate III in Entrepreneurship and New Business Unit of Competency Interpretation Summary Performance Criteria Notes 1.1 Identify potential business risks according to task requirements 1.3 Identify organisational personnel involved in addressing relevant risk types Foundation Skills Task requirements may be stated in job descriptions. Organisational personnel may include: managers supervisors team leaders work health and safety (WHS) officers. Notes Initiative and enterprise: Follows legal and regulatory responsibilities and organisational policies and procedures in relation to risk mitigation role Legal and regulatory responsibilities may relate to: anti-discrimination (e.g. Age Discrimination Act 2004, Disability Discrimination Act 1992, Racial Discrimination Act 1975, Sex Discrimination Act 1984) local, state and territory WHS legislation Privacy Act 1988. Legal and regulatory responsibilities may depend on the nature of the risk. Technology: Uses technology to access and filter data and then Technology may include: extract, organise, integrate and share information cloud-based digital applications data analytics tools databases internet research spreadsheets word processing tools. Performance Evidence Notes Participate in discussions to minimise future risks in consultation with relevant personnel Knowledge Evidence Relevant personnel may include: managers supervisors team leaders work health and safety (WHS) officers. Notes Common sources of business risk Assessment Conditions Sources of business risk may relate to: brand competitors compliance cyber security finances skill and knowledge gaps. Notes Workplace documentation and resources for business risks Workplace documentation and resources may include: organisational policies and procedures. 396 OvervOievwerview Level 1 Level 4Level 2 LeveLle3vel 5 BBuussiinneessssOoperations Level 4 Level 6Level 5 Level 6 BSBOPS303 Organise schedules Unit of Competency use in the BSB Training Package Core unit Qualifications N/A Skill sets BSBSS00120 Administrative Assistant Skill Set Elective unit BSB30120 Certificate III in Business BSB30320 Certificate III in Legal Services Unit of Competency Interpretation Summary Performance Criteria Notes 1.1 Identify organisational requirements and protocols for staff Staff planning tools may include: planning tools digital and paper-based calendars, diaries and rosters. 1.2 Identify organisational procedures for different types of appointments Organisational procedures may relate to: recurring appointments and reminders supervisor requests travel times work health and safety (WHS) appointments. 1.5 Develop appointment schedule and priorities and clarify in discussion with individual personnel Individual personnel may include: executive assistants directors managers partners. Foundation Skills Notes Reading: Interprets textual information from a range of sources and identifies relevant information Sources may include: legislation (e.g. anti-discrimination, WHS) organisational and industry codes of conduct organisational policies and procedures. Performance Evidence Notes Record appointments according to organisational policy and procedures Knowledge Evidence Organisational policy and procedures may relate to: anti-discrimination privacy and confidentiality WHS. Notes Range of appointment scheduling systems and their features that could be used when organising schedules Appointment scheduling systems may include: digital and mobile devices (e.g. calendars, diaries, reminders, in-built SMS) manual systems (e.g. appointment books, desk diaries, wall planning charts, staff indicator boards). 397 BBuussiinneessssOoperations OvervOievwerview Level 1 Level 4Level 2 LeveLle3vel 5 Level 4 Level 6Level 5 Level 6 BSBOPS304 Deliver and monitor a service to customers Unit of Competency use in the BSB Training Package Core unit Qualifications BSB30420 Certificate III in Library and Information Services Skill sets BSBSS00119 Customer Service Skill Set Elective unit BSB30120 Certificate III in Business BSB30220 Certificate III in Entrepreneurship and New Business BSB30320 Certificate III in Legal Services BSB50520 Diploma of Library and Information Services Unit of Competency Interpretation Summary Performance Criteria Notes 1.4 Identify limitations in addressing customer needs and seek assistance from designated individuals, where required Designated individuals may include: external stakeholders (e.g. customers) internal stakeholders (e.g. managers, supervisors, team leaders). 2.1 Provide service to meet identified customer needs according to organisational and legislative requirements Organisational procedures should be followed in order to identify designated individuals. Organisational requirements may relate to: answering the telephone consumer protection email signatures managing complaints responding to requests for information. 3.1 Review customer satisfaction with service delivery using verifiable evidence according to organisational and legislative requirements Foundation Skills Legislative requirements may relate to: anti-discrimination (e.g. Age Discrimination Act 2004, Disability Discrimination Act 1992, Racial Discrimination Act 1975, Sex Discrimination Act 1984) local, state and territory work health and safety (WHS) legislation Privacy Act 1988. Verifiable evidence may include: customer surveys direct customer feedback repeat business returns and refunds data sales data. Notes Reading: Proofreads texts for clarity of meaning and accuracy of grammar and punctuation Texts may include: customer complaints policies refunds and returns policies. Writing: Completes responses to customer complaints in required format Required formats may relate to: appropriately addressing customer complaints organisational policies and procedures organisational templates. Planning and organising: Complies with organisational policies and procedures relevant to role Organisational policies and procedures may relate to: customer complaints customer engagement referral and escalation stock handling telephone use. 398 BBuussiinneessssOoperations OvervOievwerview Level 1 Level 4Level 2 LeveLle3vel 5 Level 4 Level 6Level 5 Level 6 BSBOPS304 Deliver and monitor a service to customers Unit of Competency use in the BSB Training Package Core unit Qualifications BSB30420 Certificate III in Library and Information Services Skill sets BSBSS00119 Customer Service Skill Set Elective unit BSB30120 Certificate III in Business BSB30220 Certificate III in Entrepreneurship and New Business BSB30320 Certificate III in Legal Services BSB50520 Diploma of Library and Information Services Unit of Competency Interpretation Summary Knowledge Evidence Notes Customer service standards and protocols for serving customers, including customers with specific needs Assessment Conditions Customer service standards may relate to: anti-discrimination cultural and linguistic differences diversity (e.g. gender, age, disabilities) ethical principles privacy WHS. Notes Technology required to gather and provide information and assistance to customers Technology may include: digital and mobile devices (e.g. online survey forms, complaint management systems, emails). 399 BBuussiinneessssOoperations OvervOievwerview Level 1 Level 4Level 2 LeveLle3vel 5 Level 4 Level 6Level 5 Level 6 BSBOPS305 Process customer complaints Unit of Competency use in the BSB Training Package Core unit Qualifications N/A Skill sets BSBSS00119 Customer Service Skill Set Elective unit BSB30120 Certificate III in Business BSB30220 Certificate III in Entrepreneurship and New Business BSB30320 Certificate III in Legal Services BSB30420 Certificate III in Library and Information Services Unit of Competency Interpretation Summary Performance Criteria Notes 1.1 Assess complaint according to organisational policy Organisational policies may relate to: customer engagement escalation processes privacy and confidentiality stock handling processes telephone use procedures work health and safety (WHS). 1.2 Inform relevant stakeholders that complaint has been received Relevant stakeholder may include: external stakeholders (e.g. suppliers) internal stakeholders (e.g. managers, supervisors). 1.3 Document customer complaints according to organisational policies and procedures Organisational policies and procedures may relate to: customer engagement escalation organisational templates privacy and confidentiality. 3.4 Escalate matters for which a solution cannot be determined Relevant personnel may include: to relevant personnel managers supervisors. Foundation Skills Relevant personnel may be determined by organisational policies and procedures. Notes Reading: Identifies and interprets textual information to determine legislative, regulatory and organisational requirements Legislative requirements may relate to: anti-discrimination (e.g. Age Discrimination Act 2004, Disability Discrimination Act 1992, Racial Discrimination Act 1975, Sex Discrimination Act 1984) Copyright Act 1968 local, state and territory WHS legislation Privacy Act 1988. Technology: Uses the main features and functions of digital tools to complete work tasks Regulatory and organisational requirements may relate to: customer engagement managing complaints responding to requests for information. Digital tools may include: digital and mobile devices (e.g. online survey forms, complaint management systems). 400 BBuussiinneessssOoperations OvervOievwerview Level 1 Level 4Level 2 LeveLle3vel 5 Level 4 Level 6Level 5 Level 6 BSBOPS305 Process customer complaints Unit of Competency use in the BSB Training Package Core unit Qualifications N/A Skill sets BSBSS00119 Customer Service Skill Set Elective unit BSB30120 Certificate III in Business BSB30220 Certificate III in Entrepreneurship and New Business BSB30320 Certificate III in Legal Services BSB30420 Certificate III in Library and Information Services Unit of Competency Interpretation Summary Knowledge Evidence Notes Key provisions of legislation relating to customers including Australian Consumer Law and consumer guarantees Legislation may include: anti-discrimination (e.g. Age Discrimination Act 2004, Disability Discrimination Act 1992, Racial Discrimination Act 1975, Sex Discrimination Act 1984) Copyright Act 1968 local, state and territory WHS legislation Privacy Act 1988. 401 OvervOievwerview Level 1 Level 4Level 2 LeveLle3vel 5 BBuussiinneessssOoperations Level 4 Level 6Level 5 Level 6 BSBOPS306 Record stakeholder interactions Unit of Competency use in the BSB Training Package Core unit Qualifications N/A Skill sets N/A Elective unit BSB20120 Certificate II in Workplace Skills BSB30120 Certificate III in Business BSB30220 Certificate III in Entrepreneurship and New Business BSB30320 Certificate III in Legal Services BSB30420 Certificate III in Library and Information Services BSB40120 Certificate IV in Business BSB40620 Certificate IV in Legal Services BSB40820 Certificate IV in Marketing and Communication Unit of Competency Interpretation Summary Performance Criteria Notes 1.4 Identify organisational policies and procedures and determine information to be included in record 2.1 Enter details of stakeholder interaction in required CMS fields according to organisational policies, procedures and protocols Foundation Skills Organisational policies and procedures may relate to: customer engagement escalation processes organisational templates privacy and confidentiality. CMS fields may include: location name time. Notes Reading: Identifies and interprets textual information Technology: Uses the main features and functions of digital tools to complete work tasks Textual information may include: customer feedback customer service policies and procedures key performance indicators (KPIs) legislation manuals standard operating procedures. Digital tools may include: digital communication tools (e.g. emails, chat functions teleconferencing) help menus and assistance applications word processing tools. 402 BBuussiinneessssOoperations OvervOievwerview Level 1 Level 4Level 2 LeveLle3vel 5 Level 4 Level 6Level 5 Level 6 BSBOPS401 Coordinate business resources Unit of Competency use in the BSB Training Package Core unit Qualifications N/A Skill sets BSBSS00100 Business Operations Support Skill Set Elective unit BSB40120 Certificate IV in Business BSB40320 Certificate IV in Entrepreneurship and New Business BSB40520 Certificate IV in Leadership and Management BSB40920 Certificate IV in Project Management Practice Unit of Competency Interpretation Summary Performance Criteria Notes 1.2 Create opportunities for individuals and workgroups to contribute to the identification of resource requirements Resource requirements may be identified from: online forms stocktake. 4.1 Implement improvements in resource planning according to organisational requirements Organisational requirements may relate to: safe use and disposal stock handling processes storage, security and access work health and safety (WHS). Foundation Skills Notes Technology: Utilises a range of features within digital applications to access, store and share information Knowledge Evidence Digital applications may include: cloud-based storage systems databases digital communication tools (e.g. emails). Notes Functions of common business resources used in an organisation, including, organisational policies, plans and procedures in relation to business resource acquisition and monitoring Methods for analysing and incorporating feedback on effectiveness resource planning, monitoring resource use Assessment Conditions Business resources may include: consumables equipment human capital organisational documentation technology. Methods for analysing and incorporating feedback may relate to: customer surveys finance reporting group interviews over and under utilisation of resources sales data. Notes Records concerning equipment and resource purchases Records may relate to: inventory maintenance logs stocktake. 403 BBuussiinneessssOoperations OvervOievwerview Level 1 Level 4Level 2 LeveLle3vel 5 Level 4 Level 6Level 5 Level 6 BSBOPS402 Coordinate business operational plans Unit of Competency use in the BSB Training Package Core unit Elective unit Qualifications BSB40520 Certificate IV in Leadership and Management BSB40120 Certificate IV in Business Skill sets BSBSS00100 Business Operations Support Skill Set Unit of Competency Interpretation Summary Performance Criteria Notes 1.1 Consult with stakeholders to identify resource requirements relevant to operational plan Resource requirements may relate to: digital tools and technologies employees equipment. 3.2 Identify and use key performance indicators (KPIs) and assess operational performance Key performance indicators (KPIs) may relate to: job descriptions operational plans organisational strategic planning documents personal development plans. 4.3 Maintain records related to operational performance according to organisational policies and procedures Organisational policies and procedures may relate to: escalation processes organisational templates privacy storage, security and access. Foundation Skills Notes Reading: Identifies, interprets, analyses and reviews textual information related to the operational plan and monitoring of operational performance Knowledge Evidence Textual information may include: KPIs legislation manuals standard operating procedures. Notes Processes to identify resource requirements Processes should be identified within project plan approach. Key features of performance monitoring systems and processes Assessment Conditions Performance monitoring systems and processes according to organisational requirements. Notes Workplace documentation and resources including budgets Workplace documentation and resources may include: digital tools (e.g. spreadsheets, word processing tools) manuals organisational templates. 404 BBuussiinneessssOoperations OvervOievwerview Level 1 Level 4Level 2 LeveLle3vel 5 Level 4 Level 6Level 5 Level 6 BSBOPS403 Apply business risk management processes Unit of Competency use in the BSB Training Package Core unit Qualifications N/A Skill sets BSBSS00100 Business Operations Support Skill Set Elective unit BSB40120 Certificate IV in Business BSB40220 Certificate IV in Aboriginal and Torres Strait Islander Governance BSB40420 Certificate IV in Human Resource Management BSB40520 Certificate IV in Leadership and Management BSB40620 Certificate IV in Legal Services BSB40820 Certificate IV in Marketing and Communication BSB50720 Diploma of Paralegal Services Unit of Competency Interpretation Summary Performance Criteria Notes 1.3 Document identified risks according to relevant policies, procedures, legislation and standards 2.1 Analyse risks in consultation with relevant stakeholders 3.3 Refer risks to relevant personnel, where required, according to policies and procedures Foundation Skills Policies, procedures, legislation and standards may relate to: anti-discrimination (e.g. Age Discrimination Act 2004, Disability Discrimination Act 1992, Racial Discrimination Act 1975, Sex Discrimination Act 1984) local, state and territory work health and safety (WHS) legislation Privacy Act 1988. Relevant stakeholders may include: managers supervisors team leaders WHS officers. Relevant personnel may include: managers supervisors team leaders WHS officers. Notes Reading: Comprehends documents and texts of varying complexity to extract and analyse relevant information Numeracy: Uses numerical tools to assess risk and uses numerical data to review plans Technology: Uses familiar digital technologies and systems to access information, prepare plans and communicate with others Texts may include: legislation organisational policies and procedures. Numerical tools may include: bank statements budgets cash flows financial plans gantt charts workforce planning data. Digital technologies and systems may include: cloud-based applications customer relationship management (CRM) databases virtual meeting technology. 405 BBuussiinneessssOoperations OvervOievwerview Level 1 Level 4Level 2 LeveLle3vel 5 Level 4 Level 6Level 5 Level 6 BSBOPS403 Apply business risk management processes Unit of Competency use in the BSB Training Package Core unit Qualifications N/A Skill sets BSBSS00100 Business Operations Support Skill Set Elective unit BSB40120 Certificate IV in Business BSB40220 Certificate IV in Aboriginal and Torres Strait Islander Governance BSB40420 Certificate IV in Human Resource Management BSB40520 Certificate IV in Leadership and Management BSB40620 Certificate IV in Legal Services BSB40820 Certificate IV in Marketing and Communication BSB50720 Diploma of Paralegal Services Unit of Competency Interpretation Summary Knowledge Evidence Notes Areas where risks are commonly identified in an organisation Assessment Conditions Areas where risks are commonly identified may include: operational implementation outsourcing and contracting resourcing safety systems and processes. Notes Workplace documentation on selected organisational risks Workplace documentation may include: manuals organisational templates. 406 BBuussiinneessssOoperations OvervOievwerview Level 1 Level 4Level 2 LeveLle3vel 5 Level 4 Level 6Level 5 Level 6 BSBOPS404 Implement customer service strategies Unit of Competency use in the BSB Training Package Core unit Qualifications BSB40720 Certificate IV in Library and Information Services Skill sets BSBSS00127 Contact Centre Team Manager Skill Set Elective unit BSB40120 Certificate IV in Business BSB40320 Certificate IV in Entrepreneurship and New Business BSB40520 Certificate IV in Leadership and Management BSB40820 Certificate IV in Marketing and Communication BSB50120 Diploma of Business BSB50520 Diploma of Library and Information Services Unit of Competency Interpretation Summary Performance Criteria Notes 1.4 Develop options to improve customer service delivery according to organisational requirements 2.1 Consult with relevant stakeholders to develop customer service strategies Foundation Skills Organisational requirements may relate to: answering the telephone email signatures managing complaints responding to requests for information. Relevant stakeholders may include: external stakeholders (e.g. customers, suppliers) internal stakeholders (e.g. managers, supervisors, team leaders). Notes Reading: Reviews textual information and comprehends details that relate to the interests or requirements of the client and organisation Textual information may include: key performance indicators (KPIs) legislation manuals organisational policies and procedures standard operating procedures. Teamwork: Uses a range of strategies to establish a sense of connection and build rapport with customers Strategies may include: researching customer base using cross-cultural communication techniques. Technology: Uses digital technologies to access, organise, present and store information relevant to own role Digital technologies may include: cloud-based applications customer relationship management (CRM) databases virtual meeting technology word processing tools. Performance Evidence Notes Consult and communicate effectively with relevant people Relevant people may include: external stakeholders (e.g. customers, suppliers) internal stakeholders (e.g. managers, supervisors, team leaders). 407 BBuussiinneessssOoperations OvervOievwerview Level 1 Level 4Level 2 LeveLle3vel 5 Level 4 Level 6Level 5 Level 6 BSBOPS404 Implement customer service strategies Unit of Competency use in the BSB Training Package Core unit Qualifications BSB40720 Certificate IV in Library and Information Services Skill sets BSBSS00127 Contact Centre Team Manager Skill Set Elective unit BSB40120 Certificate IV in Business BSB40320 Certificate IV in Entrepreneurship and New Business BSB40520 Certificate IV in Leadership and Management BSB40820 Certificate IV in Marketing and Communication BSB50120 Diploma of Business BSB50520 Diploma of Library and Information Services Unit of Competency Interpretation Summary Knowledge Evidence Notes Sources of verified client information Organisational business structure, products and services related to customer service Product and service standards and best practice models Assessment Conditions Sources may include: CRM databases sales data. Organisational business structure may relate to: anti-discrimination customer engagement work health and safety (WHS). Product and service standards may relate to: organisational policies and procedures organisational vision, mission and values. Notes Client satisfaction data Client satisfaction data may relate to: complaints feedback surveys repeat business. 408 BBuussiinneessssOoperations OvervOievwerview Level 1 Level 4Level 2 LeveLle3vel 5 Level 4 Level 6Level 5 Level 6 BSBOPS405 Organise business meetings Unit of Competency use in the BSB Training Package Core unit Qualifications N/A Skill sets N/A Elective unit BSB40120 Certificate IV in Business BSB40420 Certificate IV in Human Resource Management BSB40520 Certificate IV in Leadership and Management Unit of Competency Interpretation Summary Performance Criteria Notes 1.2 Identify and comply with legal, ethical and organisational requirements for business meetings 2.3 Review minutes for accuracy and submit for approval by the nominated person Foundation Skills Legal, ethical and organisational requirements may relate to: meeting conventions organisational and industry codes of conduct. Nominated person may include: meeting chairperson. Notes Reading: Identifies and interprets information from instructions, organisational policies and procedures, or legislation Organisational policies and procedures may relate to: client engagement escalation processes organisational templates. Legislation may include: anti-discrimination (e.g. Age Discrimination Act 2004, Disability Discrimination Act 1992, Racial Discrimination Act 1975, Sex Discrimination Act 1984) local, state and territory work health and safety (WHS) legislation Privacy Act 1988. Technology: Understands the purposes, specific functions and Digital systems and tools may include: key features of common digital systems and tools and operates cloud-based applications them effectively to complete routine tasks digital communication tools (e.g. emails, chat functions, teleconferencing) help menus and assistance applications word processing tools. Knowledge Evidence Notes Relevant communication techniques Communication techniques may relate to: digital communication timelines verbal communication visuals written communication. 409 BBuussiinneessssOoperations OvervOievwerview Level 1 Level 4Level 2 LeveLle3vel 5 Level 4 Level 6Level 5 Level 6 BSBOPS406 Participate in organisational governance Unit of Competency use in the BSB Training Package Core unit Qualifications N/A Skill sets N/A Elective unit BSB40120 Certificate IV in Business Unit of Competency Interpretation Summary Performance Criteria Notes 2.4 Follow confidentiality policies, procedures and requirements Confidentiality policies, procedures and requirements may relate to: Organisational policies, procedures and requirements Requirements stipulated under legislation (e.g. Privacy Act 1988). 3.1 Comply with legislative requirements that apply to organisational governance duties Legislative requirements may include: Public Governance, Performance and Accountability Act 2013. Foundation Skills Notes Reading: Gathers, interprets and analyses information relating to core functions of the organisation, such as organisational goals, standards and values Information may relate to: organisational culture organisational vision, mission and value statements strategic and operational plans. Teamwork: Collaborates with others to achieve joint outcomes, Others may include: playing an active role in facilitating group interaction, senior management influencing direction and taking a leadership role on occasion team members. Performance Evidence Notes Managing conflicts of interest Knowledge Evidence Conflicts of interest may relate to: personal and professional relationships. Notes Confidentiality requirements related to organisational governance Relevant corporation laws related to funding agreements Decision-making techniques Confidentiality requirements may relate to: Organisational policies, procedures and requirements Requirements stipulated under legislation (e.g. Privacy Act 1988). Corporation laws may include: Corporations Act 2001. Decision-making techniques may include: consultation cost-benefit analysis. 410 BBuussiinneessssOoperations OvervOievwerview Level 1 Level 4Level 2 LeveLle3vel 5 Level 4 Level 6Level 5 Level 6 BSBOPS501 Manage business resources Unit of Competency use in the BSB Training Package Core unit Elective unit Qualifications BSB50120 Diploma of Business BSB50220 Diploma of Aboriginal and Torres Strait Islander Governance BSB50420 Diploma of Leadership and Management BSB50820 Diploma of Project Management Skill sets BSBSS00101 Business Operations Management Skill Set BSBSS00115 Copyright Management Skill Set Unit of Competency Interpretation Summary Performance Criteria Notes 1.2 Consult with relevant stakeholders and determine the nature and level of resources required 3.1 Identify and adhere to organisational policies and procedures for resource allocation 3.4 Develop and implement systems for monitoring resource usage Foundation Skills Relevant stakeholders may include: managers team leaders. Organisational policies and procedures may relate to: safe use and disposal storage, security and access work health and safety (WHS). Systems for monitoring resource usage should be stated in project planning approach. Notes Reading: Interprets textual information including legislation and organisational policy, to plan, implement and review resource requirements Textual information may include: key performance indicators (KPIs) manuals standard operating procedures. Oral communication: Participates in spoken exchanges with stakeholders using structure and language appropriate to context and audience Stakeholders may include: external stakeholders (e.g. suppliers, customers) internal stakeholders (e.g. managers, team leaders). Teamwork: Collaborates and negotiates with others to achieve Others may include: required outcomes external stakeholders (e.g. suppliers, customers) internal stakeholders (e.g. managers, team leaders). Knowledge Evidence Notes Legislative and regulatory context of the organisation in relation Legislative and regulatory context may relate to: to managing resources applicable federal and state/territory WHS legislation Privacy Act 1988. Key elements and sources of information required to monitor usage of: physical resources human resources Sources of information may include: finance reports sales data stocktake. 411 BBuussiinneessssOoperations OvervOievwerview Level 1 Level 4Level 2 LeveLle3vel 5 Level 4 Level 6Level 5 Level 6 BSBOPS502 Manage business operational plans Unit of Competency use in the BSB Training Package Core unit Qualifications BSB50420 Diploma of Leadership and Management Skill sets N/A Elective unit BSB50120 Diploma of Business Unit of Competency Interpretation Summary Performance Criteria Notes 1.2 Develop operational plan in consultation with, and with approval from, relevant stakeholders 2.2 Confirm that physical resources and services are acquired according to the organisation's policies, practices and procedures 2.3 Identify and incorporate requirements for intellectual property rights and responsibilities related to acquisition of resources Foundation Skills Relevant stakeholders may include: managers team leaders. Organisation's policies, practices and procedures may relate to: stock handling processes work health and safety (WHS). Intellectual property rights and responsibilities may relate to: copyright licensing referencing. Notes Reading: Gathers, interprets and analyses workplace documentation to determine requirements for the operational plan Workplace documentation may include: manuals organisational templates standard operating procedures. Writing: Develops and documents a range of detailed texts Detailed texts may include: relating to the management of an operational plan according to reports organisational requirements strategic plans. Teamwork: Collaborates with others to achieve joint outcomes, playing an active role in facilitating effective group interaction, influencing direction and taking a leadership role on occasion Others may include: external stakeholders (e.g. suppliers, customers) internal stakeholders (e.g. colleagues, managers, team leaders). Technology: Demonstrates awareness of the importance of data security in a digital environment Data security may relate to: copyright safe use and disposal storage, security and access. Knowledge Evidence Notes Approaches for developing key performance indicators to meet Approaches may include: business objectives analysing current performance reviewing business objectives. Assessment Conditions Notes Workplace documentation and resources relevant to performance evidence Workplace documentation and resources may include: digital tools (e.g. spreadsheets, word processing tools) manuals organisational templates. 412 BBuussiinneessssOoperations OvervOievwerview Level 1 Level 4Level 2 LeveLle3vel 5 Level 4 Level 6Level 5 Level 6 BSBOPS503 Develop administrative systems Unit of Competency use in the BSB Training Package Core unit Qualifications N/A Skill sets N/A Elective unit BSB50120 Diploma of Business BSB50420 Diploma of Leadership and Management BSB50520 Diploma of Library and Information Services Unit of Competency Interpretation Summary Performance Criteria Notes 1.2 Consult with stakeholders and verify identified requirements Stakeholders may include: and modifications external stakeholders (e.g. developers, suppliers) internal stakeholders (e.g. senior management). 1.4 Select supplier or developer according to organisational policies and procedures Organisational policies and procedures may relate to: procurement. 3.2 Modify system to meet changing needs according to organisational requirements Organisational requirements may relate to: compliance information and communications technology productivity. Foundation Skills Notes Writing: Creates instructional texts using grammatical structures and vocabulary appropriate to audience and context Instructional texts may include: flow charts organisational policies and procedures quick reference guides training plans. Teamwork: Collaborates with others to achieve joint outcomes, providing guidance to others where necessary Others may include: communities of practice customers developers suppliers. Technology: Uses and investigates new digital technologies and applications to manage and manipulate data Investigating may involve: attending conferences conducting market research consulting with business network groups and associations. New digital technologies and applications may include: cloud-based applications customer relationship management (CRM) databases. Technology: Demonstrates awareness of the importance of data security in a digital environment New digital technologies and applications may depend on the industry. Data security may relate to: copyright safe use and disposal storage, security and access. 413 BBuussiinneessssOoperations OvervOievwerview Level 1 Level 4Level 2 LeveLle3vel 5 Level 4 Level 6Level 5 Level 6 BSBOPS503 Develop administrative systems Unit of Competency use in the BSB Training Package Core unit Qualifications N/A Skill sets N/A Elective unit BSB50120 Diploma of Business BSB50420 Diploma of Leadership and Management BSB50520 Diploma of Library and Information Services Unit of Competency Interpretation Summary Performance Evidence Notes Work with relevant personnel and stakeholders to identify administrative system improvements Knowledge Evidence Relevant personnel and stakeholders may include: senior management. Notes Legislative and organisational policies and procedures for reviewing administrative systems Legislative and organisational policies and procedures may relate to: anti-discrimination (e.g. Age Discrimination Act 2004, Disability Discrimination Act 1992, Racial Discrimination Act 1975, Sex Discrimination Act 1984) escalation processes Privacy Act 1988. 414 BBuussiinneessssOoperations OvervOievwerview Level 1 Level 4Level 2 LeveLle3vel 5 Level 4 Level 6Level 5 Level 6 BSBOPS504 Manage business risk Unit of Competency use in the BSB Training Package Core unit Elective unit Qualifications BSB50320 Diploma of Human Resource Management BSB50120 Diploma of Business BSB50220 Diploma of Aboriginal and Torres Strait Islander Governance BSB50420 Diploma of Leadership and Management BSB50620 Diploma of Marketing and Communication BSB50920 Diploma of Quality Auditing BSB60120 Advanced Diploma of Business BSB60220 Advanced Diploma of Conveyancing BSB60320 Advanced Diploma of Human Resource Management Skill sets BSBSS00101 Business Operations Management Skill Set Unit of Competency Interpretation Summary Performance Criteria Notes 1.1 Evaluate organisational processes, procedures and requirements and determine scope for risk management process Evaluating may involve: liaising with risk managers or risk management departments. 4.3 Communicate risk management processes to relevant parties Foundation Skills Organisational processes, procedures and requirements may relate to: customer engagement escalations privacy security work health and safety (WHS). Relevant parties may include: accreditation bodies auditors risk managers. Notes Reading: Synthesises a variety of relatively complex texts Writing: Develops textual material and organises content in a manner that effectively documents risk management analysis and assessment priorities and processes Numeracy: Uses numerical tools to assess risk and uses numerical data to review plans Technology: Uses digital technologies and systems to access information, document plans and communicate with others Complex texts may include: legislation organisational and industry codes of practice regulations strategic plans. Textual material may include: risk assessment plans and documents. Numerical tools may include: bank statements budgets cash flows financial plans gantt charts workforce planning data. Digital technologies and systems may include: cloud-based applications customer relationship management (CRM) databases virtual meeting technology. 415 BBuussiinneessssOoperations OvervOievwerview Level 1 Level 4Level 2 LeveLle3vel 5 Level 4 Level 6Level 5 Level 6 BSBOPS504 Manage business risk Unit of Competency use in the BSB Training Package Core unit Elective unit Qualifications BSB50320 Diploma of Human Resource Management BSB50120 Diploma of Business BSB50220 Diploma of Aboriginal and Torres Strait Islander Governance BSB50420 Diploma of Leadership and Management BSB50620 Diploma of Marketing and Communication BSB50920 Diploma of Quality Auditing BSB60120 Advanced Diploma of Business BSB60220 Advanced Diploma of Conveyancing BSB60320 Advanced Diploma of Human Resource Management Skill sets BSBSS00101 Business Operations Management Skill Set Unit of Competency Interpretation Summary Performance Evidence Notes Consult and communicate with stakeholders to identify and assess risks, determine appropriate risk treatment actions and priorities and explain the risk management processes Stakeholders may include: competitors customers employees industry groups suppliers. Knowledge Evidence Notes Legislative and regulatory context of the organisation in relation Legislative and regulatory context may relate to: to risk management anti-discrimination (e.g. Age Discrimination Act 2004, Disability Discrimination Act 1992, Racial Discrimination Act 1975, Sex Discrimination Act 1984) applicable federal and state/territory WHS legislation Privacy Act 1988. Risk management process Risk management processes may relate to: risk management standards (e.g. ISO 31000:2018). 416 BBuussiinneessssOoperations OvervOievwerview Level 1 Level 4Level 2 LeveLle3vel 5 Level 4 Level 6Level 5 Level 6 BSBOPS505 Manage organisational customer service Unit of Competency use in the BSB Training Package Core unit Qualifications N/A Skill sets N/A Elective unit BSB50120 Diploma of Business BSB50420 Diploma of Leadership and Management BSB50620 Diploma of Marketing and Communication BSB60120 Advanced Diploma of Business Unit of Competency Interpretation Summary Performance Criteria Notes 1.3 Identify and procure resources required to address customer service requirements 2.1 Deliver product and service according to customer specifications within organisation's business plan 3.3 Adapt delivery of customer product and service in consultation with relevant individuals and groups Foundation Skills Customer service requirements may relate to: organisational policies and procedures service level agreements. Organisation's business plans may relate to: customer service manuals standard operating procedures. Relevant individuals and groups may include: external stakeholders (e.g. customers, suppliers) internal stakeholders (e.g. colleagues, managers). Notes Reading: Interprets and analyses textual information from a variety of sources and applies the knowledge that has been gained to evaluate standards for organisation's products and services Writing: Produces a range of text types to convey information, requirements or recommendations matching style of writing to purpose and audience Technology: Uses digital technology to access, organise and present information in a format that meets requirements Performance Evidence Sources may include: customer feedback customer service policies and procedures key performance indicators (KPIs) legislation standard operating procedures. Text types may include: presentations reports. Digital technology may include: cloud-based applications customer relationship management (CRM) databases spreadsheets virtual meeting technology word processing tools. Notes Identify and resolve system problems relating to poor customer service System problems may relate to: access delivery timing product quality and specifications. 417 BBuussiinneessssOoperations OvervOievwerview Level 1 Level 4Level 2 LeveLle3vel 5 Level 4 Level 6Level 5 Level 6 BSBOPS505 Manage organisational customer service Unit of Competency use in the BSB Training Package Core unit Qualifications N/A Skill sets N/A Elective unit BSB50120 Diploma of Business BSB50420 Diploma of Leadership and Management BSB50620 Diploma of Marketing and Communication BSB60120 Advanced Diploma of Business Unit of Competency Interpretation Summary Knowledge Evidence Notes Legislative and regulatory frameworks governing customer service Organisational policies and procedures for customer service and handling customer complaints Legislative and regulatory frameworks may relate to: anti-discrimination (e.g. Age Discrimination Act 2004, Disability Discrimination Act 1992, Racial Discrimination Act 1975, Sex Discrimination Act 1984) applicable federal and state/territory WHS legislation Privacy Act 1988. Organisational policies and procedures may relate to: conflict management and resolution customer engagement escalation processes returns and refunds warranties. 418 BBuussiinneessssOoperations OvervOievwerview Level 1 Level 4Level 2 LeveLle3vel 5 Level 4 Level 6Level 5 Level 6 BSBOPS601 Develop and implement business plans Unit of Competency use in the BSB Training Package Core unit Elective unit Qualifications BSB60120 Advanced Diploma of Business BSB60420 Advanced Diploma of Leadership and Management BSB50120 Diploma of Business BSB60320 Advanced Diploma of Human Resource Management BSB60520 Advanced Diploma of Marketing and Communication BSB80120 Graduate Diploma of Management (Learning) Skill sets BSBSS00101 Business Operations Management Skill Set Unit of Competency Interpretation Summary Performance Criteria Notes 1.1 Identify organisational and legislative frameworks relevant to development of a business plan Organisational frameworks may relate to: customer service organisational policies and procedures standard operating procedures strategic goals and plans. 2.1 Communicate business plan to all relevant stakeholders Foundation Skills Legislative frameworks may relate to: Fair Work Act 2009 applicable federal and state/territory WHS legislation Privacy Act 1988. Relevant stakeholders may include: charity groups financers government agencies non-governmental organisations (NGOs) public and community groups shareholders. Notes Reading: Gathers, interprets and analyses textual information Textual information may relate to: when developing the business plan and monitoring operational situational and environmental analysis. performance Writing: Researches, plans and prepares business plan for relevant stakeholders Relevant stakeholders may include: charity groups financers government agencies non-governmental organisations (NGOs) public and community groups shareholders. Knowledge Evidence Notes Performance objectives and measures, including key results indicators Performance objectives and measures may include: key performance areas (KPAs) key performance indicators (KPIs). 419 BBuussiinneessssOoperations OvervOievwerview Level 1 Level 4Level 2 LeveLle3vel 5 Level 4 Level 6Level 5 Level 6 BSBOPS602 Monitor corporate governance activities Unit of Competency use in the BSB Training Package Core unit Qualifications N/A Skill sets BSBSS00114 Organisational Governance Skill Set Elective unit BSB50120 Diploma of Business BSB60120 Advanced Diploma of Business Unit of Competency Interpretation Summary Performance Criteria Notes 1.1 Identify corporate governance requirements, standards and practices according to organisational requirements Corporate governance requirements, standards and practices may relate to: Australian Company Secretaries (ACS) Australian Securities and Investments Commission (ASIC) election requirements office-bearers. Foundation Skills Notes Reading: Sources and researches textual information in the Textual information may include: context of organisational strategy and compliance requirements annual reports to support plans, monitoring and reporting legislation organisational strategy documents regulations. Writing: Develops complex texts using specialised and detailed language to convey information, requirements and recommendations according to legal and organisational requirements Complex texts may include: briefings legislation organisational policies and procedures reports. Performance Evidence Notes Access and interpret legislation and regulations to identify corporate governance compliance requirements Meet statutory reporting requirements Legislation may include: anti-discrimination (e.g. Age Discrimination Act 2004, Disability Discrimination Act 1992, Racial Discrimination Act 1975, Sex Discrimination Act 1984) applicable federal and state/territory WHS legislation Fair Work Act 2009 Privacy Act 1988. Statutory reporting requirements may relate to: annual general meetings (AGM) company ownership equal employment opportunity (EEO) external auditor reports financial reports shareholder reports. 420 Personal Effectiveness Overview 422 BSBPEF101 Plan and prepare for work readiness 423 BSBPEF201 Support personal wellbeing in the workplace 425 BSBPEF202 Plan and apply time management 427 BSBPEF301 Organise personal work priorities 428 BSBPEF302 Develop self-awareness 429 BSBPEF401 Manage personal health and wellbeing 430 BSBPEF402 Develop personal work priorities 432 BSBPEF403 Lead personal development 433 BSBPEF501 Manage personal and professional development 434 BSBPEF502 Develop and use emotional intelligence 435 421 Personal Effectiveness Overview Level 1 Level 2 Level 3 Level 4 Personal Effectiveness Unit Sector Overview The Personal Effectiveness (PEF) unit sector incorporates units of competency aimed at supporting individuals in a variety of industries and job roles to develop skills that support their effectiveness in a work environment. Personal effectiveness involves using techniques and available resources to maximise personal performance in order to contribute to business objectives. In a workplace context, personal effectiveness covers personal and professional development, and personal health and wellbeing, which supports performance and ongoing skill development. Level 5 Glossary of common terminology Employee Assistance Programs (EAPs) Organisational policies Organisational procedures Employee Assistance Programs (EAPs) are a work-based intervention program designed to enhance emotional, mental and general psychosocial wellbeing of all employees. Organisational policies represent an overarching course of action adopted by an organisation. Organisational procedures relate to any established series of actions expected to be conducted in a certain order or manner. Personal Effectiveness Unit of Competency guidance For further information regarding detailed interpretation of the units of competency in the `Personal Effectiveness' unit stream, please refer to the interpretation guidance provided on pages 413 - 425. Content for each unit reflects those items identified in consultation that would benefit from guidance. Not all requirements of a unit of competency are addressed by this Manual. The information in this Guide is offered as supplementary interpretation guidance relating to the BSB Business Services Training Package Version 7. The interpretations and advice in this Guide are not enforceable and serve as guidance only. ASQA, VRQA and TAC are the sector regulators responsible for determining matters of compliance in relation to training providers. 422 Overview Personal Effectiveness Level 1 Level 2 Level 3 Level 4 Level 5 BSBPEF101 Plan and prepare for work readiness Unit of Competency use in the BSB Training Package Core unit Qualifications BSB10120 Certificate I in Workplace Skills Skill sets BSBSS00125 Workplace Foundations Skill Set Elective unit BSB20120 Certificate II in Workplace Skills Unit of Competency Interpretation Summary Performance Criteria Notes 1.5 Research methods to acquire additional skills required 3.1 Identify types of evidence required to demonstrate competence in skills development Foundation Skills Research methods may relate to: internal and external procedures peer feedback simple web searches validating credibility of sources. Evidence required may include: skill demonstrations external training portfolios references self-assessments work products (e.g. document samples). Notes Reading: Identifies textual information to determine requirements Performance Evidence Textual information may include: customer requests (e.g. letters, emails) job descriptions organisational procedures tasks sheets work instructions. Notes Seek advice from relevant stakeholders on: work and career options results of self-assessment preparation of portfolio Knowledge Evidence Relevant stakeholders may include: mentors more experienced peers and colleagues supervisors trusted advisors (e.g. careers advisors). Notes Sources of advice on career planning and skill development Sources of advice may include: career counsellors employment websites human resources (HR) National Careers Institute (NCI) organisational policies and procedures (e.g. promotions, merit selection processes) supervisors. 423 Overview Personal Effectiveness Level 1 Level 2 Level 3 Level 4 Level 5 BSBPEF101 Plan and prepare for work readiness Unit of Competency use in the BSB Training Package Core unit Qualifications BSB10120 Certificate I in Workplace Skills Skill sets BSBSS00125 Workplace Foundations Skill Set Elective unit BSB20120 Certificate II in Workplace Skills Unit of Competency Interpretation Summary Assessment Conditions Notes Workplace documentation and resources for career development Workplace documentation and resources may include: portfolios references self-assessments work products (e.g. document samples). 424 Personal Effectiveness Overview Level 1 Level 2 Level 3 Level 4 Level 5 BSBPEF201 Support personal wellbeing in the workplace Unit of Competency use in the BSB Training Package Core unit Qualifications BSB30120 Certificate III in Business Skill sets N/A Elective unit BSB10120 Certificate I in Workplace Skills BSB20120 Certificate II in Workplace Skills Unit of Competency Interpretation Summary Performance Criteria Notes 1.1 Identify personal factors that may impact on wellbeing 1.2 Identify workplace factors that may impact on wellbeing 2.2 Identify appropriate method for communication about wellbeing 4.2 Select appropriate wellbeing resources applicable to own workplace Personal factors may include: cultural educational environmental familial financial psychological. Workplace factors may include: culture empowerment and psychological safety inclusion and diversity job security leadership motivational strategies organisational structure recognitions sickness in the workplace social activities wellbeing programs work health and safety (WHS) workloads. Methods for communication may include: following organisational communication policies and procedures newsletters one-on-one meetings with peers and supervisors online assessments safety shares team meetings toolbox talks. Wellbeing resources may include: Australian Human Resources Institute (AHRI) counsellors Employee Assistance Programs (EAP) Employee Assistance Schemes (EAS) online resources support staff (e.g. human resources [HR], learning and development [L&D]) WHS wardens and officers. 425 Personal Effectiveness Overview Level 1 Level 2 Level 3 Level 4 Level 5 BSBPEF201 Support personal wellbeing in the workplace Unit of Competency use in the BSB Training Package Core unit Qualifications BSB30120 Certificate III in Business Skill sets N/A Elective unit BSB10120 Certificate I in Workplace Skills BSB20120 Certificate II in Workplace Skills Unit of Competency Interpretation Summary Foundation Skills Notes Reading: Identifies and interprets textual information to determine job role and requirements Knowledge Evidence Textual information may include: newsletters toolbox talks organisational policies and procedures. Notes Key features of Employee Assistance Programs (EAPs) Key features may include: access to counselling confidentiality support mechanisms workplace wellness data. 426 Overview Personal Effectiveness Level 1 Level 2 Level 3 Level 4 Level 5 BSBPEF202 Plan and apply time management Unit of Competency use in the BSB Training Package Core unit Qualifications BSB20120 Certificate II in Workplace Skills Skill sets N/A Elective unit BSB10120 Certificate I in Workplace Skills Unit of Competency Interpretation Summary Performance Criteria Notes 1.1 Discuss and agree on work goals and plans with assistance Relevant personnel may include: from relevant personnel human resources (HR) officers supervisors team leaders team members. Foundation Skills Notes Reading: Identifies and interprets textual information to determine and adhere to organisational and task requirements Textual information may include: diaries calendars strategic and operational organisational plans work plans. Technology: Selects and uses appropriate digital tools to complete tasks Digital tools may include: calendars and diaries cloud-based applications handheld and mobile devices virtual meeting technology. Knowledge Evidence Notes Time management techniques and strategies Features of a time management plan Techniques and strategies may include: awareness of frameworks (e.g. Pomodoro, Eisenhower) delegating negotiating prioritising scheduling self-management (e.g. strategies to stop procrastinating, stress management) setting expectations to-do lists. Features may include: basic action plan contingency within scope of own job role deadlines. 427 Overview Personal Effectiveness Level 1 Level 2 Level 3 Level 4 Level 5 BSBPEF301 Organise personal work priorities Unit of Competency use in the BSB Training Package Core unit Qualifications N/A Skill sets N/A Elective unit BSB30120 Certificate III in Business BSB30220 Certificate III in Entrepreneurship and New Business BSB30320 Certificate III in Legal Services BSB30420 Certificate III in Library and Information Services Unit of Competency Interpretation Summary Knowledge Evidence Notes Methods to elicit, analyse and interpret feedback when communicating with other people in the workplace Assessment Conditions Methods may include: customer and client feedback performance reviews research and data analysis (e.g. surveys, 360 review) self-assessments. Notes Challenges and situations to demonstrate application of performance evidence Challenges and situations may include: extenuating circumstances extraordinary events (e.g. natural disasters, disease) internal conflicting priorities limited access to resources and technology staff shortages urgency of requests. 428 Overview Personal Effectiveness Level 1 Level 2 Level 3 Level 4 BSBPEF302 Develop self-awareness Level 5 Unit of Competency use in the BSB Training Package Core unit Qualifications N/A Skill sets N/A Elective unit BSB20120 Certificate II in Workplace Skills BSB30120 Certificate III in Business BSB30220 Certificate III in Entrepreneurship and New Business Unit of Competency Interpretation Summary Performance Criteria Notes 3.2 Create an action plan to develop self-awareness Foundation Skills Action plans may include: benchmarking identifying desired and gap states prioritising self-assessments timeline considerations training and development strategies. Notes Writing: Prepares documents to monitor and reflect on performance Knowledge Evidence Documents may include: personal and professional development plans reflection journals self-assessments. Notes Strategies and documentation for a self-awareness action plan Strategies and documentation may include: benchmarking identifying desired and gap states prioritising self-assessments timeline considerations training and development strategies. 429 Overview Personal Effectiveness Level 1 Level 2 Level 3 Level 4 Level 5 BSBPEF401 Manage personal health and wellbeing Unit of Competency use in the BSB Training Package Core unit Qualifications N/A Skill sets N/A Elective unit BSB40120 Certificate IV in Business BSB40220 Certificate IV in Aboriginal and Torres Strait Islander Governance BSB40320 Certificate IV in Entrepreneurship and New Business BSB40520 Certificate IV in Leadership and Management BSB40620 Certificate IV in Legal Services BSB40920 Certificate IV in Project Management Practice BSB50120 Diploma of Business Unit of Competency Interpretation Summary Performance Criteria Notes 1.1 Identify factors in the work environment that may impact on own physical and mental health Factors in the work environment may include: ergonomics and manual handling infection control meeting needs and expectations of direct reports team leader expectations work health and safety (WHS). 1.4 Review legislative and organisational policies and procedures relating to health and wellbeing Legislative and organisational policies and procedures may relate to: Fair Work Act 2009 local, state and territory WHS legislation organisational and industry codes of conduct wellness frameworks work behavioural analysis. Foundation Skills Notes Planning and organising: Uses problem-solving techniques to analyse and address issues that arise Performance Evidence Problem-solving techniques may include: brainstorming collaborating critical thinking fishbone analysis performance reviews root cause analysis. Notes Locate and assess applicable resources Locating may include use of: external sources (e.g. internet, specialist) internal sources (e.g. intranet, internal policies). Assessing may relate to: identifying credible and verifiable sources (e.g. Australian Human Resources Institute [AHRI], peak industry bodies). 430 Overview Personal Effectiveness Level 1 Level 2 Level 3 Level 4 Level 5 BSBPEF401 Manage personal health and wellbeing Unit of Competency use in the BSB Training Package Core unit Qualifications N/A Skill sets N/A Elective unit BSB40120 Certificate IV in Business BSB40220 Certificate IV in Aboriginal and Torres Strait Islander Governance BSB40320 Certificate IV in Entrepreneurship and New Business BSB40520 Certificate IV in Leadership and Management BSB40620 Certificate IV in Legal Services BSB40920 Certificate IV in Project Management Practice BSB50120 Diploma of Business Unit of Competency Interpretation Summary Knowledge Evidence Notes Time management tools and techniques Requirements under work health and safety (WHS) legislation to address workplace stress Tools and techniques may include: use of applications on mobile devices that support health and wellbeing considering team time management. Work health and safety (WHS) legislation may include: state regulator information and guidance (e.g. risk assessment and controls for stress management) terms and conditions of employment (e.g. awards). 431 Overview Personal Effectiveness Level 1 Level 2 Level 3 Level 4 Level 5 BSBPEF402 Develop personal work priorities Unit of Competency use in the BSB Training Package Core unit Qualifications N/A Skill sets N/A Elective unit BSB40120 Certificate IV in Business BSB40520 Certificate IV in Leadership and Management BSB40620 Certificate IV in Legal Services BSB40720 Certificate IV in Library and Information Services BSB40820 Certificate IV in Marketing and Communication BSB40920 Certificate IV in Project Management Practice Unit of Competency Interpretation Summary Performance Criteria Notes 1.4 Develop a personal work schedule 2.1 Communicate personal work schedule to relevant personnel Foundation Skills Personal work schedules may include: daily tasks delegating key performance indicators (KPIs) monitoring and reviewing prioritising project planning reflecting on job requirements and job description reporting timelines and deadlines. Relevant personnel may include: human resources (HR) officers supervisors team leaders team members. Notes Writing: Prepares written reports and workplace documentation that communicate complex information clearly and effectively Written reports and workplace documentation may include: reports for achieving goals team management reports timelines work schedules. Numeracy: Analyses numerical information related work accountabilities Numerical information may include: recording time spent at work, including overtime and absenteeism time management data work schedule time allocations. Knowledge Evidence Notes Business technology applications to schedule tasks and plan work Business technology applications may include: intranet scheduling software spreadsheets word processing tools. 432 Overview Personal Effectiveness Level 1 Level 2 Level 3 Level 4 Level 5 BSBPEF403 Lead personal development Unit of Competency use in the BSB Training Package Core unit Qualifications N/A Skill sets N/A Elective unit BSB40120 Certificate IV in Business BSB40320 Certificate IV in Entrepreneurship and New Business BSB40420 Certificate IV in Human Resource Management BSB40520 Certificate IV in Leadership and Management Unit of Competency Interpretation Summary Performance Criteria Notes 1.3 Create a self-regulation management plan according to organisational policy Foundation Skills Self-regulation management plans may include: behavioural and emotional self-regulation communication techniques delegating negotiating prioritising reflective practice setting goals time and stress management. Notes Writing: Develops texts dealing with complex ideas and concepts using specialised and detailed language to convey explicit information regarding personal development Performance Evidence Texts may include: organisational charts performance appraisal documents reports for achieving goals team management reports timelines work schedules. Notes Research and plan opportunities for own personal development Research may include: career progression pathways and plans external and internal training higher duty opportunities industry bodies and networks key performance indicators (KPIs) shadowing succession planning. Knowledge Evidence Notes Interpersonal skill concepts Interpersonal skill concepts may include: advocacy conflict resolution and management cross-cultural communication effective listening techniques emotional intelligence (EI) empathy leadership resilience self-awareness self-management self-regulation. 433 Personal Effectiveness Overview Level 1 Level 2 Level 3 Level 4 Level 5 BSBPEF501 Manage personal and professional development Unit of Competency use in the BSB Training Package Core unit Qualifications N/A Skill sets N/A Elective unit BSB40120 Certificate IV in Business BSB50120 Diploma of Business BSB50220 Diploma of Aboriginal and Torres Strait Islander Governance BSB50320 Diploma of Human Resource Management BSB50420 Diploma of Leadership and Management BSB50520 Diploma of Library and Information Services BSB50620 Diploma of Marketing and Communication BSB50720 Diploma of Paralegal Services BSB50820 Diploma of Project Management BSB50920 Diploma of Quality Auditing BSB60120 Advanced Diploma of Business BSB60220 Advanced Diploma of Conveyancing BSB60420 Advanced Diploma of Leadership and Management Unit of Competency Interpretation Summary Performance Criteria Notes 2.2 Use technology to manage work priorities of the team 3.2 Seek feedback from relevant personnel on own development needs 3.3 Participate in personal and professional development activities that address identified needs, priorities and plans Foundation Skills Technology may include: cloud-based computing applications shared calendars virtual meeting technology. Relevant personnel may include: clients and customers colleagues and peers human resources (HR) officers learning and development (L&D) officers managers mentors. Personal and professional development activities may include: individual informal study job sharing job training and external training mentoring and coaching networking shadowing. Notes Reading: Analyses and interprets textual information from organisational policies and practices or feedback to inform personal development planning Textual information may include: organisational charts performance appraisal documents reports for achieving goals team management reporting timelines work schedules. 434 Overview Personal Effectiveness Level 1 Level 2 Level 3 Level 4 Level 5 BSBPEF502 Develop and use emotional intelligence Unit of Competency use in the BSB Training Package Core unit Qualifications BSB50420 Diploma of Leadership and Management Skill sets N/A Elective unit BSB40120 Certificate IV in Business BSB40520 Certificate IV in Leadership and Management BSB50120 Diploma of Business BSB51319 Diploma of Work Health and Safety BSB60619 Advanced Diploma of Work Health and Safety BSB60720 Advanced Diploma of Program Management Unit of Competency Interpretation Summary Performance Criteria Notes 1.1 Develop evaluation criteria for assessing emotional strengths and weaknesses Evaluation criteria may relate to: awareness communicating with others peer feedback resilience self-reflecting workplace relationships. 1.5 Seek feedback from others to identify and confirm methods Feedback from others may include: for responding to emotional stressors in the workplace customer and client feedback performance reviews. 2.5 Consult with relevant stakeholders and identify improvement areas for own emotional intelligence Relevant stakeholders may include: clients and customers colleagues and peers human resources (HR) officers learning and development (L&D) officers managers mentors. Knowledge Evidence Notes Methods to develop emotional intelligence in others Methods may include: coaching and mentoring continuous improvement strategies formal training opportunities for individuals to apply learnings promoting an emotionally intelligent workforce providing constructive feedback self-reflecting. 435 Project Management Overview BSBPMG420 Apply project scope management techniques BSBPMG421 Apply project time management techniques BSBPMG422 Apply project quality management techniques BSBPMG423 Apply project cost management techniques BSBPMG424 Apply project human resources management approaches BSBPMG425 Apply project information management and communications techniques BSBPMG426 Apply project risk management techniques BSBPMG427 Apply project procurement procedures BSBPMG428 Apply project life cycle management processes BSBPMG429 Apply project stakeholder engagement techniques BSBPMG430 Undertake project work BSBPMG530 Manage project scope BSBPMG531 Manage project time BSBPMG532 Manage project quality BSBPMG533 Manage project cost BSBPMG534 Manage project human resources BSBPMG535 Manage project information and communication BSBPMG536 Manage project risk BSBPMG537 Manage project procurement BSBPMG538 Manage project stakeholder engagement BSBPMG539 Manage project governance BSBPMG540 Manage project integration BSBPMG541 Manage complex projects BSBPMG630 Enable program execution BSBPMG631 Manage program delivery BSBPMG632 Manage program risk 438 439 441 443 445 447 449 451 452 454 456 457 459 461 463 465 467 468 470 472 474 476 478 480 483 485 487 436 Project Management BSBPMG633 Provide leadership for the program 489 BSBPMG634 Facilitate stakeholder engagement 491 BSBPMG635 Implement program governance 493 BSBPMG636 Manage benefits 495 BSBPMG637 Engage in collaborative alliances 497 BSBPMG810 Prioritise projects and programs 499 BSBPMG811 Select and balance the portfolio 501 BSBPMG812 Manage and review portfolio performance 504 BSBPMG813 Govern the portfolio 506 BSBPMG814 Lead the portfolio 508 BSBPMG815 Manage portfolio communications and change 510 BSBPMG816 Manage portfolio resources 512 BSBPMG817 Manage portfolio risk 514 437 Overview Level 4 Level 5 Level 6 Project Management Unit Sector Overview The Project Management (PMG) unit sector incorporates units of competency aimed at supporting individuals in a range of industries and job roles to develop skills to manage and deliver projects. Relevant job roles may include project administrator, project manager, program manager and portfolio manager. A project is a temporary venture undertaken to create a unique product, service or result. Projects have a defined beginning and end in time, and therefore defined scope and resources. Project management is the application of knowledge, skills, tools, and techniques to project activities to meet the project requirements. Project Management Level 8 Glossary of common terminology Organisational policies Organisational procedures Organisational policies represent an overarching course of action adopted by an organisation. Organisational procedures relate to any established series of actions expected to be conducted in a certain order or manner. Project Management Unit of Competency guidance For further information regarding detailed interpretation of the units of competency in the `Project Management' unit stream, please refer to the interpretation guidance provided on pages 429 - 505. Content for each unit reflects those items identified in consultation that would benefit from guidance. Not all requirements of a unit of competency are addressed by this Manual. The information in this Guide is offered as supplementary interpretation guidance relating to the BSB Business Services Training Package Version 7. The interpretations and advice in this Guide are not enforceable and serve as guidance only. ASQA, VRQA and TAC are the sector regulators responsible for determining matters of compliance in relation to training providers. 438 Project Management Overview Level 4 Level 5 Level 6 Level 8 BSBPMG420 Apply project scope management techniques Unit of Competency use in the BSB Training Package Core unit Qualifications BSB40920 Certificate IV in Project Management Practice Skill sets N/A Elective unit BSB41419 Certificate IV in Work Health and Safety Unit of Competency Interpretation Summary Performance Criteria Notes 1.1 Participate in identifying project objectives and requirements and review project initiation documentation Participating in identifying project objectives may relate to: accessing information as part of a team or with team leader using digital tools (e.g. virtual meeting technology). Initiation documentation may include: business cases business needs analyses problem statements project charters statements of work. 2.2 Identify and respond to variations according to established Responding may include: change control procedures within scope of own responsibility follow-up communications (e.g. emails). Change control procedures may relate to: delegations manuals project governance recording variations. 3.2 Contribute to reporting scope changes Change control procedures may vary depending on the industry, organisation or individual project. Reporting may relate to: change control procedures impacts on time, costs and quality progress and status project governance. Foundation Skills Reporting may depend on organisational policies and procedures. Notes Reading: Identifies and analyses complex texts Complex texts may include: Australian and industry standards legislation organisational and industry codes of practice organisational policies and procedures organisational strategy and goals (e.g. strategic plans) project plans regulations. 439 Project Management Overview Level 4 Level 5 Level 6 Level 8 BSBPMG420 Apply project scope management techniques Unit of Competency use in the BSB Training Package Core unit Qualifications BSB40920 Certificate IV in Project Management Practice Skill sets N/A Elective unit BSB41419 Certificate IV in Work Health and Safety Unit of Competency Interpretation Summary Performance Evidence Notes Work according to project scope management plan including established change control procedures and performance measurement procedures Knowledge Evidence Performance measurement procedures may include: analysing return on investment (ROI) individual team member performance measurement (e.g. according to performance management plan) measuring against baseline time and costs tracking key performance indicators (KPIs) and milestones. Notes Methods for measuring work outcomes and progress against plans Methods for reviewing project outcomes Methods for measuring work outcomes and progress may include: conducting iterative reviews against performance management plans reporting iterative progress (e.g. daily, weekly) using gantt charts to demonstrate progress against activities. Methods for reviewing project outcomes may be based on: final project reports gap analysis lessons learned listing and scheduling activities reviewing budgets, communications, goals and quality objectives stakeholder satisfaction. 440 Project Management Overview Level 4 Level 5 Level 6 Level 8 BSBPMG421 Apply project time management techniques Unit of Competency use in the BSB Training Package Core unit Qualifications BSB40920 Certificate IV in Project Management N/A Practice Skill sets N/A Elective unit Unit of Competency Interpretation Summary Performance Criteria Notes 1.3 Contribute to identifying schedule impact on project time management, resource requirements, costs and risks using project scheduling tools and techniques Foundation Skills Project scheduling tools and techniques may include: critical path analysis gantt charts network diagrams. Notes Reading: Interprets project documentation to determine scheduling requirements and review performance Planning and organising: Uses digital tools to enter, analyse and present data and information Performance Evidence Project documentation may include: Australian and industry standards legislation organisational and industry codes of practice organisational policies and procedures organisational strategy and goals (e.g. strategic plans) project plans regulations. Digital tools may include: digital collaboration tools internal organisational software spreadsheets virtual meeting technology word processing tools. Notes Apply time-management techniques in a project Time-management techniques may include: project network diagrams project slack and float understanding project critical path. 441 Project Management Overview Level 4 Level 5 Level 6 Level 8 BSBPMG421 Apply project time management techniques Unit of Competency use in the BSB Training Package Core unit Qualifications BSB40920 Certificate IV in Project Management N/A Practice Skill sets N/A Elective unit Unit of Competency Interpretation Summary Knowledge Evidence Notes Contents of work breakdown structure detail to enable effective project planning and control Contents of work breakdown structure detail may include: roles and responsibilities work breakdown structure dictionaries work packages. Methods for estimating task duration and resource requirements Methods for estimating may include: expert knowledge forward and backward pass calculations network diagrams three-point estimation. Tools and techniques for managing project time and their particular application Tools and techniques for managing project time may include: forward and backward pass calculations network diagrams. Techniques used to measure, record and report progress of activities Techniques may include: defining and tracking project scope status updates. Assessment Conditions Notes Workplace documentation relevant to project management Planning tools Workplace documentation may include: organisational policies and procedures project initiation documents project plans. Planning tools may include: gantt charts network diagrams. 442 Project Management Overview Level 4 Level 5 Level 6 Level 8 BSBPMG422 Apply project quality management techniques Unit of Competency use in the BSB Training Package Core unit Qualifications BSB40920 Certificate IV in Project Management N/A Practice Skill sets N/A Elective unit Unit of Competency Interpretation Summary Performance Criteria Notes 1.2 Contribute to identifying quantifiable quality criteria for project deliverables Quantifiable quality criteria may relate to: Australian standards legislation project initiation and compliance documentation quality standards. 1.3 Locate and interpret policy and procedures for project quality Policy and procedures may relate to: key performance indicators (KPIs) organisational checklists quality control checks. 1.4 Contribute to developing quality requirements in the project Quality requirements may relate to: plan and processes audits quality control checks. 2.2 Select and apply quality management tools and techniques to project processes according to organisational policy Quality management tools and techniques may include: checklists check sheets fishbone diagrams flow charts root cause analysis. Foundation Skills Notes Numeracy: Extracts and evaluates mathematical information embedded in a range of tasks and texts Planning and organising: Uses formal and informal processes to monitor implementation of plans and reflect on outcomes Knowledge Evidence Mathematical information may include: averages median mode upper and lower control limits. Formal and informal processes may be sourced from: organisational and project quality plans. Notes Continuous improvement processes Quality-assurance processes and requirements Continuous improvement processes may include: DMAIC Process: Define, Measure, Analyse, Improve, Control Plan-Do-Check-Act (PDCA) Six Sigma. Quality-assurance processes and requirements may relate to: audit processes control methods documenting and recording quality planning. 443 Project Management Overview Level 4 Level 5 Level 6 Level 8 BSBPMG422 Apply project quality management techniques Unit of Competency use in the BSB Training Package Core unit Qualifications BSB40920 Certificate IV in Project Management N/A Practice Skill sets N/A Elective unit Unit of Competency Interpretation Summary Knowledge Evidence Notes Quality criteria relevant to industry Quality management tools and methodologies relevant to industry and organisation Quality standards and their place in the project life cycle Quality criteria may relate to: Australian standards legislation project initiation and compliance documentation quality standards. Quality management tools and methodologies may include using: checklists check sheets fishbone diagrams flow charts root cause analysis. Quality standards may relate to: industry-specific standards and benchmarks relevant International Organisation for Standardisation (ISO) standards. 444 Project Management Overview Level 4 Level 5 Level 6 Level 8 BSBPMG423 Apply project cost management techniques Unit of Competency use in the BSB Training Package Core unit Qualifications N/A Skill sets N/A Elective unit BSB40920 Certificate IV in Project Management Practice Unit of Competency Interpretation Summary Performance Criteria Notes 1.2 Apply cost-estimating methods and calculate costs of project resource requirements 1.4 Communicate cost estimates to relevant staff and confirm accuracy and obtain input for project budget and cash flow management 1.6 Contribute to developing cost management strategies and processes 2.2 Identify and report variations in budget using established project cost methods, techniques and tools 3.1 Assist relevant personnel to review final project outcomes, budget and costs Foundation Skills Cost-estimating methods may include: cost per square metre general budgeting techniques parametric modelling rate per hour. Relevant staff may include: finance teams project managers project schedulers project sponsors. Cost management strategies and processes may include: earned value management (EVM) systems. Project cost methods, techniques and tools may include: checklists check sheets flow charts forecasting. Relevant personnel may include: finance teams project managers project schedulers project sponsors. Notes Reading: Applies appropriate strategies to construct meaning from complex texts Numeracy: Extracts and evaluates mathematical information embedded in a range of tasks and texts Complex texts may include: Australian and industry standards legislation organisational and industry codes of practice organisational policies and procedures organisational strategy and goals (e.g. strategic plans) project plans regulations. Mathematical information may include: estimated costs of completion EVM-related mathematical information forecasts time estimates. 445 Project Management Overview Level 4 Level 5 Level 6 Level 8 BSBPMG423 Apply project cost management techniques Unit of Competency use in the BSB Training Package Core unit Qualifications N/A Skill sets N/A Elective unit BSB40920 Certificate IV in Project Management Practice Unit of Competency Interpretation Summary Knowledge Evidence Notes Cost estimation methods, techniques and tools Financial assets, liabilities and records Cost estimation methods, techniques and tools may include: forecasting time and cost estimates. Financial assets, liabilities and records may relate to: capitalisation routines project profit and loss. 446 Project Management Overview Level 4 Level 5 Level 6 Level 8 BSBPMG424 Apply project human resources management approaches Unit of Competency use in the BSB Training Package Core unit Qualifications N/A Skill sets N/A Elective unit BSB40920 Certificate IV in Project Management Practice Unit of Competency Interpretation Summary Performance Criteria Notes 1.2 Create work breakdown structure including human resources according to task requirements Work breakdown structure may relate to: communicating reporting. 1.4 Assist in identifying and discussing learning and Assisting in identifying may relate to: development needs, goals, desired outcomes and relationships training needs analysis with relevant staff skills matrix. 3.4 Assist in offering human resource development opportunities to individuals with skill gaps Foundation Skills Relevant staff may include: contractors (e.g. onsite inductions, work health and safety) employees. Human resource development opportunities may include: coaching and mentoring teamwork courses webinars and seminars. Notes Reading: Identifies and interprets information from organisational documentation Problem solving: Uses a range of strategies to facilitate solutions to conflicts Performance Evidence Organisational documentation may include: policies and procedures project initiation documents project plans. Strategies to facilitate solutions to conflicts may include referring to: industry agreements and standards legislation organisational policies and procedures regulations. Notes Construct effective methods for monitoring roles, responsibilities and performance in projects Demonstrate methods for providing feedback on performance and improving performance of project team members Effective methods for monitoring may include: performance management reviews. Methods for providing feedback may be sourced from: organisational processes and procedures. 447 Project Management Overview Level 4 Level 5 Level 6 Level 8 BSBPMG424 Apply project human resources management approaches Unit of Competency use in the BSB Training Package Core unit Qualifications N/A Skill sets N/A Elective unit BSB40920 Certificate IV in Project Management Practice Unit of Competency Interpretation Summary Knowledge Evidence Notes Job design principles and work breakdown structures Learning and development approaches that can be incorporated into project life cycle Methods for skills analysis Conflict resolution strategies Stakeholder engagement styles Assessment Conditions Job design principles may include: job feedback skills and capabilities tasks and responsibilities. Learning and development approaches may include: coaching and mentoring teamwork courses webinars and seminars. Methods for skills analysis may include: focus groups self-assessment skills matrix. Conflict resolution strategies may include referring to: industry agreements and standards legislation organisational policies and procedures regulations. Stakeholder engagement styles may include: formal and informal engagement individual or group-based engagement written, verbal and visual communication. Notes Workplace documentation and resources relevant to performance evidence Workplace documentation may include: organisational policies and procedures project initiation documents project plans. 448 Project Management Overview Level 4 Level 5 Level 6 Level 8 BSBPMG425 Apply project information management and communications techniques Unit of Competency use in the BSB Training Package Core unit Qualifications N/A Skill sets N/A Elective unit BSB40920 Certificate IV in Project Management Practice Unit of Competency Interpretation Summary Performance Criteria Notes 1.2 Contribute to developing project communications plan networks and techniques Project communications plan networks and techniques may include: scheduling daily meetings holding regular steering committee meetings. Project communications plan networks and techniques may depend on stakeholder type and approach, may be formal or informal and may be tailored based on level of influence and project interest. 1.4 Seek feedback on communication plan, networks and techniques from clients and other relevant stakeholders Relevant stakeholders may include: managers. 2.2 Communicate procedures for storing stakeholder Procedures for storing stakeholder information may include information to relevant stakeholders according to organisational using: policies and procedures cloud-based storage document management systems (DMS) onedrive sharepoint. 3.2 Seek feedback from relevant project authorities on information management Procedures may depend on the organisation. Seeking feedback may include: conducting online surveys holding project and team meetings. Foundation Skills Relevant project authorities may include: portfolio managers project managers records managers. Notes Planning and organising: Maintains records according to organisational requirements Planning and organising: Manages information storage, retrieval and sharing, according to security requirements Records may include: action and issue registers meeting minutes. Security requirements may relate to: data protection risk management security awareness. 449 Project Management Overview Level 4 Level 5 Level 6 Level 8 BSBPMG425 Apply project information management and communications techniques Unit of Competency use in the BSB Training Package Core unit Qualifications N/A Skill sets N/A Elective unit BSB40920 Certificate IV in Project Management Practice Unit of Competency Interpretation Summary Knowledge Evidence Notes Models and methods of communications management in context of project life cycle and other project management functions Methods of reviewing outcomes Assessment Conditions Models and methods of communications management may include: applying basic communication strategies encoding and decoding feedback linear, interactive and transactional communication techniques. Methods of reviewing outcomes may relate to: timeliness of communications. Notes Examples of project management documentation for communications-management purposes Project management documentation may include: flyers meeting minutes social media updates status reports survey results websites. 450 Project Management Overview Level 4 Level 5 Level 6 Level 8 BSBPMG426 Apply project risk management techniques Unit of Competency use in the BSB Training Package Core unit Qualifications N/A Skill sets N/A Elective unit BSB40920 Certificate IV in Project Management Practice Unit of Competency Interpretation Summary Performance Criteria Notes 1.3 Establish with relevant personnel risk-analysis methods, techniques and tools Relevant personnel may include: external stakeholders (e.g. clients) internal stakeholders (e.g. project managers, portfolio managers). Risk-analysis methods, techniques and tools may include: qualitative and quantitative risk analyses. 1.4 Contribute to developing risk management strategies, approaches and plans according to organisational policies and procedures Risk management strategies, approaches and plans may relate to: level of organisational risk tolerance organisational risk management frameworks. 1.5 Contribute to developing and implementing risk-reporting mechanisms Risk-reporting mechanisms may include: regularly updating risk registers reporting on risk register through status reports. 2.4 Contribute to reporting opportunities for risk control Reporting opportunities may include: regular project and team meetings status reports. Knowledge Evidence Notes Risk-contingency measures Assessment Conditions Risk-contingency measures may include: accepting and communicating risks avoiding, mitigating and transferring risks treatment plans. Notes Project management documentation for risk management Project management documentation may include: risk management frameworks risk plans risk registers. 451 Overview Project Management Level 4 Level 5 Level 6 Level 8 BSBPMG427 Apply project procurement procedures Unit of Competency use in the BSB Training Package Core unit Qualifications N/A Skill sets N/A Elective unit BSB40120 Certificate IV in Business BSB40920 Certificate IV in Project Management Practice Unit of Competency Interpretation Summary Performance Criteria Notes 1.2 Contribute to developing procurement-management plan and documentation Documentation may include: requests for quotation (RFQ) requests for tender (RFT) statements of work. 2.4 Assist relevant personnel in establishing and checking relevant stakeholders perform agreed terms Relevant personnel may include: contract management personnel procurement officers. 3.2 Undertake procurement activities and maintain information Reporting, confidentiality and audit requirements may relate according to reporting, confidentiality and audit requirements to: frequency of liaising with contractor and vendor. Foundation Skills Notes Reading: Applies appropriate strategies to construct meaning from a variety of texts Writing: Completes project documentation using required formats and structure Texts may include: RFQ RFT statements of work. Project documentation may include: procurement-management plans project plans project initiation documents. 452 Overview Project Management Level 4 Level 5 Level 6 Level 8 BSBPMG427 Apply project procurement procedures Unit of Competency use in the BSB Training Package Core unit Qualifications N/A Skill sets N/A Elective unit BSB40120 Certificate IV in Business BSB40920 Certificate IV in Project Management Practice Unit of Competency Interpretation Summary Knowledge Evidence Notes Procurement-management policy, processes and procedures Procurement documentation requirements Components of contractual documentation and the legal obligations of all parties Process used to select preferred contractors Project procurement-management tools and techniques Procurement-management policy, processes and procedures may relate to: gifts registers organisational procurement policies prefered suppliers lists. Documentation requirements may include: assets and disposal actions contract planning, formation, negotiation and administration records procurement logs and registers quotes, invoices and receipts supplier lists test and acceptance results. Legal obligations of all parties may relate to: payments plans providing goods and services. Processes used to selected preferred contractors may relate to: competitive bidding equal opportunity policies negotiated contracting. Procurement-management tools and techniques may include: demand and supply graphs value chain analysis diagrams vendor management process flows. 453 Project Management Overview Level 4 Level 5 Level 6 Level 8 BSBPMG428 Apply project life cycle management processes Unit of Competency use in the BSB Training Package Core unit Qualifications N/A Skill sets N/A Elective unit BSB40920 Certificate IV in Project Management Practice Unit of Competency Interpretation Summary Performance Criteria Notes 1.3 Identify project initiation documentation Project initiation documentation may include: business cases business needs analyses problem statements project charters statements of work. 1.6 Assist in establishing the project governance structure Project governance structures may relate to: project functions project type and nature reporting lines and authorities. 2.1 Assist in drafting a project charter for approval Project charters may include: objectives scope stakeholders. 2.5 Assist in compiling relevant plans and project baselines for project management plan Plans may relate to: communications quality risk timelines. 4.2 Assist in completing financial, legal and contractual obligations Financial, legal and contractual obligations may relate to: project finances and payments providing goods and services. Knowledge Evidence Notes Methods to prepare project budgets Types of project logs and registers in use in this context Methods to prepare project budgets may include: identifying project scope defining resource requirements obtaining approvals. Types of projects logs and registers may include: change logs communication logs risk and issues logs and registers quality logs task completion logs version control logs. 454 Project Management Overview Level 4 Level 5 Level 6 Level 8 BSBPMG428 Apply project life cycle management processes Unit of Competency use in the BSB Training Package Core unit Qualifications N/A Skill sets N/A Elective unit BSB40920 Certificate IV in Project Management Practice Unit of Competency Interpretation Summary Assessment Conditions Notes Workplace documentation and resources Relevant legislation, regulations, standards and codes Workplace documentation may include: organisational policies and procedures project initiation documents project plans. Legislation may include: Fair Work Act 2009 local, state and territory work health and safety (WHS) legislation Privacy Act 1988. Regulations, standards and codes may include: industry standards and regulations organisational and industry codes of practice. 455 Project Management Overview Level 4 Level 5 Level 6 Level 8 BSBPMG429 Apply project stakeholder engagement techniques Unit of Competency use in the BSB Training Package Core unit Qualifications N/A Skill sets N/A Elective unit BSB40920 Certificate IV in Project Management Practice Unit of Competency Interpretation Summary Performance Criteria Notes 2.1 Assist in negotiating agreement on project communication method, and content and timing of stakeholder engagement Performance Evidence Project communication methods may relate to: effective engagement with stakeholders identifying stakeholders. Notes Engage with project stakeholders using effective interpersonal skills and appropriate methods of communication Interpersonal skills and appropriate methods of communication may relate to: cross-cultural awareness diversity and inclusion influencing and persuasive language negotiation skills resilience verbal and non-verbal communication. Select and use communications methods relevant to the project Communication methods may include: needs and stakeholder expectations interactive communication (e.g. workshops) verbal communication (e.g. meetings, telephone calls) written communication (e.g. emails, letters, text messages). Knowledge Evidence Notes Different levels of stakeholder engagement on projects Techniques and strategies for stakeholder engagement Common problems leading to variances in stakeholder engagement Assessment Conditions Levels of stakeholder engagement may include: leading observing supporting unaware. Techniques and strategies for stakeholder engagement may include: formal and informal engagement individual or group-based engagement written, verbal and visual communication. Common problems may relate to: communication breakdown untimely communication distribution. Notes Project documentation detailing stakeholder engagement Project documentation may include: communication plans and logs project plans project initiation documents. 456 Overview Level 4 Level 5 Level 6 BSBPMG430 Undertake project work Project Management Level 8 Unit of Competency use in the BSB Training Package Core unit Qualifications BSB50620 Diploma of Marketing and Communication Skill sets BSBSS00108 Marketing and Communication Skill Set Elective unit BSB30120 Certificate III in Business BSB40120 Certificate IV in Business BSB40220 Certificate IV in Aboriginal and Torres Strait Islander Governance BSB40320 Certificate IV in Entrepreneurship and New Business BSB40420 Certificate IV in Human Resource Management BSB40520 Certificate IV in Leadership and Management BSB40720 Certificate IV in Library and Information Services BSB50120 Diploma of Business BSB50320 Diploma of Human Resource Management Unit of Competency Interpretation Summary Performance Criteria Notes 1.3 Seek clarification from delegating authority of issues related Delegating authority may refer to: to project and project parameters contractors and vendors customer and clients managers project sponsors. 1.4 Identify responsibilities of relevant stakeholders and reporting requirements Reporting requirements may relate to: budgets and finances risk and issues timelines. 2.1 Identify risks and develop a risk management plan for project, including Work Health and Safety (WHS) 2.4 Identify and access appropriate project management tools 3.2 Establish and maintain required recordkeeping systems throughout the project 4.2 Complete project documentation and obtain sign-offs for concluding project Reporting requirements may depend on the project and organisation. Risk management plans may relate to: level of organisational risk tolerance organisational risk management frameworks. Project management tools may include: Program Evaluation Review Technique (PERT) charts project management and scheduling software risk and issues registers spreadsheets status reports. Recordkeeping systems may require individuals to: follow organisational processes and procedures use digital tools (e.g. sharepoint, onedrive). Project documentation may include: project initiation documents project plans. 457 Overview Level 4 Level 5 Level 6 BSBPMG430 Undertake project work Project Management Level 8 Unit of Competency use in the BSB Training Package Core unit Qualifications BSB50620 Diploma of Marketing and Communication Skill sets BSBSS00108 Marketing and Communication Skill Set Elective unit BSB30120 Certificate III in Business BSB40120 Certificate IV in Business BSB40220 Certificate IV in Aboriginal and Torres Strait Islander Governance BSB40320 Certificate IV in Entrepreneurship and New Business BSB40420 Certificate IV in Human Resource Management BSB40520 Certificate IV in Leadership and Management BSB40720 Certificate IV in Library and Information Services BSB50120 Diploma of Business BSB50320 Diploma of Human Resource Management Unit of Competency Interpretation Summary Foundation Skills Notes Technology: Uses digital technologies and applications to access, organise and share information Knowledge Evidence Digital technologies and applications may include: digital collaboration tools presentation tools spreadsheets virtual meeting technology word processing tools. Notes Types of documents and other sources of information commonly used in defining the parameters of a project Types of documents may include: contracts and agreements project briefs project plans. Relevant legislation and regulations, including work health and safety (WHS) requirements, for project planning Legislation may include: Fair Work Act 2009 local, state and territory work health and safety (WHS) legislation Privacy Act 1988. Assessment Conditions Regulations may include: industry regulations. Notes Workplace documentation and resources relevant to performance evidence Workplace documentation may include: project initiation documents project plans. 458 Overview Level 4 Level 5 Level 6 BSBPMG530 Manage project scope Project Management Level 8 Unit of Competency use in the BSB Training Package Core unit Qualifications BSB50820 Diploma of Project Management Skill sets N/A Elective unit BSB50120 Diploma of Business BSB60120 Advanced Diploma of Business BSB60619 Advanced Diploma of Work Health and Safety Unit of Competency Interpretation Summary Performance Criteria Notes 1.1 Develop and confirm procedures for project authorisation with an appropriate authority 3.1 Implement agreed scope management procedures and processes Foundation Skills Appropriate authority may include: individuals specified in financial delegations manual or organisational breakdown structure. Scope management procedures and processes may involve: contracts and agreements project briefs project plans. Notes Reading: Interprets and analyses information from a range of complex texts Performance Evidence Complex texts may include: legislation organisational and industry codes of practice organisational policies and procedures project plans and charters regulations statements of work work breakdown structures. Notes Collaborate with stakeholders to produce a scope-management Scope-management plans may include: plan approvals, authorities and delegations change management processes. 459 Overview Level 4 Level 5 Level 6 BSBPMG530 Manage project scope Project Management Level 8 Unit of Competency use in the BSB Training Package Core unit Qualifications BSB50820 Diploma of Project Management Skill sets N/A Elective unit BSB50120 Diploma of Business BSB60120 Advanced Diploma of Business BSB60619 Advanced Diploma of Work Health and Safety Unit of Competency Interpretation Summary Knowledge Evidence Notes Formal change-control processes Methods for measuring work outcomes and progress against plans Methods for segmenting and documenting a work breakdown structure Procedures for reporting scope change Project management tools used for managing scope Types of project initiation documentation Formal change-control processes may include: contracts and agreements major elements of the project likely to change (e.g finance, design) project documentation (e.g. project plans and schedules). Methods for measuring work outcomes and progress may include: conducting iterative reviews against performance management plans reporting iterative progress (e.g. daily, weekly) using gantt charts to demonstrate progress against activities. Methods for segmenting and documenting may include: breaking down deliverables into actionable tasks determining key project phases using organisational templates. Procedures for reporting scope change may include: following organisational policies and reporting protocols. Project management tools may include: gantt charts Program Evaluation Review Technique (PERT) charts project management and scheduling software spreadsheets status reports work breakdown structures. Project initiation documentation may include: business cases business needs analysis problem statements statements of work. 460 Overview Level 4 Level 5 Level 6 BSBPMG531 Manage project time Project Management Level 8 Unit of Competency use in the BSB Training Package Core unit Qualifications BSB50820 Diploma of Project Management N/A Skill sets BSBSS00097 Innovation Leadership Skill Set Elective unit Unit of Competency Interpretation Summary Performance Criteria Notes 1.1 Develop work breakdown structure with sufficient detail to enable effective planning and control 1.3 Use project scheduling tools and techniques to identify schedule impact on project time management, resource requirements, costs and risks 2.1 Implement mechanisms to measure, record and report progress of activities according to agreed schedule Foundation Skills Work breakdown structures may include: roles and responsibilities work breakdown structure dictionaries work packages. Project scheduling tools and techniques may include: critical path analysis gantt charts network diagrams. Mechanisms to measure, record and report progress may include: project plans status reports. Notes Technology: Uses digital applications to access, organise, integrate and share relevant information in effective ways Performance Evidence Digital applications may include: digital collaboration tools presentation tools project management and scheduling software spreadsheets virtual meeting technology word processing tools. Notes Develop a project schedule using project management tools and techniques Project management tools and techniques may include: gantt charts Program Evaluation Review Technique (PERT) charts project management and scheduling software spreadsheets status reports work breakdown structures. 461 Overview Level 4 Level 5 Level 6 BSBPMG531 Manage project time Project Management Level 8 Unit of Competency use in the BSB Training Package Core unit Qualifications BSB50820 Diploma of Project Management N/A Skill sets BSBSS00097 Innovation Leadership Skill Set Elective unit Unit of Competency Interpretation Summary Knowledge Evidence Notes Procedures for identifying critical path Procedures for identifying critical path may include considering: available resources and supplies contingency and risk dependencies time estimation prior project history regulations and standards variations. Procedures for managing project baselines, establishment and Procedures for managing project baselines may relate to: variance change management and control risk management. Project life cycle phases Project life cycle phases may include: costing implementing initiating planning scoping. Best-practice time management methodologies, their capabilities, limitations, applications and outcomes Time management methodologies may include: conducting qualitative and quantitative time analysis critical chain management critical path analysis engaging with subject matter experts gantt charts project schedule network diagrams using project management and scheduling software. Key tools for project scheduling Tools for project scheduling may include: critical path method gantt charts Program Evaluation Review Technique (PERT) charts project management and scheduling software spreadsheets status reports work breakdown structures. 462 Overview Level 4 Level 5 Level 6 BSBPMG532 Manage project quality Project Management Level 8 Unit of Competency use in the BSB Training Package Core unit Qualifications BSB50820 Diploma of Project Management Skill sets N/A Elective unit BSB50920 Diploma of Quality Auditing Unit of Competency Interpretation Summary Performance Criteria Notes 1.2 Develop quality metrics for the project and any product output in a quality management plan Quality metrics may include: quality assurance and quality control metrics. 1.3 Select quality management methods and tools for resolving quality issues Quality management methods and tools may include: benchmarking brainstorming control charts cost-benefit analysis flow charts root cause analysis run charts selection criteria. 2.3 Identify causes of variance to quality metrics and undertake Remedial action may involve conducting: remedial action fishbone analysis root cause analysis. 2.4 Maintain a quality management system for timely recording of quality audit data Maintaining a quality management system may relate to: International Organisation for Standardisation (ISO) standards for Project Management (e.g. ISO 21500:2012). 3.1 Review processes and implement agreed changes continually throughout the project life cycle Project life cycle may include: costing implementing initiating planning scoping. Foundation Skills Notes Technology: Uses digital applications to access, organise, integrate and share relevant information in effective ways Digital applications may include: digital collaboration tools presentation tools project management and scheduling software spreadsheets virtual meeting technology word processing tools. 463 Overview Level 4 Level 5 Level 6 BSBPMG532 Manage project quality Project Management Level 8 Unit of Competency use in the BSB Training Package Core unit Qualifications BSB50820 Diploma of Project Management Skill sets N/A Elective unit BSB50920 Diploma of Quality Auditing Unit of Competency Interpretation Summary Performance Evidence Notes Document a quality-management plan Implement quality control and assurance processes for a defined project using a range of tools and methodologies Knowledge Evidence Quality-management plans may include: project scope and schedule quality metrics, controls and requirements. Quality control and assurance processes may include: authorisations and responsibilities for quality control continuous improvement processes measurable quality metrics quality data recording and maintenance reliability and validity requirements. Notes Quality management theory Methods for managing continuous improvement Assessment Conditions Quality management theory may relate to: quality assurance quality control quality improvement quality planning. Methods for managing continuous improvement may include: DMAIC Process: Define, Measure, Analyse, Improve, Control Plan-Do-Check-Act (PDCA) Six Sigma. Notes Project documentation including quality criteria, evidence of quality monitoring and improvement practices Project documentation may include: project plans project initiation documents quality-management plans. 464 Overview Level 4 Level 5 Level 6 BSBPMG533 Manage project cost Project Management Level 8 Unit of Competency use in the BSB Training Package Core unit Qualifications BSB50820 Diploma of Project Management N/A Skill sets N/A Elective unit Unit of Competency Interpretation Summary Performance Criteria Notes 1.1 Identify resource requirements for individual tasks identified Resource requirements may relate to: in the work breakdown structure in consultation with relevant budgets and finances stakeholders predicting anticipated outcomes. 1.4 Develop a cost-management plan for project finances according to scope of responsibility Cost-management plan may include: approval processes communication and reporting processes financial authorisations and delegations invoice procedures. 2.1 Implement agreed financial-management processes and procedures for monitoring actual expenditure against budget Financial-management processes may include: budgeting communication and reporting processes financial authorisations and delegations financial planning and forecasting. 3.2 Review project outcomes using available records Records may include: budgets and financial statements cost-management plans financial-management plans invoice and payment summaries project plans and reports. Performance Evidence Notes Monitor costs across a project's life cycle including solving cost Monitoring costs may involve: variations and analysing possible alternatives calculating earned value management (EVM) forecasting time and cost estimates. 465 Overview Level 4 Level 5 Level 6 BSBPMG533 Manage project cost Project Management Level 8 Unit of Competency use in the BSB Training Package Core unit Qualifications BSB50820 Diploma of Project Management N/A Skill sets N/A Elective unit Unit of Competency Interpretation Summary Knowledge Evidence Notes Appropriate budgeting processes, tools and techniques Budgeting processes, tools and techniques may include: earned value metrics forecasting. Methods and tools for costing and cost analysis Methods and tools for costing may include: project management and scheduling software spreadsheets. Strategies for managing costs and their application in different situations Strategies for managing costs may include: contingency planning and funds increasing budgets planning for delays. Processes for reviewing costs against outcomes Processes for reviewing costs may include: iterative reviews against cost-management plans reporting cost updates to key stakeholders using a graphs and charts to demonstrate progress against budgets. Cost-analysis methods and tools for identifying and evaluating cost variations Cost-analysis methods and tools may include: comparing actual costs with budgeted costs project management and scheduling software spreadsheets. 466 Overview Project Management Level 4 Level 5 Level 6 Level 8 BSBPMG534 Manage project human resources Unit of Competency use in the BSB Training Package Core unit Qualifications BSB50820 Diploma of Project Management N/A Skill sets BSBSS00109 Introduction to Team Management Skill Set Elective unit Unit of Competency Interpretation Summary Performance Criteria Notes 1.4 Support performance of personnel using human resources management (HRM) methods and tools Human resources management (HRM) methods and tools may include: operations managers organisational HR policies and procedures reporting chains. HRM methods and tools may depend on the organisation. 2.3 Measure individuals' performance against agreed criteria and initiate actions for shortfalls in performance Actions for shortfalls in performance may include: developing a performance management plan ongoing performance monitoring and feedback. 3.1 Implement processes for improving individual performance and overall project effectiveness Processes for improving individual performance may include: extrinsic incentives (e.g. promotions, rewards) intrinsic incentives (e.g. affirmations, recognitions). 3.3 Implement procedures for interpersonal communication, counselling, and conflict resolution Interpersonal communication, counselling and conflict resolution may relate to: cross-cultural awareness diversity and inclusion negotiation and mediation resilience verbal and non-verbal communication. Performance Evidence Notes Identify and organise project personnel training and development Knowledge Evidence Project personnel training and development may include: coaching and mentoring teamwork coursed webinars and seminars. Notes Tools and techniques to identify resource requirements including required project personnel levels and competencies Strategies for managing project human resources and their application to different situations Tools and techniques to identify resource requirements may include: interviews project and team meetings skill and competency gap analysis. Strategies for managing project human resources may relate to: conflict resolution individual and group competency identification and development learning and development performance monitoring, assessment and reporting personnel plans and job descriptions personnel recruitment and reallocation. 467 Project Management Overview Level 4 Level 5 Level 6 Level 8 BSBPMG535 Manage project information and communication Unit of Competency use in the BSB Training Package Core unit Qualifications BSB50820 Diploma of Project Management N/A Skill sets N/A Elective unit Unit of Competency Interpretation Summary Performance Criteria Notes 1.2 Develop a communication management plan according to project objectives 2.2 Implement, modify, monitor and control designated information-validation processes 2.4 Identify and resolve communication and information-management system issues Communication management plans may include: governance structures monitoring processes stakeholders. Information-validation processes may depend on the organisation and industry. Information-management systems may include: design processes physical systems soft skills (e.g. communication). 3.1 Finalise and archive records according to agreed project information ownership and control requirements Foundation Skills Issues may include: access to information business accreditation requirements different labour sources (e.g. outsourcing, casual, full-time) information security work health and safety (WHS) system issues. Information ownership and control requirements may relate to: Australian Securities and Investments Commission (ASIC) requirements Privacy Act 1988. Notes Reading: Identifies and analyses complex texts from a range of Complex texts may include: sources legislation organisational policies and procedures. Planning and organising: Uses problem-solving techniques to Problem-solving techniques may include: analyse and resolve issues change requests. Planning and organising: Uses digital tools to access, organise and analyse complex data Digital tools may include: digital collaboration tools project management and scheduling software spreadsheets word processing tools. 468 Project Management Overview Level 4 Level 5 Level 6 Level 8 BSBPMG535 Manage project information and communication Unit of Competency use in the BSB Training Package Core unit Qualifications BSB50820 Diploma of Project Management N/A Skill sets N/A Elective unit Unit of Competency Interpretation Summary Knowledge Evidence Notes Alternative communication methods and media and their application on various projects Methods used to evaluate information systems and communication processes Alternative communication methods and media may include: in-person meetings virtual meeting technology. Methods used to evaluate information systems may include assessing: accessibility and useability consistency reliability training. Methods used to evaluate communication processes may include assessing: language simplicity and appropriateness. 469 Overview Level 4 Level 5 Level 6 BSBPMG536 Manage project risk Project Management Level 8 Unit of Competency use in the BSB Training Package Core unit Qualifications BSB50820 Diploma of Project Management N/A Skill sets N/A Elective unit Unit of Competency Interpretation Summary Performance Criteria Notes 1.2 Identify project risk context to inform risk management processes 1.3 Identify project risks using valid and reliable risk identification methods 2.1 Identify risk analysis classification criteria and apply to agreed risk ranking system Risk context may relate to: internal and external environments risk management standards strategic operations. Risk identification methods may include: brainstorming decision trees environmental analysis (e.g. PESTEL and SWOT) processing audits (e.g system audits) risk matrices. Risk analysis classification criteria may relate to: risk assessment matrices. 2.4 Document risk analysis outcomes for inclusion in risk register and risk management plan 3.1 Identify and document existing risk controls 3.2 Analyse risk treatment options using agreed consultative methods 4.1 Establish risk review processes Risk ranking systems may relate to: risk breakdown structures (e.g. categorising risks). Documents may include: risk review reports. Risk controls may include: continuous monitoring and communication (e.g. risk audit and reviews) project risk frameworks risk indicators risk prevention strategies (e.g. avoiding, accepting, mitigating, transferring risk) risk registers strategies to minimise negative impacts (e.g. in planning or implementation stages). Risk treatment options may include: risk prevention strategies (e.g. avoiding, accepting, mitigating, transferring risk) strategies to minimise negative impacts (e.g. in planning or implementation stages). Risk review processes may include: dedicated group reviews individual tasks and responsibilities. Risk review processes may depend on the organisation and industry. 470 Overview Level 4 Level 5 Level 6 BSBPMG536 Manage project risk Project Management Level 8 Unit of Competency use in the BSB Training Package Core unit Qualifications BSB50820 Diploma of Project Management N/A Skill sets N/A Elective unit Unit of Competency Interpretation Summary Foundation Skills Notes Reading: Interprets and critically analyses complex texts from a Complex texts may include: range of sources and determines how content may be applied legislation according to organisational requirements organisational policies and procedures project plans and charters statement of work work breakdown structures. Knowledge Evidence Notes Characteristics, techniques and applications of quantitative and qualitative risk management techniques and approaches Quantitative risk management techniques and approaches may include: comparing budget and actuals quality aspects of non-conformance statistical risk analysis using baselines. Industry sector risk classifications and different risk contexts Assessment Conditions Qualitative risk management techniques and approaches may include: analysing audit reports conducting stakeholder surveys seeking feedback within meetings. Risk contexts may relate to: internal and external environments risk management standards strategic operations. Notes Workplace documentation and resources Workplace documentation may include: organisational policies and procedures project plans and charters risk review reports statement of work status reports work breakdown structures. 471 Overview Project Management Level 4 Level 5 Level 6 Level 8 BSBPMG537 Manage project procurement Unit of Competency use in the BSB Training Package Core unit Qualifications N/A Skill sets BSBSS00118 Procurement Manager Skill Set Elective unit BSB50120 Diploma of Business BSB50820 Diploma of Project Management Unit of Competency Interpretation Summary Performance Criteria Notes 1.3 Establish agreed procurement management plan 1.6 Determine selection processes and selection criteria, and communicate to suppliers 1.7 Obtain approvals from relevant stakeholders for procurement processes to be used Procurement management plans may include: contingency plans statements of work tender documents. Selection processes and selection criteria may relate to: bidding credit terms lead times preferred suppliers quality requirements types of purchases weighted averages. Relevant stakeholders may include: boards firm partners procurement departments project managers project sponsors quality assurance teams. 2.3 Select preferred supplier according to legal requirements and agreed selection criteria 3.2 Maintain procurements records and documentation according to organisational policies and procedures 3.5 Identify and report procurement management challenges and implement agreed remedial actions 4.2 Review project outcomes using procurement records and information and determine effectiveness of procurement processes and procedures Relevant stakeholders may depend on the type of purchase and organisation. Legal requirements may relate to: Commonwealth Procurement Rules 20 April 2019 ethical requirements industry context (e.g. medical, construction, finance, government). Procurement records and documentation may include: purchase receipts requests for information standard terms and conditions statements of work tender documents. Remedial actions may include: governance structure reviews and amendments purchasing limits. Procurement processes and procedures may relate to: credit issues (e.g. stop credit) internal audits key performance indicators (KPIs) timely invoice payments. 472 Overview Project Management Level 4 Level 5 Level 6 Level 8 BSBPMG537 Manage project procurement Unit of Competency use in the BSB Training Package Core unit Qualifications N/A Skill sets BSBSS00118 Procurement Manager Skill Set Elective unit BSB50120 Diploma of Business BSB50820 Diploma of Project Management Unit of Competency Interpretation Summary Foundation Skills Notes Reading: Interprets, evaluates and critiques ideas and information from a range of complex texts Performance Evidence Complex texts may include: project charters legislation organisational policies and procedures statement of work status reports work breakdown structures. Notes Identify and act according to probity and project governance constraints Knowledge Evidence Probity and project governance constraints may relate to: compliance with policies and legislation escalation processes ethical authority limits privacy and security requirements relevant Australian Standards. Notes Vendor selection criteria Vendor selection criteria may require: holistic approach (e.g. considering a range of perspectives, such as financial, sustainability, organisational culture). Conflict resolution and management Assessment Conditions Vendor selection criteria may depend on the organisation. Conflict resolution and management may involve following: industry agreements organisational policies and procedures relevant legislation and regulations. Notes Workplace documentation and resources relevant to procurement and contracts Workplace documentation may include: procurement management plans purchase receipts requests for information standard terms and conditions statements of work tender documents. 473 Project Management Overview Level 4 Level 5 Level 6 Level 8 BSBPMG538 Manage project stakeholder engagement Unit of Competency use in the BSB Training Package Core unit Qualifications N/A Skill sets N/A Elective unit BSB50820 Diploma of Project Management Unit of Competency Interpretation Summary Performance Criteria Notes 1.3 Determine and agree with relevant stakeholders on forms of engagement, communication methods, project content, budget and timelines Relevant stakeholders may include: external stakeholders (e.g. clients, suppliers, contractors, vendors) internal stakeholders (e.g. project managers, project sponsors, team members). Forms of engagement may relate to: developing a RACI matrix (responsible, accountable, consulted, informed). Communication methods may include: interactive communication (e.g. workshops) verbal communication (e.g. meetings, telephone calls) written communication (e.g. emails, status reports, reports). Relevant stakeholders, forms of engagement and communication methods may depend on the type of project and power interests. 2.2 Develop knowledge management systems to capture team progress, insights and experiences Knowledge management systems may involve: dedicated intranet sites leveraging knowledge articles and industry representatives project management software systems suggesting improvements and providing feedback. 2.5 Support development of interpersonal skills of the team for stakeholder engagement Interpersonal skills may relate to: cross-cultural awareness diversity and inclusion influencing and persuading others negotiation and mediation skills resilience verbal and non-verbal communication. Performance Evidence Notes Implement a range of appropriate stakeholder communication mechanisms Communication mechanisms may involve: stakeholder co-creation and collaboration using a variety of methodologies (e.g. quick presentations, written reports). Communication mechanisms may depend on the context (e.g. in-person or online). 474 Project Management Overview Level 4 Level 5 Level 6 Level 8 BSBPMG538 Manage project stakeholder engagement Unit of Competency use in the BSB Training Package Core unit Qualifications N/A Skill sets N/A Elective unit BSB50820 Diploma of Project Management Unit of Competency Interpretation Summary Knowledge Evidence Notes Stakeholder engagement approaches Stakeholder engagement theory Types of project stakeholders Conducting performance reviews Stakeholder engagement approaches may include: formal and informal engagement individual or group-based engagement written, verbal and visual communication. Stakeholder engagement theory may involve: developing effective relationships identifying stakeholder priorities, potential conflicts and project opportunities. Project stakeholders may include: external stakeholders (e.g. associated organisations, clients, communities, suppliers, contractors, vendors, end-users) internal stakeholders (e.g. project sponsors, team members, project managers, boards). Performance reviews may include: identifying risks, issues and best practice tracking performance against goals, objectives and key performance indicators (KPIs). 475 Overview Level 4 Level 5 Level 6 BSBPMG539 Manage project governance Project Management Level 8 Unit of Competency use in the BSB Training Package Core unit Qualifications N/A Skill sets BSBSS00114 Organisational Governance Skill Set Elective unit BSB50820 Diploma of Project Management Unit of Competency Interpretation Summary Performance Criteria Notes 1.2 Identify stakeholders required for project governance and decision-making Stakeholders required may include: Chief Executive Officers (CEO) governance specialists. 1.3 Assign governance roles and responsibilities to relevant stakeholders and establish delegated authorities 2.1 Create a decision-making framework 2.3 Identify potential risks and develop risk management plan 2.4 Plan for any change and establish change management processes 2.5 Develop processes to manage budget and resources 2.6 Develop relevant documents related to communication, conflict management and stakeholder management 3.1 Develop knowledge management systems to capture progress, insights and experiences Foundation Skills Stakeholders required may depend on the size of the organisation and size / nature of project. Delegated authorities may be determined by: developing a RACI matrix (responsible, accountable, consulted, informed). Decision-making frameworks may be based on: collaboration majority consensus. Risk management plans may relate to: level of organisational risk tolerance organisational risk management frameworks. Change management processes may include: project goals and objectives key timelines roles and responsibilities. Processes to manage budget and resources may include: estimations forecasting timelines. Documents related to communication, conflict management and stakeholder management may include: industry agreements organisational policies and procedures project plans and charters. Knowledge management systems may involve: dedicated intranet sites leveraging knowledge articles and industry representatives project management software systems suggesting improvements and providing feedback. Notes Self-management: Recognises and responds to explicit and implicit organisational procedures and protocols Explicit and implicit organisational procedures and protocols may relate to: internet usage policies organisational and industry codes of conduct organisational and project culture work flows. 476 Overview Level 4 Level 5 Level 6 BSBPMG539 Manage project governance Project Management Level 8 Unit of Competency use in the BSB Training Package Core unit Qualifications N/A Skill sets BSBSS00114 Organisational Governance Skill Set Elective unit BSB50820 Diploma of Project Management Unit of Competency Interpretation Summary Knowledge Evidence Notes Escalation and issues management models Frameworks for authority delegations Methods to moderate and solve conflicts in context of project management Escalation and issues management models may relate to: agreed project reporting lines organisational policies and procedures. Frameworks for authority delegations may relate to: budgets and finances decision-making processes liaising with clients purchasing stakeholder engagement and management. Methods to moderate and solve conflicts may involve following: industry agreements organisational policies and procedures relevant legislation and regulations. 477 Overview Level 4 Level 5 Level 6 BSBPMG540 Manage project integration Project Management Level 8 Unit of Competency use in the BSB Training Package Core unit Qualifications BSB50820 Diploma of Project Management N/A Skill sets N/A Elective unit Unit of Competency Interpretation Summary Performance Criteria Notes 1.1 Identify, clarify and prepare project initiation documentation Project initiation documentation may include: requests for information standard terms and conditions statements of work tender documents. 1.2 Identify stakeholders with decision making authority on project Stakeholders with decision making authority may include: boards project managers project sponsors. 1.6 Establish project governance structure with stakeholders and project authority Project governance structures may relate to: project functions project type and nature reporting lines and authorities. 1.7 Prepare and submit project charter for approval by relevant authorities Project charters may include: objectives scope stakeholders. 2.2 Identify project stages and key requirements for stage completion against client requirements and project objectives Project stages and key requirements for stage completion may relate to: costing planning scoping. 2.3 Analyse project management functions to identify interdependencies and impacts of constraints Project management functions may relate to: governance structures roles and responsibilities. 2.5 Establish tools to monitor and control planned activity Tools may include: project plans and schedules. 3.3 Confirm project records are updated against project deliverables at required intervals Project records may include: standard terms and conditions statements of work tender documents. 3.5 Analyse and submit impact analysis of change requests for Impact analysis may relate to: approval project scope. Impact analysis may be submitted to change control board or steering committee. 4.2 Confirm project products and associated documentation are Documentation may include: prepared for handover to client in a timely manner project deliverables and reports. 478 Overview Level 4 Level 5 Level 6 BSBPMG540 Manage project integration Project Management Level 8 Unit of Competency use in the BSB Training Package Core unit Qualifications BSB50820 Diploma of Project Management N/A Skill sets N/A Elective unit Unit of Competency Interpretation Summary Performance Criteria Notes 4.3 Finalise financial, legal and contractual obligations Foundation Skills Financial, legal and contractual obligations may relate to: Commonwealth Procurement Rules 20 April 2019 Fair Work Act 2009 local, state and territory work health and safety (WHS) legislation Privacy Act 1988. Notes Reading: Applies appropriate strategies to construct meaning from complex texts Self-management: Complies with organisational requirements Knowledge Evidence Complex texts may include: Australian and industry standards legislation organisational and industry codes of practice organisational policies and procedures organisational strategy and goals (e.g. strategic plans) project plans regulations. Organisational requirements may relate to: legislation organisational and industry codes of conduct. Notes Organisational documentation for recording strategies and goals for integration processes Project management plan Assessment Conditions Organisational documentation for recording strategies may include: organisational templates. Project management plans may include: communications quality plans risk management plans timelines. Notes Workplace documentation and resources relevant to performance evidence Workplace documentation may include: organisational policies and procedures project initiation documents project plans. 479 Overview Level 4 Level 5 Level 6 BSBPMG541 Manage complex projects Project Management Level 8 Unit of Competency use in the BSB Training Package Core unit Qualifications N/A Skill sets N/A Elective unit BSB50820 Diploma of Project Management Unit of Competency Interpretation Summary Performance Criteria Notes 1.1 Identify criteria for determining project as complex Criteria may relate to: budgets and finances geography and international considerations (e.g. moving between different jurisdictions, legislation, timeframes) project size technical, structural, directional, temporal and socio-cultural complexities technologies. 2.1 Assess project plan and implementation details, and communicate roles and responsibilities to team members Project plan and implementation details may relate to: budgets and finances communication processes and plans resource requirements roles and responsibilities stakeholder engagement. 3.1 Identify and establish tools that assist in managing complex projects Tools that assist in managing complex projects may include: detailed project plans project management and scheduling software risk and issue registers status reports. 3.3 Seek feedback from relevant stakeholders on project progress and project management skills Relevant stakeholders may include: external stakeholders (e.g. clients, suppliers, contractors vendors) internal stakeholders (e.g. project managers, program managers, project sponsors, team members). 480 Overview Level 4 Level 5 Level 6 BSBPMG541 Manage complex projects Project Management Level 8 Unit of Competency use in the BSB Training Package Core unit Qualifications N/A Skill sets N/A Elective unit BSB50820 Diploma of Project Management Unit of Competency Interpretation Summary Foundation Skills Notes Learning: Interprets, analyses and assesses textual and numerical information obtained from a wide range of sources and determines how content may be applied to a complex project situation Sources may include: budgets legislation organisational policies and procedures regulations standards. Initiative and enterprise: Takes responsibility for identifying and Policies, procedures and standards may include: following policies, procedures and standards Australian and industry standards organisational policies and procedures. Technology: Identifies tools and technologies to assist in the identification and implementation of ongoing monitoring of complex projects Tools and technologies may include: detailed project plans project management and scheduling software risk and issue registers status reports. Technology: Uses digital applications to access, organise, integrate and share relevant information in effective ways Digital applications may include: digital collaboration tools presentation tools project management and scheduling software spreadsheets virtual meeting technology word processing tools. Knowledge Evidence Notes Industry standards and tools to assist in the establishment of policy, procedures, plans and processes related to the management of complex projects Industry standards and tools may include: expert guidance and knowledge International Organisation for Standardisation (ISO) standards for Project Management (e.g. ISO 21500:2012) reporting lines and decision-making frameworks. 481 Project Management Overview Level 4 Level 5 Level 6 BSBPMG541 Manage complex projects Level 8 Unit of Competency use in the BSB Training Package Core unit Qualifications N/A Skill sets N/A Elective unit BSB50820 Diploma of Project Management Unit of Competency Interpretation Summary Assessment Conditions Notes Relevant written information beyond the immediate project environment Relevant stakeholders beyond the immediate project environment Relevant written information may include: legislation organisational policies and procedures program and portfolio plans regulations standards. Relevant stakeholders may include: external stakeholders (e.g. client organisations, general public, agencies) internal stakeholders (e.g. program managers, portfolio managers, project sponsors). 482 Overview Level 4 Level 5 Level 6 BSBPMG630 Enable program execution Project Management Level 8 Unit of Competency use in the BSB Training Package Core unit Qualifications BSB60720 Advanced Diploma of Program Management N/A Skill sets N/A Elective unit Unit of Competency Interpretation Summary Performance Criteria Notes 1.1 Identify program procurements, scope, timeline, budget, client expectations and organisational goals Program procurements, scope, timeline, budget, client expectations may involve: considering suppliers identifying business and program needs negotiating terms and conditions. 1.3 Identify and explore with relevant stakeholders gaps between current state and desired future state Relevant stakeholders may include: external stakeholders (e.g. clients, suppliers, contractors vendors) internal stakeholders (e.g. program managers, portfolio managers, project sponsors, team members). 2.1 Identify program execution approach Program execution approaches may involve: program and project management tools and software program and project plans stakeholder engagement. 3.1 Prepare and seek approval from relevant stakeholders on business case for desired future state and program execution approach Relevant stakeholders may include: external stakeholders (e.g. clients, suppliers, contractors vendors) internal stakeholders (e.g. program managers, portfolio managers, project sponsors). 3.2 Identify and develop program management structure Program management structures may relate to: program and project functions project types and nature reporting lines and authorities. 3.3 Identify and create policies, processes, and procedures for supporting management of program Policies, processes, and procedures may relate to: communications quality risk management. 3.4 Develop a knowledge management system to capture progress, insights, experiences and learnings Knowledge management systems may involve: dedicated intranet sites leveraging knowledge articles and industry representatives program and project management software systems suggesting improvements and providing feedback. 4.1 Finalise financial, legal and contractual obligations Financial, legal and contractual obligations may relate to: Commonwealth Procurement Rules 20 April 2019 Fair Work Act 2009 local, state and territory work health and safety (WHS) legislation Privacy Act 1988. 483 Overview Level 4 Level 5 Level 6 BSBPMG630 Enable program execution Project Management Level 8 Unit of Competency use in the BSB Training Package Core unit Qualifications BSB60720 Advanced Diploma of Program Management N/A Skill sets N/A Elective unit Unit of Competency Interpretation Summary Foundation Skills Notes Reading: Applies appropriate strategies to construct meaning from complex texts Complex texts may include: Australian and industry standards legislation organisational and industry codes of practice organisational policies and procedures organisational strategy and goals (e.g. strategic plans) program and project plans regulations. Writing: Develops and refines a range of program related documents using appropriate format, vocabulary and structure Program related documents may include: program plans program policies, processes and procedures program requirements. Performance Evidence Notes Conceptualise, clarify and document future state descriptions Develop and document a program execution strategy, governance model and business case Assessment Conditions Future state descriptors may relate to: program vision, goals and objectives quality stakeholder satisfaction. Program execution strategies, governance models and business cases may involve: identifying and documenting key milestones, deliverables and tasks outlining reporting lines and decision-making frameworks. Notes Examples of program documentation Program documentation may include: program plans program policies, processes and procedures program requirements. 484 Overview Level 4 Level 5 Level 6 BSBPMG631 Manage program delivery Project Management Level 8 Unit of Competency use in the BSB Training Package Core unit Qualifications N/A Skill sets N/A Elective unit BSB60120 Advanced Diploma of Business BSB60720 Advanced Diploma of Program Management Unit of Competency Interpretation Summary Performance Criteria Notes 1.2 Identify and communicate funding requirements with relevant stakeholders 1.3 Identify and address funding issues and satisfy funding agent requirements 2.1 Establish monitoring and control systems and support delivery of desired outcomes 3.1 Identify, document and communicate relevant legal and regulatory requirements to key stakeholders Relevant stakeholders may include: external stakeholders (e.g. clients, suppliers, contractors vendors) internal stakeholders (e.g. project managers, program managers, portfolio managers, project sponsors). Funding issues may relate to: budgets funding sources procurement options. Monitoring and control systems may include: quality checks status updates and reports. Legal and regulatory requirements may relate to: Commonwealth Procurement Rules 20 April 2019 Fair Work Act 2009 local, state and territory work health and safety (WHS) legislation Privacy Act 1988. Key stakeholders may include: external stakeholders (e.g. clients, suppliers, contractors vendors) internal stakeholders (e.g. project managers, program managers, portfolio managers, project sponsors, team members). 3.3 Implement compliance policies, processes, and procedures Compliance policies, processes and procedures may relate to: legislative obligations reporting requirements. 4.2 Document and communicate to relevant stakeholders, risk Risk management approaches may depend on: management approach for the program and its constituent level of organisational risk tolerance projects organisational risk management frameworks. Foundation Skills Notes Reading: Applies appropriate strategies to construct meaning from complex texts Complex texts may include: Australian and industry standards legislation organisational and industry codes of practice organisational policies and procedures organisational strategy and goals (e.g. strategic plans) program plans regulations. Writing: Creates and updates program documentation using Program documentation may include: organisational formats and appropriate vocabulary organisational policies and procedures program initiation documents program plans. 485 Overview Level 4 Level 5 Level 6 BSBPMG631 Manage program delivery Project Management Level 8 Unit of Competency use in the BSB Training Package Core unit Qualifications N/A Skill sets N/A Elective unit BSB60120 Advanced Diploma of Business BSB60720 Advanced Diploma of Program Management Unit of Competency Interpretation Summary Performance Evidence Notes Prepare a program risk management plan Use software and data analysis methods to structure program data Knowledge Evidence Risk management plans may relate to: level of organisational risk tolerance organisational risk management frameworks. Software and data analysis methods may be: diagnostic prescriptive statistical. Notes Evaluation and moderation methods Resource types, characteristics and supply Program funding models Risk management standards and methodology Assessment Conditions Evaluation and moderation methods may relate to: benefits outcomes and deliverables quality timely delivery. Resource types may include: equipment and materials human resources technology. Program funding models may include: donations government grants. Risk management standards and methodologies may relate to: level of organisational risk tolerance organisational risk management frameworks. Notes Access to workplace documentation for the management of program delivery Workplace documentation may include: organisational policies and procedures program initiation documents program plans. 486 Overview Level 4 Level 5 Level 6 BSBPMG632 Manage program risk Project Management Level 8 Unit of Competency use in the BSB Training Package Core unit Qualifications N/A Skill sets N/A Elective unit BSB60720 Advanced Diploma of Program Management Unit of Competency Interpretation Summary Performance Criteria Notes 1.2 Select and modify program risk methodology to match the context for risk Program risk methodology may include: analysing risks against program risk frameworks continuous monitoring and communication (e.g. risk audit and reviews) developing risk registers identifying risk indicators risk prevention strategies (e.g. avoiding, accepting, mitigating, transferring risk) strategies to minimise negative impacts (e.g. in planning or implementation stages). 1.3 Consult with relevant stakeholders and identify, document and analyse program level risks Relevant stakeholders may include: external stakeholders (e.g. clients, suppliers, contractors vendors) internal stakeholders (e.g. program managers, portfolio managers, project sponsors, team members). 1.5 Develop and maintain a program risk-management system Risk-management systems may involve: for effective management and communication of risks, controls, continuous monitoring and communication (e.g. risk audit treatments and outcomes to stakeholders across the program and reviews) project risk frameworks risk indicators risk prevention strategies (e.g. avoiding, accepting, mitigating, transferring risk) risk registers strategies to minimise negative impacts (e.g. in planning or implementation stages). 2.3 Confirm risks are monitored and assessed across the program at agreed intervals Monitored and assessed may involve: analysing identifying response planning tracking. 2.4 Direct response to actuated program risk and confirm remedial actions are authorised with impact analysis according to program objectives Remedial actions may relate to: risk acceptance risk avoidance risk mitigation risk transfers (e.g. to a third party). 3.1 Identify and document program residual risk and communicate to stakeholders any transferred liability at program completion Transferred liability may include: debts. 487 Overview Level 4 Level 5 Level 6 BSBPMG632 Manage program risk Project Management Level 8 Unit of Competency use in the BSB Training Package Core unit Qualifications N/A Skill sets N/A Elective unit BSB60720 Advanced Diploma of Program Management Unit of Competency Interpretation Summary Foundation Skills Notes Reading: Applies appropriate strategies to construct meaning from complex texts Writing: Documents risk-management outcomes using format and terminology appropriate to the audience Knowledge Evidence Complex texts may include: Australian and industry standards legislation organisational and industry codes of practice organisational policies and procedures organisational strategy and goals (e.g. strategic plans) program plans regulations. Risk-management outcomes may depend on: mitigation strategies and plans risk-management plans and frameworks. Notes The use of a dynamic risk register across a program The use of risk management tools, frameworks, systems, methodologies and standards Assessment Conditions Risk registers may include: project impacts ratings for risk likelihood and consequence residual risk risk categories and descriptions risk owners risk rankings. Risk management tools, frameworks, systems, methodologies may include: continuous monitoring and communication (e.g. risk audit and reviews) project risk frameworks risk indicators risk prevention strategies (e.g. avoiding, accepting, mitigating, transferring risk) risk registers strategies to minimise negative impacts (e.g. in planning or implementation stages). Notes Workplace risk management documentation Workplace risk management documentation may include: risk assessments risk management frameworks risk registers. 488 Overview Project Management Level 4 Level 5 Level 6 Level 8 BSBPMG633 Provide leadership for the program Unit of Competency use in the BSB Training Package Core unit Qualifications N/A Skill sets N/A Elective unit BSB60420 Advanced Diploma of Leadership and Management BSB60720 Advanced Diploma of Program Management Unit of Competency Interpretation Summary Performance Criteria Notes 1.1 Identify program vision, and organisation mission and values Program vision may depend on: client needs and requirements organisational vision, mission and values program purpose. 1.3 Assist relevant stakeholders to develop and sustain the documented program vision Relevant stakeholders may include: external stakeholders (e.g. clients, suppliers, contractors vendors) internal stakeholders (e.g. program managers, portfolio managers, project sponsors, team members). 2.4 Develop program socially responsible practice policies and procedures to guide team members to report breaches of socially responsible practice Socially responsible practice policies and procedures may relate to: anti-discrimination diversity and inclusion privacy and confidentiality reporting and escalation work health and safety (WHS). 2.5 Develop risk management plan and strategies Risk management plans and strategies may include: continuous monitoring and communication (e.g. risk audit and reviews) project risk frameworks risk indicators risk prevention strategies (e.g. avoiding, accepting, mitigating, transferring risk) risk registers strategies to minimise negative impacts (e.g. in planning or implementation stages). Foundation Skills Notes Reading: Applies appropriate strategies to construct meaning from complex texts Complex texts may include: Australian and industry standards legislation organisational and industry codes of practice organisational policies and procedures organisational strategy and goals (e.g. strategic plans) program plans regulations. 489 Overview Project Management Level 4 Level 5 Level 6 Level 8 BSBPMG633 Provide leadership for the program Unit of Competency use in the BSB Training Package Core unit Qualifications N/A Skill sets N/A Elective unit BSB60420 Advanced Diploma of Leadership and Management BSB60720 Advanced Diploma of Program Management Unit of Competency Interpretation Summary Performance Evidence Notes Choose and apply interpersonal and leadership styles according to situation Design knowledge management methods and processes Knowledge Evidence Leadership styles may include: affiliative autocratic authoritative democratic laissez-faire. Knowledge management methods and processes may include: continuous improvements and feedback leveraging knowledge articles and industry representatives program management software systems. Notes Behavioural models for the role of program manager Behavioural models may include: Maslow's hierarchy of needs Theory X and Theory Y two-factor theory. Program benefits Benefits may include: enhancing customer satisfaction and experience establishing and growing stakeholder relationships and networks improving brand reputation increasing revenue, profit and productivity. Strategies relevant to program management including: Ethics, equity and fairness norms, regulations and legislation communication and negotiating styles and approaches may include: ethics, equity and fairness norms, regulations and Fair Work Act 2009. legislation learning and development methods and strategy Risk management plans and strategies may include: risk management plan and strategies continuous monitoring and communication (e.g. risk audit types and formats for program vision. and reviews) project risk frameworks risk indicators risk prevention strategies (e.g. avoiding, accepting, mitigating, transferring risk) risk registers strategies to minimise negative impacts (e.g. in planning or implementation stages). Assessment Conditions Notes Workplace documentation and resources relevant to program leadership Workplace documentation may include: organisational policies and procedures program initiation documents program plans. 490 Overview Project Management Level 4 Level 5 Level 6 Level 8 BSBPMG634 Facilitate stakeholder engagement Unit of Competency use in the BSB Training Package Core unit Elective unit Qualifications BSB60720 Advanced Diploma of Program Management BSB60120 Advanced Diploma of Business BSB60619 Advanced Diploma of Work Health and Safety Skill sets N/A Unit of Competency Interpretation Summary Performance Criteria Notes 1.2 Engage with pertinent stakeholders and agree on communication approaches in accordance with organisational policies and procedures 3.2 Assess effectiveness of stakeholder interaction according to program objectives and organisational policies and procedures Foundation Skills Pertinent stakeholders may include: external stakeholders (e.g. clients, suppliers, contractors vendors) internal stakeholders (e.g. project managers, program managers, portfolio managers, project sponsors, team members). Assessing effectiveness of stakeholder interaction may involve: conducting stakeholder feedback surveys stakeholder mapping and prioritisation. Notes Reading: Organises, evaluates and critiques ideas and information from complex texts Writing: Develops a range of project related documents using appropriate format, vocabulary and structure Planning and organising: Identifies issues and uses analytical techniques to generate and evaluate possible solutions and to make decisions Performance Evidence Complex texts may include: Australian and industry standards legislation organisational and industry codes of practice organisational policies and procedures organisational strategy and goals (e.g. strategic plans) project and program plans regulations. Project related documents may include: project plans and charters stakeholder communication and engagement plans status reports. Analytical techniques may include: Ishikawa diagrams pareto analysis root cause analysis. Notes Use different communication approaches in different stakeholder contexts Communication approaches may include: interactive communication (e.g. workshops) verbal communication (e.g. meetings, telephone calls) written communication (e.g. emails, status reports, reports). 491 Overview Project Management Level 4 Level 5 Level 6 Level 8 BSBPMG634 Facilitate stakeholder engagement Unit of Competency use in the BSB Training Package Core unit Elective unit Qualifications BSB60720 Advanced Diploma of Program Management BSB60120 Advanced Diploma of Business BSB60619 Advanced Diploma of Work Health and Safety Skill sets N/A Unit of Competency Interpretation Summary Knowledge Evidence Notes Features of engagement models, benefits and applications Forms and methods of stakeholder engagement Features of several means, media and methods of communication Features of various types and roles of program stakeholders Engagement models may involve: defining engagement levels determining engagement channels stakeholder identification, segmentation and prioritisation. Forms and methods of stakeholder engagement may include: consultations focus groups interviews meetings surveys. Means, media and methods of communication may relate to: interactive communication (e.g. workshops) verbal communication (e.g. meetings, telephone calls) written communication (e.g. emails, status reports, reports). Types of program stakeholders may include: external stakeholders (e.g. clients, suppliers, contractors vendors) internal stakeholders (e.g. project managers, program managers, portfolio managers, project sponsors, team members). Features of relevant organisation policies and procedures program and organisational objectives Assessment Conditions Roles of program stakeholders: budget tracking communicating and collaborating with stakeholders cost management overall program management task and activity delivery. Organisation policies and procedures may relate to: anti-discrimination communication diversity and inclusion privacy and confidentiality reporting and escalation. Notes Access to examples of program stakeholder engagement processes and interaction Stakeholder engagement processes and interactions may relate to: allocating resources decision-making funding risk analysis and mitigation. 492 Overview Project Management Level 4 Level 5 Level 6 Level 8 BSBPMG635 Implement program governance Unit of Competency use in the BSB Training Package Core unit Qualifications BSB60720 Advanced Diploma of Program Management N/A Skill sets N/A Elective unit Unit of Competency Interpretation Summary Performance Criteria Notes 1.1 Negotiate and communicate clear roles and responsibilities to all relevant stakeholders Relevant stakeholders may include: external stakeholders (e.g. clients, suppliers, contractors vendors) internal stakeholders (e.g. program managers, portfolio managers, project sponsors, team members). 1.4 Make decisions regarding complex priorities and competing demands using repeatable methods Repeatable methods may include using: Ishikawa diagrams pareto analysis root cause analysis. 2.1 Establish systems and processes according to program objectives Systems and processes may relate to: communication cost management decision-making project management reporting. 2.2 Implement management control systems for monitoring program progress against organisational objectives Management control systems may relate to: administration implementation and change performance management risk safety and security strategy and planning technology. 2.3 Generate audit documentation, presenting information and distributing reports to key stakeholders Audit documentation may include: checklists planning records procedures performed summaries of findings. 2.4 Establish and monitor process efficiency Process efficiency may be monitored through: non-value add costs and time quality costs resource utilisation total processing time. 3.1 Identify both organisation and external compliance requirements relevant to the program Compliance requirements may relate to: legislative obligations reporting requirements. 3.2 Establish and securely maintain audit records according to legislative requirements Legislative requirements may relate to: Commonwealth Procurement Rules 20 April 2019 Fair Work Act 2009 local, state and territory work health and safety (WHS) legislation Privacy Act 1988. 493 Overview Project Management Level 4 Level 5 Level 6 Level 8 BSBPMG635 Implement program governance Unit of Competency use in the BSB Training Package Core unit Qualifications BSB60720 Advanced Diploma of Program Management N/A Skill sets N/A Elective unit Unit of Competency Interpretation Summary Performance Criteria Notes 3.3 Report on compliance to relevant authorities and key stakeholders 3.4 Identify and implement actions to rectify non-compliant behaviours, processes and products 4.3 Implement program support protocols within an organisation according to organisational policies Performance Evidence Relevant authorities and key stakeholders may include: clients government bodies. Actions to rectify non-compliant behaviours, processes and products may include: increasing communication and engagement around compliance setting clear expectations and accountabilities using technology to reduce manual efforts and errors. Support protocols may relate to: communication work expectations Notes Compare types of effective program policy Knowledge Evidence Program policies may relate to: communication and engagement organisational policies risks and issues systems and technology. Notes Decision making processes in the program context Decision making processes may include using: Ishikawa diagrams pareto analysis root cause analysis. Methods to support skill development support within a program Methods to support skill development may include: coaching and mentoring job rotations and shadowing training. Assessment Conditions Notes Workplace documentation and resources relevant to program governance Workplace documentation may include: organisational policies and procedures program initiation documents program plans. 494 Overview Level 4 Level 5 Level 6 BSBPMG636 Manage benefits Project Management Level 8 Unit of Competency use in the BSB Training Package Core unit Qualifications BSB60720 Advanced Diploma of Program Management N/A Skill sets N/A Elective unit Unit of Competency Interpretation Summary Performance Criteria Notes 2.2 Devise and agree benefits delivery approach with key stakeholders considering impact of the benefit on risk management, issues management, and change control Key stakeholders may include: external stakeholders (e.g. clients, vendors) internal stakeholders (e.g. program managers, portfolio managers, project sponsors). 2.4 Review confirm and update benefits measurement approach and benefits delivery approach Foundation Skills Risk management, issues management and change control may include: continuous monitoring and communication (e.g. risk audit and reviews) project risk frameworks risk prevention strategies (e.g. avoiding, accepting, mitigating, transferring risk) strategies to minimise negative impacts (e.g. in planning or implementation stages). Benefits measurement approaches may include: benefits reviews (e.g. benefits realised, future benefits estimation) collecting, consolidating and analysing benefits data. Notes Reading: Applies appropriate strategies to construct meaning from complex texts Planning and organising: Sequences and schedules complex activities, monitors implementation and evaluates results Complex texts may include: Australian and industry standards legislation organisational and industry codes of practice organisational policies and procedures organisational strategy and goals (e.g. strategic plans) program plans regulations. Complex activities may relate to: benefits management program scheduling risk and issue management stakeholder engagement and management. 495 Overview Level 4 Level 5 Level 6 BSBPMG636 Manage benefits Project Management Level 8 Unit of Competency use in the BSB Training Package Core unit Qualifications BSB60720 Advanced Diploma of Program Management N/A Skill sets N/A Elective unit Unit of Competency Interpretation Summary Knowledge Evidence Notes Components of different benefit delivery models Benefit delivery models may include: benefits drivers and enablers intermediate and end benefits. Qualitative and quantitative data to assess project and program Qualitative data may relate to: performance against plans employee and stakeholder satisfaction team and client collaboration and communication. Quantitative data may relate to: quality sales and revenue. Techniques used in decision making theory and analysis applied to benefits assessment Techniques used in decision making theory and analysis may include: break-even analysis cost-benefit analysis decision trees financial analysis. Types and definition of program benefits Benefits may include: enhancing customer satisfaction and experience establishing and growing stakeholder relationships and networks improving brand reputation increasing revenue, profit and productivity. Workplace identification and documentation of program benefits Documentation of program benefits may include: benefits management plan and framework. Relationship between program delivery and benefits realisation approaches Benefits realisation approaches may involve: evaluating benefits identifying and structuring benefits planning benefits realisation realising and tracking benefits. Assessment Conditions Notes Access to examples of program workplace documentation related to attaining program benefits Workplace documentation may include: organisational policies and procedures program initiation documents program plans. 496 Overview Project Management Level 4 Level 5 Level 6 Level 8 BSBPMG637 Engage in collaborative alliances Unit of Competency use in the BSB Training Package Core unit Qualifications N/A Skill sets N/A Elective unit BSB60420 Advanced Diploma of Leadership and Management BSB60720 Advanced Diploma of Program Management Unit of Competency Interpretation Summary Performance Criteria Notes 1.1 Identify and evaluate opportunities for collaborative alliances according to organisational and program objectives Collaborative alliances may involve: mutual goals and objectives sharing resources (e.g. finances, knowledge, staff). 2.1 Initiate, negotiate, agree and document a collaborative approach with parties which adhere to organisational policies and relevant legal requirements Legal requirements may relate to: Commonwealth Procurement Rules 20 April 2019 Fair Work Act 2009 local, state and territory work health and safety (WHS) legislation Privacy Act 1988. 2.3 Develop collaboration plans for each agreement to support implementation Collaboration plans may include: actions to support smooth collaboration quality improvement activities planned collaboration and working approaches team configurations. 3.2 Assess performance of all parties to an agreement against organisational and program objectives and expected results, and address variances Assessing performance may involve: conducting interviews and surveys developing progress reports measuring performance against agreed key performance indicators (KPIs). Performance Evidence Notes Employ environment scanning techniques to identify opportunities for collaboration that are aligned to desired program outcomes Knowledge Evidence Environment scanning techniques may include: environmental analysis (e.g. PESTEL and SWOT) interviews and focus groups market research. Notes Features of methods to maintain and sustain alliances Negotiating strategies Methods to maintain and sustain alliances may include: assigning designated points of contact making upfront agreements and decisions (e.g. plans and resource allocations) setting mutual goals and objectives understanding individual party needs. Negotiating strategies may include: accommodating avoiding collaborating competing compromising. 497 Overview Project Management Level 4 Level 5 Level 6 Level 8 BSBPMG637 Engage in collaborative alliances Unit of Competency use in the BSB Training Package Core unit Qualifications N/A Skill sets N/A Elective unit BSB60420 Advanced Diploma of Leadership and Management BSB60720 Advanced Diploma of Program Management Unit of Competency Interpretation Summary Knowledge Evidence Notes Types of collaboration agreements Strategies to review collaborative agreements in relation to program objectives Assessment Conditions Collaboration agreements may involve: defining the relationship and its purpose setting out roles and responsibilities standard terms and conditions. Strategies to review collaborative agreements may include: collaborating compromising negotiating. Notes Access to workplace documentation regarding collaborative alliances Workplace documentation may include: collaborative agreements and contracts organisational policies and procedures program initiation documents program plans. 498 Overview Project Management Level 4 Level 5 Level 6 Level 8 BSBPMG810 Prioritise projects and programs Unit of Competency use in the BSB Training Package Core unit Elective unit Qualifications BSB80220 Graduate Diploma of Portfolio Management BSB80320 Graduate Diploma of Strategic Leadership Skill sets N/A Unit of Competency Interpretation Summary Performance Criteria Notes 1.3 Capture macro-level project and program information for every project and program within the project portfolio Macro-level project and program information may include: approvals needed critical project and program milestones and deadlines key meetings and stakeholder engagement (e.g. steering committee meetings). 2.2 Identify and assess key drivers, internal and external sources of impact for projects and programs within the portfolio Key drivers, internal and external sources of impact may include: budgets and finances competitor actions effective project management techniques and practices (e.g. risk and issue management, open communication) project managers and team project sponsor investment. Foundation Skills Notes Reading: Applies appropriate strategies to construct meaning from complex texts Performance Evidence Complex texts may include: Australian and industry standards legislation organisational and industry codes of practice organisational policies and procedures organisational strategy and goals (e.g. strategic plans) project, program and portfolio plans regulations. Notes Develop a program and project register Prepare a portfolio charter Program and project registers may include: key dates and timelines milestones reviews and approvals. Portfolio charters may include: intended end-result and deliverables project, program and portfolio purpose and objectives project, program and portfolio scope. 499 Overview Project Management Level 4 Level 5 Level 6 Level 8 BSBPMG810 Prioritise projects and programs Unit of Competency use in the BSB Training Package Core unit Elective unit Qualifications BSB80220 Graduate Diploma of Portfolio Management BSB80320 Graduate Diploma of Strategic Leadership Skill sets N/A Unit of Competency Interpretation Summary Knowledge Evidence Notes Formalised tools and processes to capture and collate information Formalised tools and processes may relate to: communication document and file management organisational templates stakeholder engagement. Steps in an organisational prioritisation method Prioritisation methods may involve: Balanced Scorecard (BSC) earned value analysis (EVA) internal rates of return (IRR) net present value (NPV) payback periods. Review and decision-making processes used to determine the Review and decision-making processes may follow: alignment of projects and programs to various strategic themes organisational policies and procedures project, program and portfolio reporting lines. Examples of how internal and external environmental factors are considered in projects and programs Internal environmental factors may include: business needs organisational culture, vision, mission and values organisational plans, policies and procedures resources (e.g. financial, marketing). Assessment Conditions External environmental factors may include: economic trends legislation social and cultural trends technology. Notes Workplace documentation and resources relevant to performance evidence Workplace documentation may include: organisational policies and procedures project, program and portfolio initiation documents project, program and portfolio plans. 500 Overview Project Management Level 4 Level 5 Level 6 Level 8 BSBPMG811 Select and balance the portfolio Unit of Competency use in the BSB Training Package Core unit Qualifications BSB80220 Graduate Diploma of Portfolio Management N/A Skill sets N/A Elective unit Unit of Competency Interpretation Summary Performance Criteria Notes 1.1 Review business case for each project and program according to task requirements to capture interfaces, emergent risks, resource requirements, business benefits and their timings Interfaces may include: program systems and software reporting and review periods stakeholder engagement work packages and deliverables. 2.3 Commission feasibility studies in instances where additional Feasibility studies may involve: analysis is required to determine investment merit economic feasibility operational feasibility schedule feasibility technical feasibility. 2.5 Determine the budget or financial profile for each project and program Financial profiles may depend on: balance sheets cash flows income statements. 3.2 Review the organisations ideal project and program mix and calibrate the project selection model Project selection models may involve: benefit measurements methods (e.g. benefit-cost ratios, net present value [NPV]) constrained optimisation methods (e.g. linear programming). 4.1 Review and update the project and program approval process Approval processes may involve reviewing: budgets and finances key milestones and timelines project purpose and scope resource requirements. Foundation Skills Notes Reading: Applies appropriate strategies to construct meaning from complex texts Writing: Documents results of screening and selection processes Writing: Develops documents to communicate results of selection process using appropriate formats and vocabulary Complex texts may include: Australian and industry standards legislation organisational and industry codes of practice organisational policies and procedures organisational strategy and goals (e.g. strategic plans) project, program and portfolio plans regulations. Screening and selection processes may relate to: costs and benefits organisational vision, mission and values organisational strategic goals and plans resource availability and requirements. Communicating results may involve: meetings presentations witten reports. 501 Overview Project Management Level 4 Level 5 Level 6 Level 8 BSBPMG811 Select and balance the portfolio Unit of Competency use in the BSB Training Package Core unit Qualifications BSB80220 Graduate Diploma of Portfolio Management N/A Skill sets N/A Elective unit Unit of Competency Interpretation Summary Performance Evidence Notes Prepare a dependency map Dependency maps may enable: coordination and synchronisation across interdependencies more effective integration of different project work packages. Prepare a detailed project register for a portfolio explaining selection, appraisal and approval monitoring Project registers may include: key dates and timelines milestones reviews and approvals. Monitor and control the status of project and program approvals Monitoring and controlling the status of project and program approvals may involve: holding regular meetings with relevant stakeholders using status reports. Knowledge Evidence Notes Business cases review process Business case review processes may involve analysing: costs and benefits project and program mix project purpose and objectives. Key analysis methods and techniques Analysis methods and techniques may include: diagnostic prescriptive statistical. Process to cancel or put on hold those projects and programs currently underway that have been rejected from the portfolio Process to cancel or put on hold may include: clear communications to teams producing required reports and documentation seeking approvals from delegated authorities. Criterion prioritisation models Criterion prioritisation models may incorporate: defining low, medium and high scores weighting criteria importance. Supply and demand concepts Supply and demand concepts may relate to: consumer preferences and purchasing behaviours prices of products and services resource availability. Methods to determine organisational human resources capacity Human resources capacity may relate to: workforce capability workforce capacity. Structure and use of business cases and feasibility studies Business cases may include: problem statements proposed solutions and recommendations purpose, objectives and scope. 502 Project Management Overview Level 4 Level 5 Level 6 BSBPMG811 Select and balance the portfolio Level 8 Unit of Competency use in the BSB Training Package Core unit Qualifications BSB80220 Graduate Diploma of Portfolio Management N/A Skill sets N/A Elective unit Unit of Competency Interpretation Summary Assessment Conditions Notes Workplace documentation and resources Workplace documentation may include: business cases dependency maps financial statements organisational policies and procedures project, program and portfolio initiation documents project, program and portfolio plans. 503 Project Management Overview Level 4 Level 5 Level 6 Level 8 BSBPMG812 Manage and review portfolio performance Unit of Competency use in the BSB Training Package Core unit Qualifications BSB80220 Graduate Diploma of Portfolio Management N/A Skill sets N/A Elective unit Unit of Competency Interpretation Summary Performance Criteria Notes 1.1 Align the portfolio review cycle with appropriate project or program review points 1.2 Review project and program performance against respective plans and measure performance against continuously captured qualitative and quantitative data Portfolio review cycles may involve: examining project and program deliverables monitoring project and program inter-dependencies. Qualitative data may relate to: employee and stakeholder satisfaction team and client collaboration and communication. Quantitative data may relate to: quality sales and revenue. 2.2 Assess portfolio value and contribution to strategic priorities Key performance indicator measures may include: through the monitoring and review of key performance indicator income measures net profit return on investment (ROI) revenue growth. 3.1 Prepare and update portfolio delivery map showing the key timings and inter-dependencies between projects and programs and the associated benefits to be produced Inter-dependencies between projects and programs may relate to: resources (e.g. financial, knowledge, staff) technology and systems (e.g. program and portfolio management and scheduling tools). Foundation Skills Notes Applies appropriate strategies to construct meaning from complex texts Prepares documents to support portfolio management using format and vocabulary suitable to audience Performance Evidence Complex texts may include: Australian and industry standards legislation organisational and industry codes of practice organisational policies and procedures organisational strategy and goals (e.g. strategic plans) portfolio plans regulations. Documents to support portfolio management may include: benefits management plan portfolio plans and schedules risk management plans and frameworks. Notes Respond to signs and symptoms of project/program failure and underperformance Signs and symptoms of project/program failure and underperformance may include: cultural and ethical misalignment inadequate documentation and tracking mechanisms ineffective communication channels inexperienced project and program managers poor preparation and planning. 504 Project Management Overview Level 4 Level 5 Level 6 Level 8 BSBPMG812 Manage and review portfolio performance Unit of Competency use in the BSB Training Package Core unit Qualifications BSB80220 Graduate Diploma of Portfolio Management N/A Skill sets N/A Elective unit Unit of Competency Interpretation Summary Knowledge Evidence Notes Portfolio review matrix, including the collection of qualitative and quantitative data and other metrics Cross project or program dependency map Project or program performance report or audit Assessment Conditions Portfolio reviews matrices may relate to: competitive position (e.g. market share) industry attractiveness (e.g. growth rate). Dependency maps may enable: coordination and synchronisation across interdependencies more effective integration of different project work packages. Performance reports may include: progress reports resource utilisation reports status reports variance reports. Notes Workplace documentation and resources relevant to performance evidence Workplace documentation may include: dependency maps organisational policies and procedures performance reports portfolio initiation documents portfolio plans. 505 Overview Level 4 Level 5 Level 6 BSBPMG813 Govern the portfolio Project Management Level 8 Unit of Competency use in the BSB Training Package Core unit Qualifications BSB80220 Graduate Diploma of Portfolio Management N/A Skill sets N/A Elective unit Unit of Competency Interpretation Summary Performance Criteria Notes 1.1 Develop disciplined governance arrangements for projects and programs within the portfolio Governance arrangements may include implementing effective: processes structures systems. 1.2 Develop business strategy according to project portfolio Business strategies may relate to: costs and benefits growth product and service differentiation. 1.3 Verify that all projects and programs within the portfolio have an approved plan prepared to organisational and legislative requirements Legislative requirements may relate to: Commonwealth Procurement Rules 20 April 2019 Fair Work Act 2009 local, state and territory work health and safety (WHS) legislation Privacy Act 1988. 1.4 Verify decision-making competence of members of delegated authorisation bodies Delegated authorisation bodies may include: boards project sponsors portfolio managers. 2.2 Apply disciplined governance arrangements, supported by appropriate methods and controls, to projects and programs within the portfolio Methods and controls may include: board review of strategy, performance, policies and procedures internal audits mandatory reporting. 2.5 Support executive management to ensure appropriate independent assurance of projects/programs occurs Independent assurance of projects/programs may involve: conducting audits on project and program plans forecasting performance identifying critical success factors. Foundation Skills Notes Reading: Applies appropriate strategies to construct meaning from complex texts Complex texts may include: Australian and industry standards legislation organisational and industry codes of practice organisational policies and procedures organisational strategy and goals (e.g. strategic plans) portfolio plans regulations. Writing: Develops governance documentation using Governance documentation may include: organisational formats and vocabulary suitable for the audience codes of conduct governance guidelines and plans policies and procedures. 506 Overview Level 4 Level 5 Level 6 BSBPMG813 Govern the portfolio Project Management Level 8 Unit of Competency use in the BSB Training Package Core unit Qualifications BSB80220 Graduate Diploma of Portfolio Management N/A Skill sets N/A Elective unit Unit of Competency Interpretation Summary Performance Evidence Notes Apply a decision-making matrix with suitable criteria Knowledge Evidence Criteria may relate to: costs and benefits ease of implementation risks scalability. Notes Project, program and corporate governance models Governance models may involve: identifying and documenting key milestones, deliverables and tasks outlining reporting lines and decision-making frameworks. Methods to incorporate legislative, regulatory or business Incorporate legislative, regulatory or business requirements requirements and changes into portfolio management decisions may relate to: and controls Commonwealth Procurement Rules 20 April 2019 Fair Work Act 2009 local, state and territory work health and safety (WHS) legislation Privacy Act 1988. Content and requirements of approved plans Plans may include: benefit management plans contingency plans governance plans portfolio plans risk management plans. Suitable methods to communicate the governance requirements to subordinates Methods to communicate the governance requirements may include through: distributing written procedures and reports meetings and presentations. How portfolio decisions are made and supported How portfolio decisions are made and supported may include following: contracts and agreements decision-making frameworks organisational policies and procedures reporting lines. Assessment Conditions Notes Workplace documentation and resources relevant to performance evidence Workplace documentation may include: organisational policies and procedures portfolio and governance plans portfolio initiation documents. 507 Overview Level 4 Level 5 Level 6 BSBPMG814 Lead the portfolio Project Management Level 8 Unit of Competency use in the BSB Training Package Core unit Qualifications N/A Skill sets N/A Elective unit BSB80220 Graduate Diploma of Portfolio Management BSB80320 Graduate Diploma of Strategic Leadership Unit of Competency Interpretation Summary Performance Criteria Notes 1.2 Justify portfolio management resourcing at prescribed intervals according to task requirements 2.1 Establish a portfolio vision Foundation Skills Portfolio management resourcing may depend on: capabilities portfolio plans and schedules resource availability and accessibility. Portfolio visions may consider: decisions to be made in the short and long-term desired future state. Notes Reading: Applies appropriate strategies to construct meaning from complex texts Complex texts may include: Australian and industry standards legislation organisational and industry codes of practice organisational policies and procedures organisational strategy and goals (e.g. strategic plans) project, program and portfolio plans regulations. Writing: Prepares documents to support portfolio management resourcing using organisational formats and project specific vocabulary Documents to support portfolio management may include: organisational policies and procedures portfolio and governance plans portfolio initiation documents. Performance Evidence Notes Act as a role model and portfolio champion within the organisation Knowledge Evidence Portfolio champions may be required to: advise on best practice identify strategic objectives provide portfolio oversight. Notes The application of team management techniques and strategies Performance management within a team Team management techniques and strategies may include: project network diagrams project slack and float understanding project critical path. Performance management may include: analysing return on investment (ROI) individual team member performance measurement (e.g. according to performance management plans) measuring against baseline time and costs tracking key performance indicators (KPIs) and milestones. 508 Overview Level 4 Level 5 Level 6 BSBPMG814 Lead the portfolio Project Management Level 8 Unit of Competency use in the BSB Training Package Core unit Qualifications N/A Skill sets N/A Elective unit BSB80220 Graduate Diploma of Portfolio Management BSB80320 Graduate Diploma of Strategic Leadership Unit of Competency Interpretation Summary Knowledge Evidence Notes Content and development of a portfolio vision including: strategic plan vision statement charter business plan Motivation and leadership theories Assessment Conditions Portfolio visions may consider: decisions to be made in the short and long-term desired future state. Motivation and leadership theories may relate to: Maslow's hierarchy of needs Theory X and Theory Y two-factor theory. Notes Workplace documentation and resources relevant to performance evidence Workplace documentation may include: organisational policies and procedures portfolio and governance plans portfolio initiation documents. 509 Project Management Overview Level 4 Level 5 Level 6 Level 8 BSBPMG815 Manage portfolio communications and change Unit of Competency use in the BSB Training Package Core unit Qualifications N/A Skill sets N/A Elective unit BSB80220 Graduate Diploma of Portfolio Management Unit of Competency Interpretation Summary Performance Criteria Notes 1.1 Develop and review a portfolio communications strategy, for use by portfolio staff Portfolio communications strategies may involve: communication channels formal and informal communications individual or group-based communications written, verbal and visual communications. 1.2 Capture and manage information on projects and programs that comprise the portfolio and their status using a portfolio management information system Portfolio management information systems may involve: financial statements individual tasks and activities software integration and interaction workflow management. 1.3 Verify progress reports to executive management show achievement or non-achievement toward strategic objectives Progress reports may include: activities and tasks completed milestones achieved problems encountered. 1.4 Communicate project selection criteria and project selection Project selection criteria may relate to: model throughout the organisation business priority customer and client impact probability of success resource and data availability. 1.5 Integrate portfolio data collection processes and systems into organisational processes and systems Data collection processes and systems may involve: conducting surveys holding interviews reviewing documents and records. 2.2 Consider internal and external stakeholder needs in portfolio mix Internal stakeholder may include: portfolio managers program managers project managers team members. External stakeholders may include: contractors clients suppliers vendors. 3.1 Identify and communicate criteria to evaluate portfolio management success Criteria to evaluate portfolio management success may relate to: costs and benefits ease of implementation risks scalability. 3.2 Forward portfolio management reports containing strategic Portfolio management reports may relate to: information of portfolio status and progress to key project governance structures and reporting processes stakeholders according to task requirements project and program status resource availability and allocation risks and issues management tracking finances. 510 Project Management Overview Level 4 Level 5 Level 6 Level 8 BSBPMG815 Manage portfolio communications and change Unit of Competency use in the BSB Training Package Core unit Qualifications N/A Skill sets N/A Elective unit BSB80220 Graduate Diploma of Portfolio Management Unit of Competency Interpretation Summary Foundation Skills Notes Reading: Applies appropriate strategies to construct meaning from complex texts Complex texts may include: Australian and industry standards legislation organisational and industry codes of practice organisational policies and procedures organisational strategy and goals (e.g. strategic plans) project, program and portfolio plans regulations. Planning and organising: Uses digital tools to access, organise and analyse information for strategic purposes Digital tools may include: databases (e.g. customer relationship management [CRM] databases) project and program management and scheduling tools spreadsheets. Performance Evidence Notes Undertake executive briefings and presentations on the portfolio management approach Knowledge Evidence Portfolio management approaches may involve: balancing project and program initiatives and planned change with business-as-usual activities optimising return on investment (ROI). Notes Influence of organisational politics on portfolio performance Importance of negotiation and influencing skills Principles of change management as applied to a portfolio Assessment Conditions Portfolio performance may be measured by: analysing ROI portfolio baselines and benchmarks project and program performance measurements tracking key performance indicators (KPIs) and milestones. Negotiation and influencing skills may include the ability to: change others' attitudes, opinions and behaviours reach agreements and mutual satisfaction with others. Principles of change management may include: considering and leveraging organisational culture engaging all stakeholders in the process ensuring transparent communication providing comprehensive training to support the change using a top-down approach. Notes Workplace documentation and resources relevant to performance evidence Workplace documentation may include: organisational policies and procedures portfolio initiation documents portfolio plans. 511 Overview Level 4 Level 5 Level 6 BSBPMG816 Manage portfolio resources Project Management Level 8 Unit of Competency use in the BSB Training Package Core unit Qualifications N/A Skill sets N/A Elective unit BSB80220 Graduate Diploma of Portfolio Management Unit of Competency Interpretation Summary Performance Criteria Notes 1.1 Identify project and program resources based on resource forecasts 1.4 Develop, review and update a portfolio resource strategy based on the status of projects and programs in the portfolio 2.4 Implement strategies to resolve human resource deficiencies and imbalances 3.4 Take appropriate action to resolve the identified resource constraints according to organisational strategic priorities Foundation Skills Resources may include: equipment and materials finances human resources knowledge and information technology. Portfolio resource strategies may relate to: effective resource allocations resource availability. Strategies to resolve human resource deficiencies and imbalances may involve: contingency planning hiring contractors flexible project and program cultures open and transparent communication practices. Actions to resolve the identified resource constraints may involve: prioritising work projects and activities reallocating resources setting clear expectations. Notes Reading: Applies appropriate strategies to construct meaning from complex texts Planning and organising: Uses problem-solving processes to identify and analyse program resource issues, and decide on appropriate response Complex texts may include: Australian and industry standards legislation organisational and industry codes of practice organisational policies and procedures organisational strategy and goals (e.g. strategic plans) project, program and portfolio plans regulations. Problem-solving processes may include using: decision trees five whys root cause analysis trial and error. 512 Overview Level 4 Level 5 Level 6 BSBPMG816 Manage portfolio resources Project Management Level 8 Unit of Competency use in the BSB Training Package Core unit Qualifications N/A Skill sets N/A Elective unit BSB80220 Graduate Diploma of Portfolio Management Unit of Competency Interpretation Summary Performance Evidence Notes Undertake skills assessment and identify solutions Prepare resource utilisation calculations from collection techniques Knowledge Evidence Skills assessments may involve: assessing individual and team capabilities conducting skills gap analysis. Resource utilisation calculations may include: busy time / available time planned working hours / available hours recorded working hours / available hours. Notes Human resource allocation models Strategic human resource management approaches Requirements to coordinate cross-organisational resource assignment including: risk requirements quality requirements Human resource allocation models may be based on: project and program priority skills required staff capabilities and experience. Strategic human resource management approaches may be based on: effective employee utilisation employee output and performance employee wellbeing and satisfaction. Risk requirements may relate to: compliance with legislation and regulations financial risk operational risk reputational risk. Workforce planning methods Assessment Conditions Quality requirements may relate to: availability and useability consistency customer and client expectations reliability. Workforce planning methods may involve: analysing current workforce determining future workforce needs gap analysis between current and desired future workforces. Notes Workplace documentation and resources relevant to performance evidence Workplace documentation may include: organisational policies and procedures portfolio initiation documents project, program and portfolio plans. 513 Overview Level 4 Level 5 Level 6 BSBPMG817 Manage portfolio risk Project Management Level 8 Unit of Competency use in the BSB Training Package Core unit Qualifications N/A Skill sets N/A Elective unit BSB80220 Graduate Diploma of Portfolio Management Unit of Competency Interpretation Summary Performance Criteria Notes 1.1 Establish and review standards and procedures for portfolio Procedures for portfolio risk management may include: risk management according to task requirements analysing and evaluating risks identifying risks monitoring and reviewing risks ranking and prioritising risks treating risks. 1.2 Integrate the portfolio risk management approach with organisational risk management systems and strategies Organisational risk management systems and strategies may be defined in: codes of practice policies and procedures. 2.1 Calculate overall portfolio risk profile and organisational exposure using results from project and program risks analysis Project and program risk analysis may involve using: risk management frameworks risk matrices risk registers. Foundation Skills Notes Reading: Applies appropriate strategies to construct meaning from complex texts Planning and organising: Stores results from risk analysis to enable future access Performance Evidence Complex texts may include: Australian and industry standards legislation organisational and industry codes of practice organisational policies and procedures organisational strategy and goals (e.g. strategic plans) project, program and portfolio plans regulations. Storing results may involve: considering data security, privacy and confidentiality requirements using technology and digital systems (e.g. program management software). Notes Develop risk management plans Risk management plans may include: risk management frameworks risk prevention strategies (e.g. avoiding, accepting, mitigating, transferring risk) strategies to minimise negative impacts (e.g. in planning or implementation stages). 514 Overview Level 4 Level 5 Level 6 BSBPMG817 Manage portfolio risk Project Management Level 8 Unit of Competency use in the BSB Training Package Core unit Qualifications N/A Skill sets N/A Elective unit BSB80220 Graduate Diploma of Portfolio Management Unit of Competency Interpretation Summary Knowledge Evidence Notes Risk management theory Australian and international risk management standards Enterprise risk management approaches Assessment Conditions Risk management theory may relate to: risk acceptance and retention risk avoidance risk reduction and mitigation risk sharing and transfer. Risk management standards may include: International Organisation for Standardisation (ISO) standards for Risk Management (e.g. ISO 31000:2018). Risk management approaches may involve using: risk management frameworks risk matrices risk registers. Notes Workplace documentation and resources relevant to performance evidence Workplace documentation may include: organisational policies and procedures portfolio initiation documents portfolio plans risk management plans. 515 Procurement Overview 517 BSBPUR301 Purchase goods and services 518 BSBPRC401 Plan procurement 519 BSBPRC402 Negotiate contracts 521 BSBPRC403 Conduct international procurement 523 BSBPRC406 Conduct e-procurement 524 BSBPRC501 Manage procurement strategies 525 BSBPRC502 Manage supplier relationships 526 BSBPRC503 Manage international procurement 527 BSBPRC504 Manage a supply chain 529 BSBPRC505 Manage ethical procurement strategy 530 516 Overview Level 3 Level 4 Procurement Unit Sector Overview The Procurement (PRC, PUR) unit sector incorporates specialist units of competency aimed at supporting individuals in a range of industries and job roles to coordinate and manage the procurement function of an organisation. Procurement workers source and coordinate the strategic contracting of goods and services providers for organisations. These units of competency prepare workers for job roles that include identifying supply sources, preparing purchase orders, receiving and checking purchase requests, checking inventories and preparing delivery schedules. Organisations may have internal procurement employees, or may hire procurement specialists for a specific reason, such as developing and implementing specific strategies and plans. Procurement Level 5 Glossary of common terminology Organisational policies Organisational procedures Organisational policies represent an overarching course of action adopted by an organisation. Organisational procedures relate to any established series of actions expected to be conducted in a certain order or manner. Procurement Unit of Competency guidance For further information regarding detailed interpretation of the units of competency in the `Procurement' unit stream, please refer to the interpretation guidance provided on pages 508 - 520. Content for each unit reflects those items identified in consultation that would benefit from guidance. Not all requirements of a unit of competency are addressed by this Manual. The information in this Guide is offered as supplementary interpretation guidance relating to the BSB Business Services Training Package Version 7. The interpretations and advice in this Guide are not enforceable and serve as guidance only. ASQA, VRQA and TAC are the sector regulators responsible for determining matters of compliance in relation to training providers. 517 Overview Level 3 Level 4 BSBPUR301 Purchase goods and services PrPoucrucrheamseinngt Level 5 Unit of Competency use in the BSB Training Package Core unit Qualifications N/A Skill sets BSBSS00120 Administrative Assistant Skill Set Elective unit BSB30120 Certificate III in Business BSB30220 Certificate III in Entrepreneurship and New Business Unit of Competency Interpretation Summary Performance Criteria 1.2 Determine own role and limits of authority in consultation with relevant personnel Notes Limits of authority may relate to: approval processes (e.g. purchasing or expenditure) public representation of organisation. 3.2 Advise relevant personnel of receipt of purchase Relevant personnel may include: colleagues heads of department (e.g. finance, marketing) management and senior management supervisors. Receipt of purchase may include: goods receipt notification (GRN). Foundation Skills Advising relevant personnel may be automatically undertaken through an internal finance system. Notes Navigate the world of work: Adheres to organisational procedures and policies Assessment Conditions Purchasing strategies and relevant purchasing records Organisational procedures and policies may relate to: contract arrangements and templates recordkeeping for purchasing and assets segregation of duties. Notes Relevant purchasing records may relate to: balanced scorecards outlining supplier performance invoices, statements and payment requests petty cash vouchers purchase requests and orders supplier records. 518 Overview Level 3 Level 4 BSBPRC401 Plan procurement Procurement Level 5 Unit of Competency use in the BSB Training Package Core unit Qualifications N/A Skill sets N/A Elective unit BSB40120 Certificate IV in Business Unit of Competency Interpretation Summary Performance Criteria Notes 1.2 Obtain specifications for goods and services to be procured from relevant personnel and clarify as required Relevant personnel may include: internal stakeholders (e.g. budget owners, senior management, finance team) subject matter experts. 3.3 Review suppliers against procurement requirements and organisational protocols Specifications may be obtained from the personnel mentioned above as they will own the outcomes of procurement planning. Reviewing suppliers against procurement requirements may relate to: contract duration safety procedures for specific procurement activities sustainability criteria. Reviewing suppliers against organisational protocols may relate to: legal and contractual obligations organisational risk management framework and risk tolerances strategic organisational goals. 3.4 Make recommendations about preferred offers, seek and obtain approval from relevant personnel Foundation Skills Get the work done: Uses the main features and functions of digital tools to complete work tasks Supplier review may depend on the nature of the procurement outcome (e.g. a panel arrangement). Relevant personnel may include: internal stakeholders (e.g. senior management, finance teams, chief financial officers, heads of relevant divisions within organisation) subject matter experts (only during evaluation process). Notes Digital tools may include: e-procurement and e-tendering systems (features and functions may include accessing spend data and historical pricing for benchmarking purposes) email systems enterprise resource planning (ERP) systems virtual meeting technology. 519 Overview Level 3 Level 4 BSBPRC401 Plan procurement Procurement Level 5 Unit of Competency use in the BSB Training Package Core unit Qualifications N/A Skill sets N/A Elective unit BSB40120 Certificate IV in Business Unit of Competency Interpretation Summary Knowledge Evidence Notes Key principles and practices of planning procurement activities for goods and/or services Key principles and practices of planning procurement activities may relate to: category plans plan templates obtained from professional procurement bodies (e.g. Chartered Institute of Procurement and Supply [CIPS]). Key features of routine procurement plans Key features of routine procurement plans may include: category benchmark analysis key performance indicators (e.g. savings targets) market analysis targets in supply chain (e.g. diversity targets). Assessment Conditions Notes Procurement strategies and relevant procurement records Procurement strategies may relate to: analysis of previous spend and associated suppliers benchmarking analysis market analysis organisational changes (e.g. from a panel to a single supplier). Relevant procurement records may include: spending records supplier records. 520 Overview Level 3 Level 4 BSBPRC402 Negotiate contracts Procurement Level 5 Unit of Competency use in the BSB Training Package Core unit Qualifications N/A Skill sets N/A Elective unit BSB40120 Certificate IV in Business BSB40320 Certificate IV in Entrepreneurship and New Business Unit of Competency Interpretation Summary Performance Criteria Notes 1.1 Prepare for contract negotiation and research supplier organisation information, regulatory constraints and unique category considerations Supplier organisation information researched at the point of contract negotiation would likely be finalising information, such as corporate social responsibility (CSR) initiatives. Regulatory constraints may relate to: data use privacy and confidentiality tenderer practices regarding: environmental impacts labour regulations, including ethical employment practices work health and safety (WHS). 1.4 Identify risks associated with contract negotiations Unique category considerations may relate to: licensing negotiation limitations pricing limitations. Risks associated with contract negotiations: may include: deviations from organisation's risk management framework and tolerances privacy and confidentiality risks (e.g. customer data). are likely to be specific to type of category or spend that is being negotiated, for example: risks associated with goods may relate to modern slavery issues risks associated with services may relate to implementing tiered or fixed pricing structures to reduce scope creep. 3.2 Define and evaluate the attributes of a good negotiator and apply them to effective negotiations Attributes of a good negotiator may include: preparing for each negotiation understanding `walk-away' position understanding what a win is for the supplier using active listening using probing and specific questioning techniques remaining focused and truthful. 3.4 Use verbal and non-verbal communications in negotiation situations including reducing the potential for conflict Non-verbal communications in negotiation situations may include: body language (e.g. crossing arms, leaning forward, posture, gestures) eye contact and facial expressions tone of voice. 521 Overview Level 3 Level 4 BSBPRC402 Negotiate contracts Procurement Level 5 Unit of Competency use in the BSB Training Package Core unit Qualifications N/A Skill sets N/A Elective unit BSB40120 Certificate IV in Business BSB40320 Certificate IV in Entrepreneurship and New Business Unit of Competency Interpretation Summary Performance Criteria Notes 3.2 Develop and discuss the legalities and commercial considerations linked to the contract in accordance with organisational requirements Legalities may include: internal organisational contract templates legal and risk checklists. 3.4 Advise relevant stakeholders of contract requirements Commercial considerations may include: rate cards rebates thresholds to be met unique scope of individual projects. Relevant stakeholders may include: finance teams relationship managers for suppliers. Knowledge Evidence Key provisions of relevant legislation, codes of practice and national standards that affect procurement of goods and/or services Notes Relevant legislation, codes of practice and national standards that affect procurement may relate to the following considerations: environmental impact ethical employment insurance professional indemnity public and product liability work health and safety. 522 Overview Procurement Level 3 Level 4 Level 5 BSBPRC403 Conduct international procurement Unit of Competency use in the BSB Training Package Core unit Qualifications N/A Skill sets N/A Elective unit BSB40120 Certificate IV in Business Unit of Competency Interpretation Summary Performance Criteria Notes 1.2 Research potential sources of supply from relevant information sources Information sources may include: Austrade chambers of commerce peak industry bodies trade bodies. 1.4 Determine regulations governing international procurement Regulations governing international procurement may include: biosecurity (e.g. permits, fumigation and quarantine) free trade agreements international trade agreements and treaties labelling requirements physical inspection requirements state, federal and relevant international legislation (e.g. Customs Act 1901, Competition and Consumer Act 2010) tariffs taxes, fees and duties. 2.1 Obtain and clarify specifications of requirements for international sourcing of specified goods and/ or services from relevant stakeholders as required Stakeholders may include: external stakeholders (e.g. Department of Home Affairs, Austrade) internal stakeholders (e.g. finance team, heads of departments) 2.6 Issue invitations to offer to prospective suppliers after gaining approval from relevant personnel Relevant personnel may include the internal stakeholders listed above. Knowledge Evidence Risk factors and control measures relevant to international procurement Assessment Conditions Procurement strategies and relevant procurement records Notes Risk factors may include: deviations from organisation's risk management framework and tolerances fines and penalties privacy and confidentiality risks (e.g. customer data). Notes Procurement strategies may relate to: analysis of previous spend and associated suppliers benchmarking analysis market analysis organisational changes (e.g. from a panel to a single supplier). Relevant procurement records may include: spending records supplier records. 523 Overview Level 3 Level 4 BSBPRC406 Conduct e-procurement Procurement Level 5 Unit of Competency use in the BSB Training Package Core unit Qualifications N/A Skill sets N/A Elective unit BSB40120 Certificate IV in Business Unit of Competency Interpretation Summary Performance Criteria Notes 1.2 Assess risk and benefits associated with e-procurement of goods and/ or services in accordance with organisational policies and procedures Risks associated with e-procurement may include: change fatigue challenges in measuring benefits of e-procurement integration barriers. Benefits associated with e-procurement may include: competitive advantage improved data accuracy increased efficiency and transparency reduced costs reduced waste. 3.4 Assist in consultation of stakeholders to gain buy-in to e-procurement strategies Stakeholders may include: heads of departments senior management training and development teams. Knowledge Evidence Notes Relevant legislation and organisation policies and procedures related to: e-procurement terms and conditions for procurement online transactions continuous improvement Legislation may include: Commonwealth Procurement Rules 2019 free trade agreements international trade agreements and treaties state, federal and relevant international legislation (e.g. Customs Act 1901, Competition and Consumer Act 2010) tariffs taxes, fees and duties. Assessment Conditions Procurement strategies and relevant procurement records Notes Procurement strategies may relate to: analysis of previous spend and associated suppliers benchmarking analysis market analysis organisational changes (e.g. from a panel to a single supplier). Relevant procurement records may include: spending records supplier records tender documents. 524 Overview Level 3 Level 4 BSBPRC501 Manage procurement strategies Procurement Level 5 Unit of Competency use in the BSB Training Package Core unit Qualifications N/A Skill sets BSBSS00118 Procurement Manager Skill Set Elective unit BSB50120 Diploma of Business Unit of Competency Interpretation Summary Performance Criteria 1.5 Undertake consultations with relevant stakeholders and personnel to seek input into procurement strategies 2.1 Analyse and develop procurement strategies, taking into account legal requirements and organisation policies Notes Relevant stakeholders and personnel required for consultation: may include internal individuals responsible for managing relevant relationships and outcomes may be determined by: category plans organisational frameworks strengths, weaknesses, opportunities and threats (SWOT) analysis. Legal requirements may relate to: environmental impacts labour regulations, including ethical employment practices privacy legislation work health and safety (WHS). 3.5 Manage performance reporting frameworks to understand efficiency and effectiveness of procurement strategy Assessment Conditions Procurement strategies and relevant procurement records Organisation policies may relate to: business terms and conditions for procurement contracting and tendering ethical behaviour. Performance reporting frameworks may include reporting on: spend data balanced scorecard issues or areas for improvement. Notes Procurement strategies may relate to: analysis of previous spend and associated suppliers benchmarking analysis market analysis organisational changes (e.g. from a panel to a single supplier). Relevant procurement records may include: balance scorecard performance reports of suppliers spending records supplier records. 525 Overview Level 3 Level 4 BSBPRC502 Manage supplier relationships Procurement Level 5 Unit of Competency use in the BSB Training Package Core unit Qualifications N/A Skill sets BSBSS00118 Procurement Manager Skill Set Elective unit BSB50120 Diploma of Business BSB50220 Diploma of Aboriginal and Torres Strait Islander Governance Unit of Competency Interpretation Summary Performance Criteria Notes 1.6 Communicate approved amendments to suppliers and relevant personnel Approved amendments may be: action plans to review performance (often legally binding). Foundation Skills Navigate the world of work: Understands legal and organisational obligations that underpin agreements and contracts with suppliers Notes Legal and organisational obligations underpinning agreements and contracts with suppliers may be: determined with segmentation methods, such as the Kraljic matrix. Knowledge Evidence Notes Key features of procurement supplier relationship management Key features of procurement supplier relationship management may include: balance scorecard with pre-agreed areas in which supplier performance is reported against. Assessment Conditions Procurement strategies and relevant procurement supplier management records Notes Procurement strategies may relate to: analysis of previous spend and associated suppliers benchmarking analysis market analysis organisational changes (e.g. from a panel to a single supplier). Relevant procurement supplier management records may include: balanced scorecard performance reports of suppliers. 526 Overview Procurement Level 3 Level 4 Level 5 BSBPRC503 Manage international procurement Unit of Competency use in the BSB Training Package Core unit Qualifications N/A Skill sets N/A Elective unit BSB50120 Diploma of Business Unit of Competency Interpretation Summary Performance Criteria Notes 1.3 Research and analyse export regulatory requirements of goods and/ or services to be procured internationally Export regulatory requirements may relate to: anti-corruption industry or good / service specific legislation tax warranties. 2.1 Communicate international procurement strategies to relevant personnel and stakeholders 5.2 Research and analyse shipping facilities and other transport risks Relevant personnel and stakeholders may include: internal stakeholders (e.g. budget owners, senior management, finance teams, chief financial officers, heads of relevant divisions within organisation) subject matter experts. Other transport risks may include: cold chain continuity of business services supply chain specific risks. 5.3 Research and analyse regulatory compliance requirements for importation into Australia Regulatory compliance requirements for importation into Australia may relate to: biosecurity (e.g. permits, fumigation and quarantine) free trade agreements labelling requirements physical inspection requirements state and federal legislation (e.g. Customs Act 1901) tariffs taxes, fees and duties. Knowledge Evidence Key features of international markets and cultural considerations relevant to procurement in supplier countries Notes Key features of international markets may include: human rights considerations. Cultural considerations may include: attitudes, beliefs and values culturally appropriate business relationship requirements. Key features of methods of payment applicable to international Key features of methods of payment may include: procurement foreign currency exchange volatility. Key components of organisational policies and procedures for international procurement Organisational policies and procedures for international procurement may include: environmental impacts ethical behaviour and employment practices organisational contract templates mandates on the type of competitive process undertaken (e.g. advertising for full and fair opportunity) privacy and confidentiality work health and safety (WHS). 527 Overview Procurement Level 3 Level 4 Level 5 BSBPRC503 Manage international procurement Unit of Competency use in the BSB Training Package Core unit Qualifications N/A Skill sets N/A Elective unit BSB50120 Diploma of Business Unit of Competency Interpretation Summary Assessment Conditions Purchasing strategies and relevant purchasing records Notes Relevant purchasing records may include: documents relevant to tendering and contract processes. 528 Overview Level 3 Level 4 BSBPRC504 Manage a supply chain Procurement Level 5 Unit of Competency use in the BSB Training Package Core unit Qualifications N/A Skill sets BSBSS00118 Procurement Manager Skill Set Elective unit BSB50120 Diploma of Business Unit of Competency Interpretation Summary Performance Criteria 1.5 Gain commitment of stakeholders to implement supply chain strategy 1.6 Assign responsibility to monitor supply chain strategy to relevant personnel Notes Stakeholders may include: executive boards heads of departments senior management. Relevant personnel may include: employees heads of departments senior management. Knowledge Evidence Relevant legislation, regulations, standards and organisation policies Notes Legislation may include: Competition and Consumer Act 2010 legislation related to the importation of commodities state-based Sale of Goods Acts. Regulations may include: environmental protection regulations employee relations regulations state-based and Commonwealth work health and safety (WHS) regulations Standards and organisation policies may relate to: Australian Standards and certification requirements contracts ethical behaviour quality assurance industry and state or territory codes of practice tenders. Assessment Conditions Notes Supply chain strategies and relevant supply chain management Supply chain management records may include: records declarations goods manifests safety data sheets. 529 Procurement Overview Level 3 Level 4 Level 5 BSBPRC505 Manage ethical procurement strategy Unit of Competency use in the BSB Training Package Core unit Qualifications N/A Skill sets BSBSS00118 Procurement Manager Skill Set Elective unit BSB50120 Diploma of Business BSB60120 Advanced Diploma of Business Unit of Competency Interpretation Summary Performance Criteria Notes 1.1 Research and identify ethical procurement policies and procedures and their alignment to organisational objectives Ethical procurement policies and procedures may relate to: conflicts of interest corporate governance environmental management health and safety integrity, ethics and conduct labour and human rights state-based supplier codes of conduct and minimum ethical standards. Performance Evidence Liaise with stakeholders and suppliers to effectively facilitate ethical procurement Notes Stakeholders may include: manufacturers relevant impacted communities Knowledge Evidence Notes Key provisions of relevant legislation that affect procurement and contracting Relevant legislation may include: Commonwealth Procurement Rules 20 April 2019 Commonwealth Modern Slavery Act 2018 Government Procurement (Judicial Review) Act 2018 legislation regarding digital services, tax, senate order and supplier diversity. Organisational policies and procedures related to: ethical business terms and conditions for procurement contracting and tendering supply chain management procurement Organisational policies and procedures may include: environmental impacts ethical behaviour and employment practices organisational contract templates mandates on the type of competitive process undertaken (e.g. advertising for full and fair opportunity) privacy and confidentiality work health and safety (WHS). Assessment Conditions Procurement strategies and relevant procurement records Notes Procurement strategies may relate to: analysis of previous spend and associated suppliers benchmarking analysis market analysis organisational changes (e.g. from a panel to a single supplier). Relevant procurement records may include: balanced scorecard performance reports of suppliers spending records supplier records. 530 Business Strategy Overview 532 BSBSTR301 Contribute to continuous improvement 533 BSBSTR401 Promote innovation in team environments 534 BSBSTR402 Implement continuous improvement 535 BSBSTR501 Establish innovative work environments 537 BSBSTR502 Facilitate continuous improvement 539 BSBSTR503 Develop organisational policy 541 BSBSTR601 Manage innovation and continuous improvement 544 BSBSTR602 Develop organisational strategies 547 BSBSTR603 Develop business continuity plans 549 BSBSTR801 Lead innovative thinking and practice 551 BSBSTR802 Lead strategic planning processes for an organisation 554 BSBSTR803 Establish business continuity management strategies 556 531 Overview Level 3 Level 4 Level 5 Level 6 Business Strategy Unit Sector Overview The Business Strategy (STR) unit sector incorporates units of competency aimed at supporting individuals in a range of industries to develop skills and knowledge relevant for supporting the strategy of a business or organisation. Business strategy is an established plan of action designed to achieve a particular goal or set of organisational goals or objectives. It is aimed at strengthening the performance of the enterprise and sets out how business should be conducted to achieve the desired goals. Business Strategy Level 8 Glossary of common terminology Organisational / workplace policies Organisational / workplace procedures Organisational / workplace policies represent an overarching course of action adopted by an organisation. Organisational / workplace procedures relate to any established series of actions expected to be conducted in a certain order or manner. Business strategy Unit of Competency guidance For further information regarding detailed interpretation of the units of competency in the `Business Strategy' unit stream, please refer to the interpretation guidance provided on pages 528 - 546. Content for each unit reflects those items identified in consultation that would benefit from guidance. Not all requirements of a unit of competency are addressed by this Manual. The information in this Guide is offered as supplementary interpretation guidance relating to the BSB Business Services Training Package Version 7. The interpretations and advice in this Guide are not enforceable and serve as guidance only. ASQA, VRQA and TAC are the sector regulators responsible for determining matters of compliance in relation to training providers. 532 Overview Business Strategy Level 3 Level 4 Level 5 Level 6 Level 8 BSBSTR301 Contribute to continuous improvement Unit of Competency use in the BSB Training Package Core unit Qualifications N/A Skill sets N/A Elective unit BSB30120 Certificate III in Business BSB30220 Certificate III in Entrepreneurship and New Business BSB30719 Certificate III in Work Health and Safety Unit of Competency Interpretation Summary Performance Criteria Notes 1.1 Communicate objectives and continuous improvement processes of the organisation to team members Continuous improvement processes may include: regular feedback and planned reviews team meetings understanding organisational policies and procedures using digital cloud-based processes. 1.3 Encourage team members to participate in decision making processes and exercise initiative Decision making processes may include: identifying, evaluating and choosing alternatives information gathering project planning. 3.3 Maintain records, reports and recommendations for Records, reports and recommendations may relate to: improvement within the organisation's systems and processes project plans reviewing organisational data. Knowledge Evidence Notes Principles and techniques relating to benchmarking Benefits and barriers to continuous improvement Benchmarking may include: identifying industry best practice internal benchmarking. Benefits to continuous improvement may include: building team rapport increasing customer satisfaction increasing efficiency and efficacy. Quality approaches that may be implemented in an organisation Assessment Conditions Barriers to continuous improvement may include: business risks compliance regulations financial restrictions lack of individual commitment organisational size and structure. Quality approaches may include: compliance checks on benchmarking identifying best practice using a systematic approach to plan. Notes Workplace documents and resources relevant to performance evidence Workplace documents and resources may include: digital tools (e.g. spreadsheets, word processing tools) manuals organisational templates. 533 Overview Business Strategy Level 3 Level 4 Level 5 Level 6 Level 8 BSBSTR401 Promote innovation in team environments Unit of Competency use in the BSB Training Package Core unit Qualifications N/A Skill sets N/A Elective unit BSB30220 Certificate III in Entrepreneurship and New Business BSB40120 Certificate IV in Business BSB40320 Certificate IV in Entrepreneurship and New Business BSB40520 Certificate IV in Leadership and Management BSB41419 Certificate IV in Work Health and Safety Unit of Competency Interpretation Summary Performance Criteria Notes 1.3 Assist in evaluating team requirements according to workplace policies and procedures 4.1 Identify criteria to review successful innovation in the workplace Foundation Skills Workplace policies and procedures may relate to: operational plans organisational vision, mission and values project plans. Criteria to review successful innovation may relate to: customer satisfaction decreases in absenteeism increases in efficiency key performance indicators (KPIs) productivity improvements sales profitability workforce capability. Notes Teamwork: Uses inclusive techniques to initiate, contribute and promote discussion amongst potentially diverse team members Inclusive techniques may include: offering a diverse range of opportunities to participate at all levels of the organisation using a diverse range of communication strategies. Knowledge Evidence Notes Types of innovation and their benefits Innovation may relate to: adapting to change developing better products and ways of doing things. Assessment Conditions Benefits may include: increased customer satisfaction increased efficiency and efficacy Increased employee engagement. Notes Workplace equipment and resources relevant to performance evidence Workplace equipment and resources may include: digital tools (e.g. spreadsheets, word processing tools) manuals organisational templates. 534 Overview Business Strategy Level 3 Level 4 Level 5 Level 6 BSBSTR402 Implement continuous improvement Level 8 Unit of Competency use in the BSB Training Package Core unit Qualifications N/A Skill sets BSBSS00096 Innovation Practice Skill Set Elective unit BSB40120 Certificate IV in Business BSB41419 Certificate IV in Work Health and Safety Unit of Competency Interpretation Summary Performance Criteria Notes 1.1 Identify relevant stakeholders and establish improvements required Relevant stakeholders may include: colleagues governance personnel human resources (HR) officers legal teams management regulators work health and safety (WHS) officers. 1.5 Manage reports and recommendations for using systems and processes of the organisation Reports and recommendations may relate to: project plans reviewing organisational data. 1.6 Establish risk review processes Risk review processes may relate to: following organisational procedures mitigation strategies. 2.1 Use workplace systems and technology, and monitor team Workplace systems and technology may include: performance according to organisational policies and integrated systems and technology. procedures Foundation Skills Notes Initiative and enterprise: Uses systematic, analytical processes in complex, non-routine situations, setting goals, gathering required information and identifying and evaluating options against agreed criteria Systematic, analytical processes may include: consulting preparing draft documents conducting research seeking approvals and verification tracking key performance indicators (KPIs). Performance Evidence Notes Implement, monitor and update improvement plans, processes Improvement plans, processes and procedures may include: and procedures to improve performance communicating outcomes and efforts back to stakeholders. Knowledge Evidence Notes Change management techniques that support continuous improvement and initiative Change management techniques may include: clear communication strategies clear evidence-based objectives goal-setting processes regular review processes structured approaches to ensure ownership and commitment of participants. 535 Overview Business Strategy Level 3 Level 4 Level 5 Level 6 BSBSTR402 Implement continuous improvement Level 8 Unit of Competency use in the BSB Training Package Core unit Qualifications N/A Skill sets BSBSS00096 Innovation Practice Skill Set Elective unit BSB40120 Certificate IV in Business BSB41419 Certificate IV in Work Health and Safety Unit of Competency Interpretation Summary Assessment Conditions Notes Workplace documentation and resources relevant to performance evidence Workplace documentation and resources may include: digital tools (e.g. spreadsheets, word processing tools) manuals organisational templates. 536 Overview Business Strategy Level 3 Level 4 Level 5 Level 6 Level 8 BSBSTR501 Establish innovative work environments Unit of Competency use in the BSB Training Package Core unit Qualifications N/A Skill sets BSBSS00097 Innovation Leadership Skill Set Elective unit BSB40320 Certificate IV in Entrepreneurship and New Business BSB50120 Diploma of Business BSB50420 Diploma of Leadership and Management BSB50620 Diploma of Marketing and Communication BSB50820 Diploma of Project Management Unit of Competency Interpretation Summary Performance Criteria Notes 1.1 Identify relevant stakeholders 1.4 Determine working conditions that allow innovative practices according to organisational policies and procedures 2.3 Identify and select resources required for enhancing work environment 3.4 Select ways of celebrating and encouraging innovation 4.2 Provide and encourage formal and informal learning opportunities to develop skills required for innovation Relevant stakeholders may include: colleagues governance personnel human resources (HR) officers legal teams management regulators work health and safety (WHS) officers. Working conditions may relate to: external environment lighting manual handling movements technology temperature ventilation work stations. Resources may relate to: coaching and mentoring digital tools human capital time training working arrangements (e.g. collaborative work spaces). Celebrating and encouraging innovation may include: affirmation of contributions recognitions. Formal learning opportunities may include: professional development opportunities training in new technologies and strategies. Informal learning opportunities may include: mentoring programs networking professional reading sharing learnings with teams webinars. 537 Overview Business Strategy Level 3 Level 4 Level 5 Level 6 Level 8 BSBSTR501 Establish innovative work environments Unit of Competency use in the BSB Training Package Core unit Qualifications N/A Skill sets BSBSS00097 Innovation Leadership Skill Set Elective unit BSB40320 Certificate IV in Entrepreneurship and New Business BSB50120 Diploma of Business BSB50420 Diploma of Leadership and Management BSB50620 Diploma of Marketing and Communication BSB50820 Diploma of Project Management Unit of Competency Interpretation Summary Foundation Skills Notes Teamwork: Uses required communication techniques to build rapport and foster strong relationships with co-workers in a range of work contexts Knowledge Evidence Communication techniques may include: push, pull and interactive communication non-verbal communication (e.g. body language, eye contact) verbal communication (e.g. tone). Notes Concepts and theories of innovation Factors and tools that motivate individuals Assessment Conditions Concepts and theories of innovation may relate to: crowdsourcing idea management. Factors and tools that motivate individuals may include: job security recognitions. Notes Relevant legislation and codes of practice Legislation may include: anti-discrimination legislation (e.g. Age Discrimination Act 2004, Disability Discrimination Act 1992, Racial Discrimination Act 1975, Sex Discrimination Act 1984) applicable federal and state/territory WHS legislation Fair Work Act 2009 Privacy Act 1988. Relevant organisational policies and procedures Workplace equipment and resources Codes of practice may include: industry codes of practice organisational codes of practice. Organisational policies and procedures may relate to: operational plans organisational vision, mission and values project plans. Workplace equipment and resources may include: digital tools (e.g. spreadsheets, word processing tools) manuals organisational templates. 538 Overview Level 3 Level 4 Level 5 Level 6 BSBSTR502 Facilitate continuous improvement Business Strategy Level 8 Unit of Competency use in the BSB Training Package Core unit Qualifications N/A Skill sets N/A Elective unit BSB40520 Certificate IV in Leadership and Management BSB50120 Diploma of Business BSB50220 Diploma of Aboriginal and Torres Strait Islander Governance BSB50420 Diploma of Leadership and Management BSB50820 Diploma of Project Management BSB50920 Diploma of Quality Auditing BSB51319 Diploma of Work Health and Safety Unit of Competency Interpretation Summary Performance Criteria Notes 1.1 Identify current systems and processes that facilitate continuous improvement Systems and processes that facilitate continuous improvement may relate to: digital cloud-based processes regular feedback and planned reviews team meetings understanding organisational policies and procedure. 1.3 Develop decision-making processes to assist continuous improvement and communicate to relevant stakeholders Decision-making processes may include: focus groups ideation sessions surveys project planning. 1.5 Develop knowledge management systems to capture team progress, insights and experiences from business activities Knowledge management systems may include: customer relationship management (CRM) databases (e.g. Salesforce) human resources (HR) information systems work health and safety (WHS) management systems. 2.1 Confirm relevant systems and processes meet organisation Organisation sustainability requirements may relate to: sustainability requirements sustainable work practices (e.g. reusing and recycling paper and plastics). Foundation Skills Notes Reading: Identifies and extracts required information from a range of complex texts Complex texts may include: briefings legislation organisational policies and procedures reports. Reading: Locates, interprets and analyses workplace documentation to gather information relating to continuous improvement Workplace documentation may include: manuals organisational templates. Technology: Reflects on the ways in which digital systems and tools are used, or could be used, to achieve work goals Digital systems and tools may include: chat functions presentation tools project management and productivity applications (e.g. Kanban boards, Trello) spreadsheets virtual meeting technology word processing tools. 539 Overview Level 3 Level 4 Level 5 Level 6 BSBSTR502 Facilitate continuous improvement Business Strategy Level 8 Unit of Competency use in the BSB Training Package Core unit Qualifications N/A Skill sets N/A Elective unit BSB40520 Certificate IV in Leadership and Management BSB50120 Diploma of Business BSB50220 Diploma of Aboriginal and Torres Strait Islander Governance BSB50420 Diploma of Leadership and Management BSB50820 Diploma of Project Management BSB50920 Diploma of Quality Auditing BSB51319 Diploma of Work Health and Safety Unit of Competency Interpretation Summary Assessment Conditions Notes Organisational policies and procedures relevant to performance Organisational policies and procedures may relate to: evidence operational plans organisational vision, mission and values project plans. Workplace documentation and resources relevant to performance evidence Workplace documentation and resources may include: digital tools (e.g. spreadsheets, word processing tools) manuals organisational templates. 540 Overview Level 3 Level 4 Level 5 Level 6 BSBSTR503 Develop organisational policy Business Strategy Level 8 Unit of Competency use in the BSB Training Package Core unit Elective unit Qualifications N/A BSB40120 Certificate IV in Business BSB50120 Diploma of Business BSB50220 Diploma of Aboriginal and Torres Strait Islander Governance BSB50320 Diploma of Human Resource Management BSB50420 Diploma of Leadership and Management Skill sets BSBSS00101 Business Operations Management Skill Set Unit of Competency Interpretation Summary Performance Criteria Notes 1.4 Consult with relevant stakeholders and confirm need for new policy development Relevant stakeholders may include: colleagues governance personnel human resources (HR) officers legal teams management regulators work health and safety (WHS) officers. 2.1 Identify internal and external factors likely to cause changes Internal factors may relate to: to organisation policy changes in ownership employee issues workforce planning and structure. 2.5 Identify and analyse associated issues and risks likely to impact policy development 3.1 Identify type of information required to develop policy 3.3 Develop an analytical framework for the development of policy External factors may relate to: changes in customer client base and workforce operations environmental changes (e.g. political, economic, social, technological, legal). Issues and risks may relate to: finances governance legality reputation stakeholders technology. Types of information required to develop policy may relate to: benchmarking consultation current and relevant legislation existing organisational policies and procedures organisational templates organisational vision, mission and values regulations specialist and expert advice and information. Analytical frameworks may require: approvals and verification consultation draft versions research. 541 Overview Level 3 Level 4 Level 5 Level 6 BSBSTR503 Develop organisational policy Business Strategy Level 8 Unit of Competency use in the BSB Training Package Core unit Elective unit Qualifications N/A BSB40120 Certificate IV in Business BSB50120 Diploma of Business BSB50220 Diploma of Aboriginal and Torres Strait Islander Governance BSB50320 Diploma of Human Resource Management BSB50420 Diploma of Leadership and Management Skill sets BSBSS00101 Business Operations Management Skill Set Unit of Competency Interpretation Summary Performance Criteria Notes 3.4 Source, analyse and apply relevant information to support policy development according to organisational policies and procedures Foundation Skills Information to support policy development may relate to: benchmarking consultation current and relevant legislation existing organisational policies and procedures organisational templates organisational vision, mission and values. regulations specialist and expert advice and information. Notes Learning: Recognises, understands and applies organisational policies, procedures and protocols Organisational policies, procedures and protocols may relate to: organisational and industry codes of conduct organisational templates style guides. Performance Evidence Notes Ensure style and format requirements for organisational policy documentation is followed Style and format requirements may relate to: non-discriminatory language professional appearance review processes (e.g. peer review) style guides. 542 Overview Level 3 Level 4 Level 5 Level 6 BSBSTR503 Develop organisational policy Business Strategy Level 8 Unit of Competency use in the BSB Training Package Core unit Elective unit Qualifications N/A BSB40120 Certificate IV in Business BSB50120 Diploma of Business BSB50220 Diploma of Aboriginal and Torres Strait Islander Governance BSB50320 Diploma of Human Resource Management BSB50420 Diploma of Leadership and Management Skill sets BSBSS00101 Business Operations Management Skill Set Unit of Competency Interpretation Summary Knowledge Evidence Notes Risk management processes Stakeholder and issues management strategies Quality assurance, monitoring and evaluation mechanisms Operation of policy cycles Legislative and regulatory context required to develop organisation policies Organisational channels to promote policy Risk management processes may include: developing treatment and action plans identifying, analysing and evaluating risks referring to hierarchy of controls using a risk register. Issues management strategies may include: consultation processes negotiating seeking approvals stakeholder mapping. Quality assurance, monitoring and evaluation mechanisms may include: collecting feedback conducting reviews. Policy cycles may include: regular reviews (e.g. every 12 months). Legislative and regulatory context may relate to: anti-discrimination (e.g. Age Discrimination Act 2004, Disability Discrimination Act 1992, Racial Discrimination Act 1975, Sex Discrimination Act 1984) applicable federal and state/territory WHS legislation Fair Work Act 2009 Privacy Act 1988. Organisational channels may include: emails intranet posts presentations and events team meetings toolbox talks. 543 Business Strategy Overview Level 3 Level 4 Level 5 Level 6 Level 8 BSBSTR601 Manage innovation and continuous improvement Unit of Competency use in the BSB Training Package Core unit Qualifications BSB60420 Advanced Diploma of Leadership and Management Skill sets BSBSS00097 Innovation Leadership Skill Set Elective unit BSB50120 Diploma of Business BSB60120 Advanced Diploma of Business BSB60320 Advanced Diploma of Human Resource Management BSB60520 Advanced Diploma of Marketing and Communication BSB60619 Advanced Diploma of Work Health and Safety BSB60720 Advanced Diploma of Program Management Unit of Competency Interpretation Summary Performance Criteria Notes 1.2 Identify and establish strategies to monitor and evaluate performance and sustainability of key systems and processes 1.3 Consult and seek advice from stakeholders, to identify opportunities for improvement 2.3 Collect data and analyse areas for improvement in supply chains, and operational and service systems 2.4 Conduct a gap analysis of supply chains, and operational and service systems and identify improvement needs and opportunities 3.5 Confirm that learnings from activities are captured and managed using relevant knowledge management system Sustainability may relate to: business sustainability environmental sustainability key performance indicator (KPI) considerations. Stakeholders may include: external stakeholders (e.g. customers, regulators) internal stakeholders (e.g. board members, colleagues, legal teams, management, team leaders, technical experts). Data may include: benchmarking data contracts financial data sales data supply chain agreements. Gap analyses may include: comparing existing objectives to current standards and legislation comparing existing practices with industry best practice. Knowledge management systems may include: customer relationship management [CRM] databases (e.g. Salesforce) human resources (HR) information systems work health and safety (WHS) management systems. 544 Business Strategy Overview Level 3 Level 4 Level 5 Level 6 Level 8 BSBSTR601 Manage innovation and continuous improvement Unit of Competency use in the BSB Training Package Core unit Qualifications BSB60420 Advanced Diploma of Leadership and Management Skill sets BSBSS00097 Innovation Leadership Skill Set Elective unit BSB50120 Diploma of Business BSB60120 Advanced Diploma of Business BSB60320 Advanced Diploma of Human Resource Management BSB60520 Advanced Diploma of Marketing and Communication BSB60619 Advanced Diploma of Work Health and Safety BSB60720 Advanced Diploma of Program Management Unit of Competency Interpretation Summary Foundation Skills Notes Reading: Analyses, evaluates and integrates facts and ideas to construct meaning from a range of text types Text types may include: annual reports industry regulations and standards legislation. Writing: Integrates information and ideas from a range of sources, utilising appropriate support materials Sources may include: government bodies Innovation Australia publications by peak bodies / professional networks specialist organisations for creative ideation sources. Self-management: Plans and implements strategies to review and improve own performance Strategies may relate to: creative-thinking self-awareness self-reflection time management. Problem solving: Applies problem-solving processes to identify risks, evaluate options and determine solutions Problem-solving processes may include: brainstorming collaborative problem-solving cost-benefit analysis fishbone diagrams nominal group techniques root cause analysis. Performance Evidence Notes Undertake risk management and cost-benefit analysis for options Risk management may include: developing treatment and action plans identifying, analysing and evaluating risks referring to hierarchy of controls using a risk register. 545 Business Strategy Overview Level 3 Level 4 Level 5 Level 6 Level 8 BSBSTR601 Manage innovation and continuous improvement Unit of Competency use in the BSB Training Package Core unit Qualifications BSB60420 Advanced Diploma of Leadership and Management Skill sets BSBSS00097 Innovation Leadership Skill Set Elective unit BSB50120 Diploma of Business BSB60120 Advanced Diploma of Business BSB60320 Advanced Diploma of Human Resource Management BSB60520 Advanced Diploma of Marketing and Communication BSB60619 Advanced Diploma of Work Health and Safety BSB60720 Advanced Diploma of Program Management Unit of Competency Interpretation Summary Knowledge Evidence Notes Creativity and innovation theories and concepts Organisational learning principles Quality management and continuous improvement theories Key aspects of supply chains, and operational, product and service systems Creativity and innovation theories and concepts may relate to: blue sky thinking design-thinking disruptive innovation lean models systems theory total quality management (TQM) approach. Learning principles may relate to: collaborative coaching communities of practice and knowledge sharing self-directed learning. Continuous improvement theories may relate to: blue sky thinking design-thinking disruptive innovation lean models Six Sigma systems theory TQM approach. Key aspects of supply chains may relate to: cost effectiveness efficiency liability logistical processes procurement risks. Operational, product and service systems may relate to: client records customer service purchasing and ordering stock management warehousing. 546 Overview Level 3 Level 4 Level 5 Level 6 BSBSTR602 Develop organisational strategies Business Strategy Level 8 Unit of Competency use in the BSB Training Package Core unit Qualifications N/A Skill sets N/A Elective unit BSB60120 Advanced Diploma of Business BSB60420 Advanced Diploma of Leadership and Management BSB60619 Advanced Diploma of Work Health and Safety Unit of Competency Interpretation Summary Performance Criteria Notes 1.2 Consult with relevant stakeholders on required changes to vision and mission Relevant stakeholders may include: external stakeholders (e.g. customers, regulators) internal stakeholders (e.g. board members, colleagues, legal teams, management, team leaders, technical experts). 2.3 Undertake capability assessment of competitor organisations Capability assessments may include analysing: 5Ps (price, product, place, promotion, people) annual reports external environments (e.g. SWOT and PESTEL analysis) international presence markets supply chains. 2.5 Establish cooperative ventures, that are supported by risk and cost benefit analyses, according to organisational vision, mission and values and provide for due diligence, where required Cooperative ventures may refer to: entering a venture with another organisation for mutual benefit. 3.1 Document relevant research and background for inclusion in the strategic plan Research and background may relate to: environmental influences (e.g. SWOT and PESTEL analysis) internal and external capabilities organisational goals and objectives organisational vision, mission and values technology. 3.4 Identify risks and develop a risk management plan Risk management plans may include: hierarchy of controls risk registers treatment and action plans. Foundation Skills Notes Reading: Identifies and analyses complex organisational texts to determine business requirements Initiative and enterprise: Selects and uses appropriate conventions and protocols when communicating with internal and external stakeholders to seek or share information Complex organisational texts may include: annual reports codes of conduct operational plans risk management plans strategic plans. Conventions and protocols may relate to: delegation organisational templates referral and escalation signature sign-offs. 547 Overview Level 3 Level 4 Level 5 Level 6 BSBSTR602 Develop organisational strategies Business Strategy Level 8 Unit of Competency use in the BSB Training Package Core unit Qualifications N/A Skill sets N/A Elective unit BSB60120 Advanced Diploma of Business BSB60420 Advanced Diploma of Leadership and Management BSB60619 Advanced Diploma of Work Health and Safety Unit of Competency Interpretation Summary Knowledge Evidence Notes Legislation, regulations and codes of practice relevant to organisation's strategic plan Methods for conducting capability assessment Key features of cooperative ventures Methods for conducting cost benefit analysis Key features of due diligence processes Internal and external sources of information relevant to the organisation's market, competitors, customer base, vision, values and capabilities Techniques for developing organisational values Legislation, regulations and codes of practice may relate to: anti-discrimination (e.g. Age Discrimination Act 2004, Disability Discrimination Act 1992, Racial Discrimination Act 1975, Sex Discrimination Act 1984) applicable federal and state/territory WHS legislation Fair Work Act 2009 Privacy Act 1988. Methods for conducting capability assessments may include analysing: 5Ps (price, product, place, promotion, people) annual reports external environments (e.g. SWOT and PESTEL analysis) international presence markets supply chains. Cooperative ventures may refer to: entering a business venture with another party for mutual benefit. Cost benefit analysis may include: financial and non-financial costs and benefits. Due diligence processes may relate to: compliance cultural alignment financial statements and affairs legal actions licencing standards. Sources of information may include: clients and customers government bodies publications by peak bodies / professional networks research databases (e.g. Australian Bureau of Statistics [ABS]) suppliers. Techniques for developing organisational values may include: conducting consultations (e.g. with internal and external stakeholders). 548 Overview Level 3 Level 4 Level 5 Level 6 BSBSTR603 Develop business continuity plans Business Strategy Level 8 Unit of Competency use in the BSB Training Package Core unit Qualifications N/A Skill sets N/A Elective unit BSB50120 Diploma of Business BSB60120 Advanced Diploma of Business Unit of Competency Interpretation Summary Performance Criteria Notes 1.2 Identify resources required and relevant stakeholders Relevant stakeholders may include: external stakeholders (e.g. customers, regulators) internal stakeholders (e.g. board members, colleagues, legal teams, management, team leaders, technical experts). 2.1 Develop business continuity management framework Business continuity management frameworks may relate to: business operations continuous improvement succession planning workforce planning. 2.4 Conduct business impact assessment of implementation of business continuity framework Business impact assessments may require: organisational knowledge resource considerations stakeholder impact analysis. 3.2 Consult and develop with relevant stakeholders disaster recovery plan, where required Disaster recovery plans may include: data backup processes clear accountabilities and communication procedures established timeframes (e.g. immediate response as well as longer term responses) identified disaster categories incident response teams offsite storage. 3.7 Establish communication plan to report and escalate processes Communication plans may incorporate: clear roles and accountabilities crisis management plans emergency response plans internal and external notifications (e.g. to councils, local communities, emergency services, customers) work health and safety (WHS) plans. Foundation Skills Notes Self-management: Uses formal decision-making processes as scaffolding for thinking, seeking input, advice, feedback and specialist advice, as required Formal decision-making processes may relate to: ethical requirements feedback and reviews organisational flow charts. 549 Overview Level 3 Level 4 Level 5 Level 6 BSBSTR603 Develop business continuity plans Business Strategy Level 8 Unit of Competency use in the BSB Training Package Core unit Qualifications N/A Skill sets N/A Elective unit BSB50120 Diploma of Business BSB60120 Advanced Diploma of Business Unit of Competency Interpretation Summary Performance Evidence Notes Developing risk treatments strategies and plan Knowledge Evidence Risk treatments strategies and plans may require: organisational templates. Notes Policies and procedures impacting business continuity, including business continuity strategies Overall operations of the organisation, including: existing data and information systems paper and digital recordkeeping systems Business continuity strategies may relate to: business operations continuous improvement succession planning workforce planning. Data and information systems may include: customer relationship management [CRM] databases (e.g. Salesforce) human resources (HR) information systems WHS management systems. 550 Overview Business Strategy Level 3 Level 4 Level 5 Level 6 Level 8 BSBSTR801 Lead innovative thinking and practice Unit of Competency use in the BSB Training Package Core unit Qualifications N/A Skill sets N/A Elective unit BSB60120 Advanced Diploma of Business BSB60420 Advanced Diploma of Leadership and Management BSB80120 Graduate Diploma of Management (Learning) BSB80220 Graduate Diploma of Portfolio Management BSB80320 Graduate Diploma of Strategic Leadership Unit of Competency Interpretation Summary Performance Criteria Notes 1.2 Identify and use techniques and tools to generate ideas and Techniques and tools to generate ideas and facilitate thinking facilitate thinking may include: brainstorming cost-benefit analysis fishbone diagrams nominal group techniques root cause analysis. 1.3 Introduce and promote creative thinking techniques Creative thinking techniques may relate to: componential theory of creativity mind mapping six thinking hats. 1.5 Research and review innovation drivers and enablers Innovation drivers and enablers may relate to: business sustainability competitors corporate social responsibility (CSR) customer preferences productivity profit promotions. 2.1 Assess personal leadership style to confirm it models positive innovative thinking and practice Personal leadership styles may include: agile collaborative consultative facilitative participative transformational. 2.4 Construct and implement methods to promote knowledge transfer with relevant stakeholders Methods to promote knowledge transfer may relate to: central information databases communities of practice cross-department projects knowledge management systems team collaboration. 3.1 Identify, introduce and promote innovative practices, Innovative practices may relate to: processes, products and/or services according to audience and business sustainability organisational requirements customer preferences environmental sustainability organisational needs. 551 Overview Business Strategy Level 3 Level 4 Level 5 Level 6 Level 8 BSBSTR801 Lead innovative thinking and practice Unit of Competency use in the BSB Training Package Core unit Qualifications N/A Skill sets N/A Elective unit BSB60120 Advanced Diploma of Business BSB60420 Advanced Diploma of Leadership and Management BSB80120 Graduate Diploma of Management (Learning) BSB80220 Graduate Diploma of Portfolio Management BSB80320 Graduate Diploma of Strategic Leadership Unit of Competency Interpretation Summary Performance Criteria Notes 3.2 Establish ways to capture, communicate and share innovative ideas and practices 3.4 Identify, assess and provide relevant resources for innovation processes 3.6 Establish systems and processes that support innovation 4.2 Develop and monitor processes that confirm ongoing awareness of individual and collective contributions to innovative thinking and practice 4.3 Identify and analyse potential barriers and risks to innovation and devise strategies to respond Ways to capture, communicate and share innovative ideas and practices may include using: continuous improvement logs knowledge management systems software. Resources for innovation processes may include: budgets and finances feedback systems knowledge management systems staffing resources. Systems and processes that support innovation may relate to: continuous improvement flexible working knowledge management psychological safety rewards workplace design. Processes that confirm ongoing awareness may include: providing individual and team rewards publishing success stories. Barriers to innovation may relate to: compliance financial restrictions individuals' commitment organisation's size risks. 552 Overview Business Strategy Level 3 Level 4 Level 5 Level 6 Level 8 BSBSTR801 Lead innovative thinking and practice Unit of Competency use in the BSB Training Package Core unit Qualifications N/A Skill sets N/A Elective unit BSB60120 Advanced Diploma of Business BSB60420 Advanced Diploma of Leadership and Management BSB80120 Graduate Diploma of Management (Learning) BSB80220 Graduate Diploma of Portfolio Management BSB80320 Graduate Diploma of Strategic Leadership Unit of Competency Interpretation Summary Knowledge Evidence Notes Current and past theories and thinking about innovation Strategies to foster workplace culture of innovation Theories and thinking about innovation may include: blue sky thinking design-thinking disruptive innovation lean models systems theory total quality management (TQM) approach. Strategies may relate to: collaboration diversity and inclusion leadership styles role modelling staff empowerment. 553 Business Strategy Overview Level 3 Level 4 Level 5 Level 6 Level 8 BSBSTR802 Lead strategic planning processes for an organisation Unit of Competency use in the BSB Training Package Core unit Qualifications BSB80320 Graduate Diploma of Strategic Leadership Skill sets N/A Elective unit BSB60120 Advanced Diploma of Business BSB60420 Advanced Diploma of Leadership and Management Unit of Competency Interpretation Summary Performance Criteria Notes 1.2 Identify, gather and analyse relevant organisational data according to organisational policies and procedures 1.3 Identify stakeholders and resources required to develop and review strategic plan Organisational data may include: benchmarking contracts finances operations data sales data supply chain agreements. Stakeholders may include: board members colleagues legal teams management team leaders technical experts. Resources may include: financial information word processing tools. 2.1 Establish communication processes that inform and support Communication processes may relate to: relevant team members push, pull and interactive communication non-verbal communication (e.g. body language, eye contact) verbal communication (e.g. tone). 2.4 Develop planning process and direction of strategic plan Strategic plans may include: long-term priorities timeframes. 3.2 Develop annual operational plan to facilitate implementation Annual operational plans may include: of long-term strategic plan immediate priorities timeframes. 3.3 Plan human resource development and succession strategies that confirm long-term business viability Human resource development and succession strategies may include: learning and development plans. 3.4 Initiate strategies to skill own workforce to implement the strategic plan Strategies to skill own workforce may relate to: coaching and mentoring learning and development opportunities. 4.1 Develop knowledge management systems to capture team progress, insights, experiences and learnings Knowledge management systems may include: customer relationship management (CRM) databases (e.g. Salesforce) human resources (HR) information systems work health and safety (WHS) management systems. 554 Business Strategy Overview Level 3 Level 4 Level 5 Level 6 Level 8 BSBSTR802 Lead strategic planning processes for an organisation Unit of Competency use in the BSB Training Package Core unit Qualifications BSB80320 Graduate Diploma of Strategic Leadership Skill sets N/A Elective unit BSB60120 Advanced Diploma of Business BSB60420 Advanced Diploma of Leadership and Management Unit of Competency Interpretation Summary Performance Criteria Notes 4.2 Monitor financial and non-financial performance indicators Foundation Skills Financial and non-financial performance indicators may relate to: innovation employee and customer satisfaction organisational reputation revenue growth. Notes Reading: Sources, evaluates and critiques ideas and information from a range of complex texts to assist with strategic decisions Knowledge Evidence Complex texts may include: briefings legislation organisational policies and procedures reports. Notes Contractual requirements and implications for the business Strategy map Assessment Conditions Contractual requirements may relate to: budgets timeframes. Strategy maps may include: employee contributions organisational goals and objectives timeframes. Notes Organisational and industry information and data relevant to performance evidence Workplace documents relevant to performance evidence, including strategic planning documentation Organisational and industry information and data may include: benchmarking contracts finances operations data sales data supply chain agreements. Workplace documents may include: manuals organisational templates. 555 Business Strategy Overview Level 3 Level 4 Level 5 Level 6 Level 8 BSBSTR803 Establish business continuity management strategies Unit of Competency use in the BSB Training Package Core unit Qualifications N/A Skill sets N/A Elective unit BSB80320 Graduate Diploma of Strategic Leadership Unit of Competency Interpretation Summary Performance Criteria Notes 1.1 Identify organisational scope, critical business operations and resources, and risks and disruption scenarios Critical business operations and resources may relate to: budgets and finances feedback systems knowledge management systems. 1.2 Develop risk management strategy Risk management strategies may include: developing treatment and action plans identifying, analysing and evaluating risks referring to hierarchy of controls using risk registers. 1.3 Conduct a business impact analysis Business impact analysis may require: organisational knowledge resource considerations stakeholder impact analysis. 1.4 Develop business continuity management framework according to identified potential risks and interruption to critical business operations Business continuity management frameworks may relate to: business operations continuous improvement succession planning workforce planning. 1.6 Consult with stakeholders to establish governance structures for the business continuity management framework, according to size of organisation Stakeholders may include: board members colleagues legal teams management team leaders technical experts. 2.3 Develop and seek approval of tools that verify and validate Tools that verify and validate may relate to: business continuity management framework activities, scheduling processes and plans testing procedures. 3.2 Review and analyse the organisation's communication strategy and implement relevant changes Communication strategies may depend on: organisational goals and objectives target audiences. 3.4 Analyse and integrate organisation's business impact Dependencies and interdependencies may relate to: assessment and identify dependencies and interdependencies, employees as required suppliers. Foundation Skills Notes Problem solving: Uses formal decision-making processes as scaffolding for thinking, seeking input, advice, feedback and specialist advice, as required Formal decision-making processes may relate to: ethical requirements feedback and reviews organisational flow charts. 556 Business Strategy Overview Level 3 Level 4 Level 5 Level 6 Level 8 BSBSTR803 Establish business continuity management strategies Unit of Competency use in the BSB Training Package Core unit Qualifications N/A Skill sets N/A Elective unit BSB80320 Graduate Diploma of Strategic Leadership Unit of Competency Interpretation Summary Knowledge Evidence Notes Risk management strategy Risk management strategies may include: developing treatment and action plans identifying, analysing and evaluating risks referring to hierarchy of controls using risk registers. Current organisation functions, including existing data and information systems Data and information systems may relate to: benchmarking contracts finances operations sales data supply chain agreements. Relationship of the business continuity management framework Business continuity management frameworks may relate to: to other business processes business operations continuous improvement succession planning workforce planning. Assessment Conditions Notes Organisational and industry information and data Workplace equipment and materials Information and data may relate to: benchmarking contracts finances operations sales data supply chain agreements. Workplace equipment and materials may include: digital tools (e.g. spreadsheets, word processing tools) manuals organisational templates. 557 Sustainability Overview 559 BSBSUS211 Participate in sustainable work practices 560 BSBSUS411 Implement and monitor environmentally sustainable work practices 562 BSBSUS412 Develop and implement workplace sustainability plans 565 BSBSUS413 Evaluate and report on workplace sustainability 567 BSBSUS511 Develop workplace policies and procedures for sustainability 568 BSBSUS601 Lead corporate social responsibility 570 558 OverviewOverview Level 2 Level 4 Level 4 Level L5evel 5 Sustainability Unit Sector Overview The Sustainability (SUS) unit sector incorporates units of competency aimed at supporting individuals in a range of industries and job roles to develop skills to support the operational sustainability of an organisation. An individual with the skills and knowledge to apply sustainability practices in a workplace environment manages financial, social and environmental risks, obligations and opportunities. Relevant job roles may include sustainability manager, sustainability coordinator, health and safety officer, project team leader. Sustainability Level 6 Glossary of common terminology Organisational policies Organisational procedures Organisational policies represent an overarching course of action adopted by an organisation. Organisational procedures relate to any established series of actions expected to be conducted in a certain order or manner. Sustainability Unit of Competency guidance For further information regarding detailed interpretation of the units of competency in the `Sustainability' unit stream, please refer to the interpretation guidance provided on pages 550 - 561. Content for each unit reflects those items identified in consultation that would benefit from guidance. Not all requirements of a unit of competency are addressed by this Manual. The information in this Guide is offered as supplementary interpretation guidance relating to the BSB Business Services Training Package Version 7. The interpretations and advice in this Guide are not enforceable and serve as guidance only. ASQA, VRQA and TAC are the sector regulators responsible for determining matters of compliance in relation to training providers. 559 OverviewOverview Level 2 Level 4 Level 4 Level L5evel 5 Sustainability Level 6 BSBSUS211 Participate in sustainable work practices Unit of Competency use in the BSB Training Package Core unit Qualifications BSB20120 Certificate II in Workplace Skills BSB30120 Certificate III in Business Skill sets N/A Elective unit BSB10120 Certificate I in Workplace Skills Unit of Competency Interpretation Summary Performance Criteria Notes 1.1 Identify sustainable work practices in own work role 1.2 Measure current usage of resources in own work role 1.3 Record and file resource usage documents 2.1 Identify and comply with workplace sustainability procedures 2.2 Identify workplace environmental hazards according to environmental regulations and standards Sustainable work practices may include: water-saving practices reusing and recycling paper and plastics using light-saving devices (e.g. sensor lights). Resources may include: electricity paper water. Documents may include: checklists data reports observation sheets printing reports receipts. Sustainability procedures may relate to: automated sleep times for printers organisational sustainability policies signage (e.g. placing signs on doors to turn lights off when leaving a room). Environmental hazards may include: asbestos. 2.3 Report any breaches and potential breaches to organisational personnel Environmental regulations and standards may relate to: disposal legislation (e.g. chemicals, rubber, asbestos removal) infection control. Breaches may include: not disposing of chemicals or other hazards correctly. 3.1 Identify areas of improvement to work practices in own work area Organisational personnel may include: business owners first aid officers human resources (HR) officers supervisors sustainability officers work health and safety (WHS) officers. Areas of improvement may relate to: defining clear work expectations with team members proactive sustainability practices and processes. 560 OverviewOverview Level 2 Level 4 Level 4 Level L5evel 5 Sustainability Level 6 BSBSUS211 Participate in sustainable work practices Unit of Competency use in the BSB Training Package Core unit Qualifications BSB20120 Certificate II in Workplace Skills BSB30120 Certificate III in Business Skill sets N/A Elective unit BSB10120 Certificate I in Workplace Skills Unit of Competency Interpretation Summary Foundation Skills Notes Teamwork: Selects and uses appropriate conventions and protocols when communicating with co-workers in a range of work contexts Conventions and protocols may relate to: communication organisational charts organisational guidelines. Self Management: Understands and adheres to legal and regulatory responsibilities related to own work Legal and regulatory responsibilities may relate to: local, state and territory WHS legislation reporting lines. Technology: Uses main features and functions of digital tools to complete work tasks and access information Digital tools may include: internet online reporting systems spreadsheets word processing tools. Performance Evidence Notes Identify benefits of sustainable work practices and areas of improvement for sustainable practices in the workplace Identify and apply sustainability legislation and organisational sustainability policies and procedures Participate in and support discussions for improved resource efficiency processes Knowledge Evidence Benefits of sustainable work practices may include: addressing ethical obligations and responsibilities compliance with legislation and regulations positive environmental impacts reduced costs reputation benefits (e.g. attracting employers, clients and customers). Sustainability legislation and organisational sustainability policies and procedures may relate to: local, state and territory WHS legislation organisational and industry codes of practice. Resource efficiency processes may include: awareness campaigns online sustainability training modules organisational sustainability champions. Notes Sustainability regulations and codes of practice applicable to own role Sustainability regulations and codes of practice may relate to: state, territory and Commonwealth WHS legislation organisational and industry codes of practice. 561 Sustainability OverviewOverview Level 2 Level 4 Level 4 Level L5evel 5 Level 6 BSBSUS411 Implement and monitor environmentally sustainable work practices Unit of Competency use in the BSB Training Package Core unit Qualifications N/A Skill sets N/A Elective unit BSB30719 Certificate III in Work Health and Safety BSB40120 Certificate IV in Business BSB40320 Certificate IV in Entrepreneurship and New Business BSB40520 Certificate IV in Leadership and Management BSB40920 Certificate IV in Project Management Practice BSB41419 Certificate IV in Work Health and Safety Unit of Competency Interpretation Summary Performance Criteria Notes 1.1 Identify and assess organisational compliance against environmental legislation, regulations and standards 1.2 Collect data on environmental efficiency in organisational systems and processes 1.3 Analyse data on environmental efficiency and current purchasing strategies and identify areas for improvement 1.4 Consult stakeholders and external data sources on sustainability best practice 1.5 Develop efficiency targets and methods to monitor outcomes 2.1 Identify and source tools to set efficiency targets 2.4 Seek and act on feedback from stakeholders on implementation Environmental legislation, regulations and standards may relate to: Environment Protection and Biodiversity Conservation Act 1999. Data on environmental efficiency may include: air quality chemical and pesticide usage electricity usage paper usage waste water usage. Data on current purchasing strategies may relate to: green purchasing strategies recycled or reused resources in place of repurchasing supply chains. Stakeholders may include: external stakeholders (e.g. consultants, customers, reporting bodies, general public, government bodies, shareholders) internal stakeholders (e.g. colleagues, management). Methods to monitor outcomes may include: comparison to previous period statistics developing checklists surveying employees and customers tracking water and electricity consumption and bills. Tools to set efficiency targets may include: checklists databases spreadsheets. Feedback may be sourced from: community forums and focus groups questionnaires and surveys. 562 Sustainability OverviewOverview Level 2 Level 4 Level 4 Level L5evel 5 Level 6 BSBSUS411 Implement and monitor environmentally sustainable work practices Unit of Competency use in the BSB Training Package Core unit Qualifications N/A Skill sets N/A Elective unit BSB30719 Certificate III in Work Health and Safety BSB40120 Certificate IV in Business BSB40320 Certificate IV in Entrepreneurship and New Business BSB40520 Certificate IV in Leadership and Management BSB40920 Certificate IV in Project Management Practice BSB41419 Certificate IV in Work Health and Safety Unit of Competency Interpretation Summary Performance Criteria Notes 3.2 Document and communicate outcomes to key personnel and stakeholders Foundation Skills Key personnel and stakeholders may include: business owners general public government bodies management workforce. Notes Numeracy: Analyses numerical information to measure usage and calculates metric measurements, quantities and ratios and financial data using appropriate tools Tools may include: checklists databases spreadsheets. Reading: Identifies and analyses texts to determine legislative and regulatory requirements relevant to work area Texts may include: annual reports organisational and non-governmental organisation (NGOs) fact sheets organisational policies and procedures sustainability reports. Initiative and enterprise: Identifies and follows legislative requirements and organisational policies and procedures associated with own role Legislative requirements may include: state, territory and Commonwealth work health and safety (WHS) legislation. Technology: Uses the main features and functions of digital tools to complete work tasks and access information Organisational policies and procedures may relate to: chemical use and storage disposal of different waste types information technology procurement resource efficiency. Digital tools may include: internet online reporting systems spreadsheets word processing tools. 563 Sustainability OverviewOverview Level 2 Level 4 Level 4 Level L5evel 5 Level 6 BSBSUS411 Implement and monitor environmentally sustainable work practices Unit of Competency use in the BSB Training Package Core unit Qualifications N/A Skill sets N/A Elective unit BSB30719 Certificate III in Work Health and Safety BSB40120 Certificate IV in Business BSB40320 Certificate IV in Entrepreneurship and New Business BSB40520 Certificate IV in Leadership and Management BSB40920 Certificate IV in Project Management Practice BSB41419 Certificate IV in Work Health and Safety Unit of Competency Interpretation Summary Performance Evidence Notes Identify current procedures, practices and compliance requirements in relation to environmental and resource sustainability in the workplace Procedures, practices and compliance requirements may relate to: developing checklists ensuring all devices are turned off monitoring and tracking water and electricity consumption and bills surveying employees and customers. Apply continuous improvement approaches to enhance organisation's sustainability performance Continuous improvement approaches may relate to workforce: acknowledgement and recognition positive reinforcement. Apply change management techniques to support sustainability Change management techniques may include: performance creating organisational flowcharts culture mapping. 564 Sustainability OverviewOverview Level 2 Level 4 Level 4 Level L5evel 5 Level 6 BSBSUS412 Develop and implement workplace sustainability plans Unit of Competency use in the BSB Training Package Core unit Qualifications N/A Skill sets N/A Elective unit BSB30220 Certificate III in Entrepreneurship and New Business BSB40120 Certificate IV in Business BSB40220 Certificate IV in Aboriginal and Torres Strait Islander Governance BSB40520 Certificate IV in Leadership and Management BSB50120 Diploma of Business Unit of Competency Interpretation Summary Performance Criteria Notes 1.2 Research environmental legislation, regulations and policies for application in sustainability plan Environmental legislation, regulations and policies may relate to: Environment Protection and Biodiversity Conservation Act 1999 state, territory and Commonwealth work health and safety (WHS) legislation. 1.3 Consult relevant stakeholders for information on identified workplace sustainability issues Relevant stakeholders may include: board of directors colleagues senior management. 1.4 Identify and document indicators for measuring sustainability plan outcomes Indicators for measuring sustainability may include: economic environmental political social. 2.1 Identify resources required to implement sustainability plan Resources may include: digital tools (e.g. tracking spreadsheets) finances human capital.. Foundation Skills Notes Numeracy: Analyses numerical information to measure usage and calculates metric measurements, quantities and ratios and financial data using appropriate tools Tools may include: checklists databases spreadsheets. Reading: Identifies and analyses complex texts to determine legislative, regulatory and business requirements Complex texts may include: briefings legislation reports organisational policies and procedures. Initiative and enterprise: Uses the main features and functions of digital tools to complete work tasks and access information Digital tools may include: internet online reporting systems spreadsheets word processing tools. 565 Sustainability OverviewOverview Level 2 Level 4 Level 4 Level L5evel 5 Level 6 BSBSUS412 Develop and implement workplace sustainability plans Unit of Competency use in the BSB Training Package Core unit Qualifications N/A Skill sets N/A Elective unit BSB30220 Certificate III in Entrepreneurship and New Business BSB40120 Certificate IV in Business BSB40220 Certificate IV in Aboriginal and Torres Strait Islander Governance BSB40520 Certificate IV in Leadership and Management BSB50120 Diploma of Business Unit of Competency Interpretation Summary Knowledge Evidence Notes Applicable external assistance and programs, including External assistance may be sourced from: software programs, to assist in implementation of sustainability local, state and federal government bodies plans peak industry bodies. 566 Sustainability OverviewOverview Level 2 Level 4 Level 4 Level L5evel 5 Level 6 BSBSUS413 Evaluate and report on workplace sustainability Unit of Competency use in the BSB Training Package Core unit Qualifications N/A Skill sets N/A Elective unit BSB40120 Certificate IV in Business BSB50120 Diploma of Business Unit of Competency Interpretation Summary Performance Criteria Notes 1.1 Identify environmental legislation, regulations and policies for evaluation and reporting requirements 1.2 Assess advantages and opportunities for companies that report sustainability practices 2.1 Engage relevant stakeholders for information regarding workplace areas to be assessed 3.1 Identify compliance issues and areas for improvement in sustainability practices Environmental legislation, regulations and policies may include: Environment Protection and Biodiversity Conservation Act 1999 state, territory and Commonwealth work health and safety (WHS) legislation. Advantages and opportunities for companies that report sustainability practices may include: compliance with legislation and regulations positive environmental impacts reduced costs reputation benefits (e.g. attracting employers, clients and customers). Relevant stakeholders may include: board of directors colleagues senior management. Compliance issues may relate to: state, territory and Commonwealth work health and safety (WHS) legislation organisational and industry codes of conduct. Foundation Skills Areas of improvement may relate to: defining clear work expectations with team members proactive sustainability practices and processes. Notes Reading: Interprets and analyses text from a range of sources to identify key information Sources may include: intranet organisational procedures work instructions. Performance Evidence Notes Develop objectives and corresponding indicators to assess workplace sustainability Indicators to assess workplace sustainability may include: economic environmental political social. 567 Sustainability OverviewOverview Level 2 Level 4 Level 4 Level L5evel 5 Level 6 BSBSUS511 Develop workplace policies and procedures for sustainability Unit of Competency use in the BSB Training Package Core unit Qualifications BSB50120 Diploma of Business Skill sets N/A Elective unit BSB40120 Certificate IV in Business BSB50220 Diploma of Aboriginal and Torres Strait Islander Governance BSB50420 Diploma of Leadership and Management BSB50820 Diploma of Project Management BSB50920 Diploma of Quality Auditing BSB51319 Diploma of Work Health and Safety BSB60120 Advanced Diploma of Business Unit of Competency Interpretation Summary Performance Criteria Notes 1.2 Gather information for development of sustainability policies Sustainability policies may relate to: state, territory and Commonwealth government resource efficiency policies industry best practice legislation requirements organisational report findings. 1.4 Develop and document sustainability policies according to organisational processes Organisational processes may include: organisational templates style guides. 1.5 Incorporate implementation and continuous improvement processes into sustainability policies Continuous improvement processes may relate to: monitoring and tracking changes plan-do-check-act (PDCA) model. 2.1 Present workplace sustainability policies and implementation processes to key stakeholders Key stakeholders may include: board of directors employees senior management. 2.2 Identify and source resources required to implement sustainability policies Resources may include: digital tools (e.g. word processing tools) required finances staffing resources. 2.4 Track continuous improvements in sustainability approaches using recording systems Recording systems may include: continuous improvement registers spreadsheets. 3.1 Document outcomes and provide feedback to key personnel and stakeholders Key personnel and stakeholders may include those listed under `key stakeholders' above. 568 Sustainability OverviewOverview Level 2 Level 4 Level 4 Level L5evel 5 Level 6 BSBSUS511 Develop workplace policies and procedures for sustainability Unit of Competency use in the BSB Training Package Core unit Qualifications BSB50120 Diploma of Business Skill sets N/A Elective unit BSB40120 Certificate IV in Business BSB50220 Diploma of Aboriginal and Torres Strait Islander Governance BSB50420 Diploma of Leadership and Management BSB50820 Diploma of Project Management BSB50920 Diploma of Quality Auditing BSB51319 Diploma of Work Health and Safety BSB60120 Advanced Diploma of Business Unit of Competency Interpretation Summary Foundation Skills Notes Reading: Identifies, analyses and evaluates complex textual information to determine legislative and regulatory requirements, trends and outcomes Complex textual information may be sourced from: academic work journals environmental agency reports government, industry and organisational reports Intergovernmental Panel on Climate Change (IPCC) reports. Initiative and enterprise: Develops, monitors and modifies organisational policies and procedures according to legislative requirements and organisation goals Organisational policies and procedures may relate to: anti-discrimination (e.g. Age Discrimination Act 2004, Disability Discrimination Act 1992, Racial Discrimination Act 1975, Sex Discrimination Act 1984) Fair Work Act 2009 state, territory and Commonwealth work health and safety (WHS) legislation Privacy Act 1988 style guides. Knowledge Evidence Notes Internal and external sources of information and their use in planning and developing organisational sustainability policies and procedures Typical barriers to implementing policies and procedures in an organisation and possible strategies to address them Sources of information may include: intranet job descriptions organisational policies and procedures style guides work instructions. Barriers may relate to: finances and budget organisational culture organisational vision, mission and values. 569 Sustainability OverviewOverview Level 2 Level 4 Level 4 Level L5evel 5 Level 6 BSBSUS601 Lead corporate social responsibility Unit of Competency use in the BSB Training Package Core unit Qualifications BSB60120 Advanced Diploma of Business Skill sets N/A Elective unit BSB50120 Diploma of Business BSB60420 Advanced Diploma of Leadership and Management BSB60720 Advanced Diploma of Program Management" Unit of Competency Interpretation Summary Performance Criteria Notes 1.1 Qualify and quantify the drivers for corporate social responsibility Drivers for corporate social responsibility may include: compliance costs efficiency public perception. 1.2 Identify current benefits of, and barriers to, corporate social responsibility for organisation Benefits of corporate social responsibility may include: compliance with legislation and regulations positive environmental impacts reduced costs reputation benefits (e.g. attracting employers, clients and customers). Barriers to corporate social responsibility may relate to: budgets and finances organisational culture organisational vision, mission and values. 1.3 Analyse legislation, regulation, standards and organisational policy affecting corporate social responsibility Legislation, regulation, standards and organisational policy may relate to: anti-discrimination (e.g. Age Discrimination Act 2004, Disability Discrimination Act 1992, Racial Discrimination Act 1975, Sex Discrimination Act 1984) Fair Work Act 2009 Fair Work Act 2009 state, territory and Commonwealth work health and safety (WHS) legislation organisational and industry codes of conduct Privacy Act 1988. 1.4 Identify future opportunities for socially responsible practices Socially responsible practices may relate to: anti-discrimination carbon neutrality diversity and inclusion equal employment opportunity (EEO) organisational policies that benefit the environment volunteering. 2.5 Prepare and distribute documentation regarding corporate Documentation may include: social responsibility strategy corporate social responsibility plans. 3.1 Conduct review of corporate social responsibility integration Relevant people may include: with relevant people auditors board of directors senior management. 570 Sustainability OverviewOverview Level 2 Level 4 Level 4 Level L5evel 5 Level 6 BSBSUS601 Lead corporate social responsibility Unit of Competency use in the BSB Training Package Core unit Qualifications BSB60120 Advanced Diploma of Business Skill sets N/A Elective unit BSB50120 Diploma of Business BSB60420 Advanced Diploma of Leadership and Management BSB60720 Advanced Diploma of Program Management" Unit of Competency Interpretation Summary Foundation Skills Notes Teamwork: Uses inclusive and collaborative techniques to cooperate and consult with others to identify options to support policy objectives Inclusive and collaborative techniques may include: focus groups surveys team meetings toolbox talks training webinars. Performance Evidence Notes Consult and communicate with relevant stakeholders to develop CSR objectives and policy that align to organisational goals Relevant stakeholders may include those listed under `relevant people' above. 571 Technology Use Overview 573 BSBTEC101 Operate digital devices 574 BSBTEC201 Use business software applications 576 BSBTEC202 Use digital technologies to communicate in a work environment 578 BSBTEC203 Research using the internet 580 BSBTEC301 Design and produce business documents 582 BSBTEC302 Design and produce spreadsheets 584 BSBTEC303 Create electronic presentations 586 BSBTEC401 Design and produce complex text documents 588 BSBTEC402 Design and produce complex spreadsheets 590 BSBTEC403 Apply digital solutions to work processes 592 BSBTEC404 Use digital technologies to collaborate in a work environment 594 BSBTEC405 Review and maintain organisation's digital presence 596 BSBTEC501 Develop and implement an e-commerce strategy 598 BSBTEC601 Review organisational digital strategy 600 572 Overview Level 1 Level 2 Level 3 Level 4 Technology Use Unit Sector Overview The Technology Use (TEC) unit sector incorporates units of competency aimed at supporting individuals in a range of industries and job roles to develop skills and knowledge in technology, software and digital strategy. The ability to effectively use new and emerging technologies is increasingly important for individuals in the workforce. Technological developments present opportunities for organisations to operate more effectively and efficiently, including by enabling greater collaboration. Level 5 Technology Use Level 5 Glossary of common terminology Organisational policies Organisational procedures Protocols Style guides Word processing Organisational policies represent an overarching course of action adopted by an organisation. Organisational procedures relate to any established series of actions expected to be conducted in a certain order or manner. Protocols outline explicit and specific plans that specify procedures to be followed in defined situations. Style guides refer to standards to ensure consistency in style and format for the design of organisational material, such as documents, emails and websites. Word processing refers to the creation and manipulation of text on a computer or word processor. Software and tools used for this may be a part of an organisation's internal system, as well as online collaborative word processing tools. Technology Use Unit of Competency guidance For further information regarding detailed interpretation of the units of competency in the `Technology Use' unit stream, please refer to the interpretation guidance provided on pages 564 - 591. Content for each unit reflects those items identified in consultation that would benefit from guidance. Not all requirements of a unit of competency are addressed by this Manual. The information in this Guide is offered as supplementary interpretation guidance relating to the BSB Business Services Training Package Version 7. The interpretations and advice in this Guide are not enforceable and serve as guidance only. ASQA, VRQA and TAC are the sector regulators responsible for determining matters of compliance in relation to training providers. 573 Overview Level 1 Level 2 Level 3 Level 4 Level 5 BSBTEC101 Operate digital devices Technology Use Level 6 Unit of Competency use in the BSB Training Package Core unit Qualifications N/A Skill sets BSBSS00124 Workplace IT Foundations Skill Set Elective unit BSB10120 Certificate I in Workplace Skills BSB20120 Certificate II in Workplace Skills Unit of Competency Interpretation Summary Performance Criteria Notes 1.1 Prepare workspace, furniture and equipment to suit user ergonomic requirements, where required Ergonomic requirements may relate to: work-station set-up. 1.2 Activate digital device, and access or log on according to organisation policies and procedures Ergonomic requirements may vary between workplaces. Digital devices may include: computers and laptops smart watches tablets telephones. 1.3 Identify basic functions and features of digital devices Organisation policies and procedures may relate to: manual handling privacy and confidentiality security social media work health and safety (WHS). Functions and features may include: secure passwords. 2.5 Identify and access storage devices relevant to the digital device Foundation Skills Functions and features may depend on the digital device. Storage devices may include: cloud storage hard drives. Notes Reading: Recognises textual information within internal procedures and technical documents to determine and complete work requirements Technical documents may include: application websites help functions Safe Work Method Statements (SWMS) style guides. Writing: Inputs information using familiar text types and records numerical and textual information for file naming conventions Text types may relate to: email templates naming conventions organisational templates version control. 574 Overview Level 1 Level 2 Level 3 Level 4 Level 5 BSBTEC101 Operate digital devices Technology Use Level 6 Unit of Competency use in the BSB Training Package Core unit Qualifications N/A Skill sets BSBSS00124 Workplace IT Foundations Skill Set Elective unit BSB10120 Certificate I in Workplace Skills BSB20120 Certificate II in Workplace Skills Unit of Competency Interpretation Summary Knowledge Evidence Notes Key components of the digital system, including what each component does Ergonomic issues that impact the use of digital devices Key functions of the operating system Key components of the digital system may include: earphones external storage hard drive keyboard mouse network smartpen touch screen. Ergonomic issues may relate to: eye strain non-traditional environments physical limitations of individuals position of head and neck size of device. Key functions of the operating system may include: secure passwords. 575 Overview Level 1 Level 2 Level 3 Level 4 Level 5 BSBTEC201 Use business software applications Technology Use Level 6 Unit of Competency use in the BSB Training Package Core unit Qualifications BSB30320 Certificate III in Legal Services BSB30420 Certificate III in Library and Information Services Skill sets N/A Elective unit BSB20120 Certificate II in Workplace Skills BSB30120 Certificate III in Business Unit of Competency Interpretation Summary Performance Criteria Notes 1.2 Select relevant technology and software applications to achieve requirements of the task 1.3 Adjust workspace, furniture and equipment to suit own ergonomic requirements 2.4 Format information or data using appropriate application functions according to organisational and task requirements Foundation Skills Technology and software applications may include: databases digital communication tools (e.g. email) graphic design applications presentation tools spreadsheets word processing tools. Ergonomic requirements may relate to: breaks lighting manual handling movement technology temperature time management work and task design workstation ventilation. Application functions may relate to: editing formatting. Notes Reading: Recognises and interprets information from familiar sources to determine job role and task requirements Writing: Completes required documentation using organisational formats Sources may include: intranet job descriptions organisational policies and procedures style guides supervisors. Documentation may include: forms letters minutes notes simple reports spreadsheets. Formats may relate to: style guides templates. 576 Overview Level 1 Level 2 Level 3 Level 4 Level 5 BSBTEC201 Use business software applications Technology Use Level 6 Unit of Competency use in the BSB Training Package Core unit Qualifications BSB30320 Certificate III in Legal Services BSB30420 Certificate III in Library and Information Services Skill sets N/A Elective unit BSB20120 Certificate II in Workplace Skills BSB30120 Certificate III in Business Unit of Competency Interpretation Summary Performance Evidence Notes Select and use technology safely and according to organisational requirements Identify and address faults according to requirements Assessment Conditions Organisational requirements may relate to: archiving and disposal authorisation codes of conduct for safe use of organisational resources ergonomic and safety requirements maintenance and reporting requirements privacy and confidentiality storage, security and access. Faults may include: equipment failure failure to save and retain resources loss of data. Notes Workplace equipment and resources Electronic files, information and data Workplace equipment and resources may include: computers and laptops internet access paper and pens software. Electronic files, information and data may include: forms minutes notes simple reports spreadsheets. 577 Technology Use Overview Level 1 Level 2 Level 3 Level 4 Level 5 Level 6 BSBTEC202 Use digital technologies to communicate in a work environment Unit of Competency use in the BSB Training Package Core unit Qualifications N/A Skill sets BSBSS00126 Contact Centre Skill Set Elective unit BSB20120 Certificate II in Workplace Skills BSB30120 Certificate III in Business Unit of Competency Interpretation Summary Performance Criteria Notes 1.2 Identify available digital communication applications by accessing relevant sources of information and clarify with relevant personnel, where required Digital communication applications may include: collaborative tools email services instant messaging applications virtual meeting technology. Sources of information may include organisational: policies and procedures specific messaging platforms style guides templates. Relevant personnel may include: colleagues information technology (IT) department supervisors. 2.2 Create outgoing digital communication, check for accuracy and ensure that any required attachments are included according to application requirements and organisational policies and procedures Application requirements may relate to: compressed files encrypted attachments size of attachments. Organisational policies and procedures may relate to: customer service internet usage organisational and industry codes of conduct social media. 2.4 Access and identify most appropriate action in response to incoming digital communications, according to organisational policies and procedures Actions may relate to: filing and storage forwarding to appropriate personnel procedures for reporting abusive emails procedures for reporting spam emails response timelines retention periods. 3.5 Create methods for communicating electronically with targeted groups of stakeholders as relevant to organisation Organisational policies and procedures may relate to those listed under `organisational policies and procedures' above. Methods for communicating may include: chat groups email chains newsletters. 578 Technology Use Overview Level 1 Level 2 Level 3 Level 4 Level 5 Level 6 BSBTEC202 Use digital technologies to communicate in a work environment Unit of Competency use in the BSB Training Package Core unit Qualifications N/A Skill sets BSBSS00126 Contact Centre Skill Set Elective unit BSB20120 Certificate II in Workplace Skills BSB30120 Certificate III in Business Unit of Competency Interpretation Summary Foundation Skills Notes Reading: Recognises textual information within different Materials may include: materials and interprets information to determine requirements, digital tool help functions and information. as well as confirming accuracy of content Self management: Recognises and follows explicit and implicit protocols and meets expectations associated with own role Explicit and implicit protocols may relate to: customer service policies internet usage policies organisational and industry codes of conduct social media policies workflows. Problem solving: Recognises and responds to routine problems Routine problems may include: in context of own work human error loss of data technology issues (e.g. network problems). Performance Evidence Notes Follow organisational and technology provider requirements when communicating electronically across multiple digital applications, including in relation to security of communications Organisational and technology provider requirements may be sourced from: help functions organisational policies and procedures technology user manuals. Follow organisational policy and procedures when managing all Organisational policy and procedures may relate to: aspects of digital communication, including by storing, filing, customer service archiving, and deleting inbound communications internet usage organisational and industry codes of conduct storage, security and access. Knowledge Evidence Notes Commercial sensitivities in relation to knowledge management Commercial sensitivities may relate to: copyright intellectual property (IP) privacy and confidentiality. Assessment Conditions Notes Relevant workplace documentation and resources Workplace documentation and resources may include: forms minutes notes organisational policies and procedures simple reports spreadsheets. 579 Overview Level 1 Level 2 Level 3 Level 4 Level 5 BSBTEC203 Research using the internet Technology Use Level 6 Unit of Competency use in the BSB Training Package Core unit Qualifications N/A Skill sets BSBSS00112 Workplace Technology Skill Set Elective unit BSB10120 Certificate I in Workplace Skills BSB20120 Certificate II in Workplace Skills Unit of Competency Interpretation Summary Performance Criteria Notes 1.3 Identify potential sources for research information according to organisational policies and procedures Sources for research information may include: databases organisational and industry codes of conduct verifiable and secure websites. Organisational policies and procedures may relate to: privacy and confidentiality social media storage, security and access work health and safety (WHS). 2.1 Power up digital device and access internet using selected application Digital devices may include: computers and laptops tablets telephones. Foundation Skills Notes Self-management: Recognises and follows explicit and implicit protocols and meets expectations associated with own role Explicit and implicit protocols may relate to: internet usage policies organisational and industry codes of conduct social media policies workflows. Technology: Understands functions and features of specific digital applications and uses these to perform work tasks Functions and features may relate to: editing formatting internet searching secure passwords. Functions and features may depend on the digital application. 580 Overview Level 1 Level 2 Level 3 Level 4 Level 5 BSBTEC203 Research using the internet Technology Use Level 6 Unit of Competency use in the BSB Training Package Core unit Qualifications N/A Skill sets BSBSS00112 Workplace Technology Skill Set Elective unit BSB10120 Certificate I in Workplace Skills BSB20120 Certificate II in Workplace Skills Unit of Competency Interpretation Summary Knowledge Evidence Notes Key elements of basic research methods Relevant organisational policies and procedures Key principles of documenting research Assessment Conditions Key elements of basic research methods may relate to: referencing and recording search engines search terms smart and boolean searches URL construction verifiable sources. Organisational policies and procedures may relate to: copyright intellectual property (IP) plagiarism guidelines. Key principles of documenting research may include: aggregate scoring bookmarking referencing research credibility. Notes Workplace documentation and resources Workplace documentation and resources may include: forms minutes notes organisational policies and procedures simple reports spreadsheets. 581 Overview Technology Use Level 1 Level 2 Level 3 Level 4 Level 5 BSBTEC301 Design and produce business documents Level 6 Unit of Competency use in the BSB Training Package Core unit Qualifications N/A Skill sets BSBSS00112 Workplace Technology Skill Set Elective unit BSB30120 Certificate III in Business Unit of Competency Interpretation Summary Performance Criteria Notes 1.1 Select and use technology and software applications to produce required business documents Technology and software applications may include: digital communication tools (e.g. email) graphic design applications online surveys presentation tools spreadsheets word processing tools. Business documentation may include: forms minutes notes simple reports spreadsheets. 1.2 Select layout and style of publication according to information and organisational requirements Layout and style of publication may relate to: accessibility and equity organisational style guides and templates. 1.3 Use basic design principles and ensure document design is consistent with organisational requirements Basic design principles may relate to: editing formatting use of organisational templates. 2.3 Use a range of functions to ensure consistency of design and layout Functions may relate to: editing formatting headers and footers logos. 3.1 Complete document production according to organisational policies, procedures and requirements Organisational policies, procedures and requirements may relate to: accessibility and equity style guides templates version control. 582 Overview Technology Use Level 1 Level 2 Level 3 Level 4 Level 5 BSBTEC301 Design and produce business documents Level 6 Unit of Competency use in the BSB Training Package Core unit Qualifications N/A Skill sets BSBSS00112 Workplace Technology Skill Set Elective unit BSB30120 Certificate III in Business Unit of Competency Interpretation Summary Foundation Skills Notes Reading: Recognises and interprets textual information from a range of sources to determine and adhere to requirements Sources may include: intranet job descriptions organisational policies and procedures style guides. Self Management: Recognises and follows explicit and implicit protocols and meets expectations associated with own role Explicit and implicit protocols may relate to: internet usage policies organisational and industry codes of conduct social media policies workflows. Performance Evidence Notes Use required data storage options Knowledge Evidence Data storage options may include: cloud-based storage corporate electronic filing systems (e.g. sharepoints) network and shared storage portable storage regular back ups. Notes Key functions and features of contemporary computer applications Functions and features may relate to: editing formatting headers and footers help menus and applications. Assessment Conditions Functions and features may depend on the computer application. Notes Workplace equipment and resources Workplace equipment and resources may include: computers and laptops internet access paper and pens software. 583 Overview Level 1 Level 2 Level 3 Level 4 Level 5 BSBTEC302 Design and produce spreadsheets Technology Use Level 6 Unit of Competency use in the BSB Training Package Core unit Qualifications N/A Skill sets BSBSS00112 Workplace Technology Skill Set Elective unit BSB30120 Certificate III in Business Unit of Competency Interpretation Summary Performance Criteria Notes 1.3 Select most appropriate application to produce spreadsheet, according to available resources and organisational policies and procedures Organisational policies and procedures may relate to: privacy and confidentiality storage, security and access work health and safety (WHS). 2.3 Use available application functions and confirm consistency Application functions may relate to: of design and layout, adhering to organisational and task editing requirements formatting headers and footers help menus and applications. 5.2 Deliver document to required stakeholders according to organisational requirements, policies and procedures Organisational and task requirements may be sourced from: organisational templates style guides. Required stakeholders may include: external stakeholders (e.g. clients, customers) internal stakeholders (e.g. managers, supervisors). Foundation Skills Organisational requirements, policies and procedures may relate to: accessibility and equity organisational style guides and templates version control. Notes Writing: Inputs numerical and key reporting information when creating and finalising spreadsheet Performance Evidence Numerical and key reporting information may include: charts, tables and graphs data and statistics formulas. Notes Design spreadsheets that address a range of data and organisational requirements Data may relate to: formulas labels text. 584 Overview Level 1 Level 2 Level 3 Level 4 Level 5 BSBTEC302 Design and produce spreadsheets Technology Use Level 6 Unit of Competency use in the BSB Training Package Core unit Qualifications N/A Skill sets BSBSS00112 Workplace Technology Skill Set Elective unit BSB30120 Certificate III in Business Unit of Competency Interpretation Summary Knowledge Evidence Notes Key features of spreadsheet applications, both cloud-based and non-cloud based Key features of organisational guidelines on spreadsheet design and use Assessment Conditions Key features of spreadsheet applications may relate to: calculations collaboration. Key features of organisational guidelines may relate to: accessibility and equity style guides and templates. Notes Relevant legislation and codes of practice Legislation may include: Fair Work Act 2009 local, state and territory WHS legislation. Privacy Act 1988. Codes of practice may include: organisational and industry codes of practice. Workplace documentation and resources, including style guide Workplace documentation and resources may include: forms minutes notes organisational policies and procedures simple reports spreadsheets. 585 Overview Level 1 Level 2 Level 3 Level 4 Level 5 BSBTEC303 Create electronic presentations Technology Use Level 6 Unit of Competency use in the BSB Training Package Core unit Qualifications N/A Skill sets BSBSS00112 Workplace Technology Skill Set Elective unit BSB30120 Certificate III in Business BSB40820 Certificate IV in Marketing and Communication Unit of Competency Interpretation Summary Performance Criteria Notes 1.1 Organise personal work environment according to ergonomic requirements 1.3 Identify organisational and task requirements 1.4 Select required application to produce presentation, according to available resources and organisational policies and procedures 2.2 Use application functions for consistency of design and layout Ergonomic requirements may relate to: breaks lighting manual handling movement technology temperature time management work and task design work stations ventilation. Organisational and task requirements may include using: style guides templates. Organisational policies and procedures may relate to: privacy and confidentiality social media storage, security and access work health and safety (WHS). Application functions may relate to: editing formatting help menus and applications. 2.3 Balance presentation features for visual impact and emphasis 3.2 Prepare presentation materials for delivery according to presenter or audience requirements Functions may depend on the application. Presentation features may include: charts, tables and graphs collaborative activities. Presentation materials may include: handouts speaker notes. Presenter or audience requirements may relate to: brand colours and styles templates. 3.3 Name and store presentation appropriately, according to organisational requirements and exit application Presenter or audience requirements may be specific to the type of presentation. Organisational requirements may relate to: storage, security and access style guides and templates version control. 586 Overview Level 1 Level 2 Level 3 Level 4 Level 5 BSBTEC303 Create electronic presentations Technology Use Level 6 Unit of Competency use in the BSB Training Package Core unit Qualifications N/A Skill sets BSBSS00112 Workplace Technology Skill Set Elective unit BSB30120 Certificate III in Business BSB40820 Certificate IV in Marketing and Communication Unit of Competency Interpretation Summary Foundation Skills Notes Writing: Communicates relationships between ideas and information in a style appropriate to audience and purpose in accordance with organisational and task requirements Performance Evidence Styles may relate to: organisational templates style guides. Notes Produce presentation in appropriate format Assessment Conditions Formats may be sourced from: organisational templates style guides. Notes Workplace equipment and materials Relevant workplace documentation and resources including style guide Workplace equipment and materials may include: computers and laptops internet access paper and pens software. Workplace documentation and resources may include: forms minutes notes organisational policies and procedures simple reports spreadsheets. 587 Overview Technology Use Level 1 Level 2 Level 3 Level 4 Level 5 Level 6 BSBTEC401 Design and produce complex text documents Unit of Competency use in the BSB Training Package Core unit Qualifications N/A Skill sets BSBSS00113 Digital Business Administration Skill Set Elective unit BSB40120 Certificate IV in Business Unit of Competency Interpretation Summary Performance Criteria Notes 1.1 Identify ergonomics requirements and organise personal work environment Ergonomic requirements may relate to: breaks lighting manual handling movement technology temperature time management work and task design work stations ventilation. 1.2 Use safe work practices to ensure ergonomic, energy and resource conservation requirements are met Safe work practices may relate to: work health and safety (WHS) requirements (e.g. taking regular breaks). 1.4 Identify organisational requirements for text based business Organisational requirements may be sourced from: documents to ensure consistency of style and image policies and procedures style guides templates. 1.5 Evaluate complex technical functions of software for usefulness in fulfilling requirements of the task Complex technical functions may relate to: complex data indexes (e.g. table of contents) macros. 4.3 Name and store documents in accordance with organisational requirements and exit application 4.4 Prepare document according to organisational requirements, policies and procedures Software may include: graphic design applications spreadsheets word processing tools. Organisational requirements may relate to: storage, security and access style guides and templates version control. Organisational requirements, policies and procedures may include: checklists style guides templates. 588 Overview Technology Use Level 1 Level 2 Level 3 Level 4 Level 5 Level 6 BSBTEC401 Design and produce complex text documents Unit of Competency use in the BSB Training Package Core unit Qualifications N/A Skill sets BSBSS00113 Digital Business Administration Skill Set Elective unit BSB40120 Certificate IV in Business Unit of Competency Interpretation Summary Foundation Skills Notes Reading: Recognises and interprets textual information from a range of resources to determine and confirm requirements and to assist with document issues Resources may include: forms minutes notes organisational policies and procedures reports spreadsheets. Document issues may include: failure to save and retain information loss of data technology issues (e.g. network problems). Self-management: Recognises and follows explicit and implicit protocols and meets expectations associated with own role Explicit and implicit protocols may relate to: internet usage policies organisational and industry codes of conduct social media policies workflows. Planning and organising: Applies formal processes when planning complex tasks, producing plans with logically sequenced steps Formal processes may refer to: escalation and approval processes organisational workflows. Knowledge Evidence Notes Formatting styles and their effect on formatting, readability and appearance of documents Formatting styles may include using: bold, italics and underline functions bullet points heading styles paragraph marks. Assessment Conditions Notes Workplace documentation and resources relevant to performance evidence Workplace documentation and resources may include: forms minutes notes organisational policies and procedures reports spreadsheets style guides. 589 Overview Technology Use Level 1 Level 2 Level 3 Level 4 Level 5 Level 6 BSBTEC402 Design and produce complex spreadsheets Unit of Competency use in the BSB Training Package Core unit Qualifications N/A Skill sets BSBSS00113 Digital Business Administration Skill Set Elective unit BSB40120 Certificate IV in Business Unit of Competency Interpretation Summary Performance Criteria Notes 1.1 Organise personal work environment in accordance with ergonomic requirements Ergonomic requirements may relate to: breaks lighting manual handling movement technology temperature time management work and task design work stations ventilation. 1.2 Analyse task and determine specifications for spreadsheets Specifications for spreadsheets may relate to: application functionality data document purpose and structure. 1.4 Apply work organisation strategies and energy and resource conservation techniques Organisation strategies and resource conservation techniques may include using: digital tools over paper-based systems power-saving functions on computers. 2.1 Use spreadsheet design software functions and formulae to Software functions and formulae may relate to: meet identified requirements comparing data date functions. 4.2 Import and export data between compatible spreadsheets and adjust documents, according to software and organisational procedures Software and organisational procedures may relate to: spreadsheet formats and templates. 5.3 Name and store spreadsheet in accordance with organisational requirements and exit application Organisational requirements may relate to: naming conventions storage, security and access version control. Foundation Skills Notes Reading: Recognises and interprets numerical and textual information within a range of sources to determine and complete work according to requirements Sources may include: intranet job descriptions organisational policies and procedures style guides. Numeracy: Represents mathematical information in an Alternative forms may include: alternative form and analyses information to determine required using visual aids (e.g. graphs). spreadsheet formulae and macros 590 Overview Technology Use Level 1 Level 2 Level 3 Level 4 Level 5 Level 6 BSBTEC402 Design and produce complex spreadsheets Unit of Competency use in the BSB Training Package Core unit Qualifications N/A Skill sets BSBSS00113 Digital Business Administration Skill Set Elective unit BSB40120 Certificate IV in Business Unit of Competency Interpretation Summary Foundation Skills Notes Self-management: Recognises and follows explicit and implicit protocols and meets expectations associated with own role Explicit and implicit protocols may relate to: internet usage policies organisational and industry codes of conduct social media policies workflows. Planning and organising: Applies formal processes when planning more complex/unfamiliar tasks, producing plans with logically sequenced steps Formal processes may refer to: escalation and approval processes organisational workflows. Performance Evidence Notes Follow organisational and safe work practices Resolve issues by referring to user documentation and online help Knowledge Evidence Safe work practices may relate to: work health and safety (WHS) requirements (e.g. taking regular breaks). Issues may relate to: failure to save and retain information loss of data storage, security and access technology issues (e.g. network problems). Notes Key aspects of formatting and design on presentation and readability of data Key methods to test formulae Assessment Conditions Key aspects of formatting and design may relate to: accessibility using different visual aids (e.g. charts, graphs, tables). Key methods to test formulae may include: peer review supervisor validation. Notes Workplace documentation and resources Workplace documentation and resources may include: digital tools (e.g. spreadsheets, word processing tools) manuals organisational templates. 591 Overview Technology Use Level 1 Level 2 Level 3 Level 4 Level 5 BSBTEC403 Apply digital solutions to work processes Level 6 Unit of Competency use in the BSB Training Package Core unit Qualifications N/A Skill sets BSBSS00113 Digital Business Administration Skill Set Elective unit BSB40120 Certificate IV in Business BSB40220 Certificate IV in Aboriginal and Torres Strait Islander Governance BSB40320 Certificate IV in Entrepreneurship and New Business BSB40920 Certificate IV in Project Management Practice BSB50120 Diploma of Business BSB50520 Diploma of Library and Information Services" Unit of Competency Interpretation Summary Performance Criteria Notes 1.1 Identify available workplace digital applications for communications, technologies and networks Digital applications may include: cloud-based storage systems digital communication tools (e.g. emails) mobile databases. 1.2 Locate and use digital information Digital information may include: charts worksheets. 1.3 Review digital information sources for validity and reliability Sources may include: intranet job descriptions organisational policies and procedures style guides. 2.1 Identify areas in workplace that could integrate digital solutions Areas in the workplace may include: administration information technology (IT) department security. Digital solutions may include: timesheet software. 2.3 Review digital solutions that are fit for purpose and according to organisational policies and procedures Organisational policies and procedures may relate to: privacy and confidentiality social media storage, security and access work health and safety (WHS). 2.5 Identify and adopt digital media protocols and conventions Digital media protocols and conventions may relate to: naming conventions password protection. 3.1 Identify relevant intellectual property legislation, regulations and the organisational policy Intellectual property legislation may include: Copyright Act 1968 Intellectual Property Laws Amendment Act 2015 Patents Act 1990 Privacy Act 1988. Regulations and organisational policy may relate to: social media storage, security and access. 592 Overview Technology Use Level 1 Level 2 Level 3 Level 4 Level 5 BSBTEC403 Apply digital solutions to work processes Level 6 Unit of Competency use in the BSB Training Package Core unit Qualifications N/A Skill sets BSBSS00113 Digital Business Administration Skill Set Elective unit BSB40120 Certificate IV in Business BSB40220 Certificate IV in Aboriginal and Torres Strait Islander Governance BSB40320 Certificate IV in Entrepreneurship and New Business BSB40920 Certificate IV in Project Management Practice BSB50120 Diploma of Business BSB50520 Diploma of Library and Information Services Unit of Competency Interpretation Summary Performance Criteria Notes 3.3 Document, register and report relevant matters related to intellectual property Foundation Skills Relevant matters may include: plagiarism. Notes Reading: Sources, analyses and interprets information in the Organisational strategy and compliance requirements may context of organisational strategy and compliance requirements relate to: annual reports legislation organisational strategy documents regulations. Knowledge Evidence Notes Strategies to train and support team members in applying digital technology Key elements to consider when evaluating whether digital technology and information options are fit for purpose Assessment Conditions Strategies to train and support team members may include creating: learning and development opportunities performance management plans. Key elements to consider may include: availability and accessibility costs technical skills requirements. Notes Workplace documentation and resources Workplace documentation and resources may include: digital tools (e.g. spreadsheets, word processing tools) manuals organisational templates. 593 Technology Use Overview Level 1 Level 2 Level 3 Level 4 Level 5 Level 6 BSBTEC404 Use digital technologies to collaborate in a work environment Unit of Competency use in the BSB Training Package Core unit Qualifications N/A Skill sets BSBSS00113 Digital Business Administration Skill Set Elective unit BSB30120 Certificate III in Business BSB40320 Certificate IV in Entrepreneurship and New Business BSB40420 Certificate IV in Human Resource Management BSB40620 Certificate IV in Legal Services BSB40920 Certificate IV in Project Management Practice BSB50120 Diploma of Business BSB50620 Diploma of Marketing and Communication Unit of Competency Interpretation Summary Performance Criteria Notes 2.1 Identify available digital technologies by accessing relevant sources of information Digital technologies may include: collaborative tools (e.g. instant messaging functions) project management and productivity tools (e.g. Kanban boards) virtual meeting technology. 2.2 Seek assistance from specialist advisors, where required Specialist advisors may include: information technology (IT) department software providers. 3.2 Communicate and promote key features of the plan to relevant stakeholders Key features may include: recording and tracking. Key features may depend on the organisation. 3.3 Implement digital technologies according to plan and organisational requirements, policies and procedures Foundation Skills Relevant stakeholders may include: decision-makers end users of systems. Organisational requirements, policies and procedures may relate to: budgets and finances network capabilities (e.g. bandwidth) timeframes. Notes Reading: Organises, evaluates and critiques information from a wide variety of textual material Textual material may include: job descriptions organisational policies and procedures style guides. Performance Evidence Notes Collect, analyse and present relevant information about digital applications Relevant information may include: availability and accessibility costs technical skill requirements. 594 Technology Use Overview Level 1 Level 2 Level 3 Level 4 Level 5 Level 6 BSBTEC404 Use digital technologies to collaborate in a work environment Unit of Competency use in the BSB Training Package Core unit Qualifications N/A Skill sets BSBSS00113 Digital Business Administration Skill Set Elective unit BSB30120 Certificate III in Business BSB40320 Certificate IV in Entrepreneurship and New Business BSB40420 Certificate IV in Human Resource Management BSB40620 Certificate IV in Legal Services BSB40920 Certificate IV in Project Management Practice BSB50120 Diploma of Business BSB50620 Diploma of Marketing and Communication Unit of Competency Interpretation Summary Knowledge Evidence Notes Strategies for training and coaching in digital technologies Assessment Conditions Strategies for training and coaching may include developing: training plans. Notes Workplace equipment and resources relevant to performance evidence Relevant legislation, regulations, standards and codes Workplace equipment and resources may include: computers and laptops internet access paper and pens software. Legislation may include: anti-discrimination (e.g. Age Discrimination Act 2004, Disability Discrimination Act 1992, Racial Discrimination Act 1975, Sex Discrimination Act 1984) Fair Work Act 2009 local, state and territory work health and safety (WHS) legislation Privacy Act 1988. Regulations, standards and codes may relate to: organisational and industry codes of practice and conduct social media storage, security and access. 595 Technology Use Overview Level 1 Level 2 Level 3 Level 4 Level 5 Level 6 BSBTEC405 Review and maintain organisation's digital presence Unit of Competency use in the BSB Training Package Core unit Qualifications N/A Skill sets N/A Elective unit BSB30220 Certificate III in Entrepreneurship and New Business BSB40120 Certificate IV in Business BSB40320 Certificate IV in Entrepreneurship and New Business BSB50520 Diploma of Library and Information Services" Unit of Competency Interpretation Summary Performance Criteria Notes 1.1 Monitor and analyse customer and user feedback according to organisational requirements Organisational requirements may relate to: customer service privacy and confidentiality. 1.3 Make recommendations on changes to digital presence and Regulatory requirements may relate to: its content in response to feedback, data analysis and relevant content restrictions regulatory requirements organisational templates. 2.2 Replace superseded and inaccurate information with current information and add additional material according to organisational requirements Organisational requirements may relate to: network capabilities (e.g. bandwidth) storage, security and access. 2.3 Follow protocols for ensuring the accuracy and authenticity Protocols may relate to: of information quality assurance. 2.6 Follow security procedures for updating digital presence Security procedures may include: password protection. 3.1 Analyse user feedback to confirm faults are not user issues Faults may include: information errors network failures. 3.3 Add new digital features and remove redundant features according to organisational requirements New digital features may include: 24-hour operations interactive dashboards. Foundation Skills Notes Problem solving: Contributes to continuous improvement of digital presence by applying basic principles of analytical thinking Basic principles of analytical thinking may relate to: breaking down complex information deductive thinking logical thinking problem-solving techniques. Technology: Understands the purposes, specific functions and key features of common digital systems and tools and operates them effectively to complete tasks in accordance with security requirements Functions and key features of common digital systems and tools may relate to: editing formatting internet searching secure passwords. Functions and features may depend on the digital system and tool. 596 Technology Use Overview Level 1 Level 2 Level 3 Level 4 Level 5 Level 6 BSBTEC405 Review and maintain organisation's digital presence Unit of Competency use in the BSB Training Package Core unit Qualifications N/A Skill sets N/A Elective unit BSB30220 Certificate III in Entrepreneurship and New Business BSB40120 Certificate IV in Business BSB40320 Certificate IV in Entrepreneurship and New Business BSB50520 Diploma of Library and Information Services" Unit of Competency Interpretation Summary Knowledge Evidence Notes Key provisions of relevant legislation, regulations, and standards and codes of practice that may affect aspects of organisation's digital presence Legislation may include: anti-discrimination (e.g. Age Discrimination Act 2004, Disability Discrimination Act 1992, Racial Discrimination Act 1975, Sex Discrimination Act 1984) Copyright Act 1968 Intellectual Property Laws Amendment Act 2015 local, state and territory work health and safety (WHS) legislation Privacy Act 1988. Basic principles of design and maintenance of relevant platforms Key methods of data analysis relevant to online stakeholder engagement Assessment Conditions Regulations and standards and codes of practice may relate to: organisational and industry codes of practice social media storage, security and access. Basic principles of design and maintenance may relate to: accessibility balancing text and visual aids ease of use. Key methods of data analysis may relate to: qualitative analysis (e.g. focus groups, interviews) quantitative analysis (e.g. forms, surveys, dashboards). Notes Workplace equipment and resources Organisational policies and procedure Workplace equipment and resources may include: computers and laptops digital tools (e.g. spreadsheets, word processing tools) manuals organisational templates. Organisational policies and procedures may relate to: inclusive practices organisational and industry codes of conduct social media storage, security and access. 597 Technology Use Overview Level 1 Level 2 Level 3 Level 4 Level 5 Level 6 BSBTEC501 Develop and implement an e-commerce strategy Unit of Competency use in the BSB Training Package Core unit Qualifications N/A Skill sets N/A Elective unit BSB50120 Diploma of Business BSB60120 Advanced Diploma of Business Unit of Competency Interpretation Summary Performance Criteria Notes 1.2 Complete value chain analysis and identify processes and Processes and relationships that may benefit may relate to: relationships that may benefit from the adoption of e-commerce customer service solutions, according to organisational strategies supply chains. 1.5 Identify and evaluate legal and ethical issues in e-commerce opportunities Legal and ethical issues may include: conflicts of interest. 2.1 Identify and analyse business to business, business to consumer, intra organisational e-commerce applications and e-commerce models, and assess applicability to own organisation E-commerce applications may include: cloud-based storage systems digital communication tools mobile databases. 3.3 Identify and obtain technical needs and expertise required to implement e-commerce model Technical needs and expertise may include: software proficiency technical writing. 3.4 Investigate and identify possible culture issues, and Culture issues may relate to: develop plan to manage transition to e-commerce, according to differing standards and expectations organisational policies and procedures linguistic barriers. Foundation Skills Notes Reading: Interprets a range of textual information to evaluate opportunities, possible exemplars and technical considerations Textual information may include: industry reports organisational policies and procedures technology user manuals. Writing: Takes personal notes and develops workplace documentation that clarifies complex ideas using language and structure to suit context and audience Workplace documentation may include: business plans meeting minutes reports. 598 Technology Use Overview Level 1 Level 2 Level 3 Level 4 Level 5 Level 6 BSBTEC501 Develop and implement an e-commerce strategy Unit of Competency use in the BSB Training Package Core unit Qualifications N/A Skill sets N/A Elective unit BSB50120 Diploma of Business BSB60120 Advanced Diploma of Business Unit of Competency Interpretation Summary Knowledge Evidence Notes Methods for conducting value chain analysis when assessing potential e-commerce solutions Methods for conducting value chain analysis may consider: inbound logistics operations outbound logistics. Key features of relevant legislation, regulations, standards and codes of practice that may affect the implementation of e-commerce solution Legislation may include: Privacy Act 1988. Regulations, standards and codes of practice may relate to: organisational and industry codes of practice storage, security and access. Key features of common e-commerce models Key features of common e-commerce models may include: long sale cycles multiple users. Key features of organisational strategy related to e-commerce solutions Key features of organisational strategy may include: goals and objectives timeframes. Assessment Conditions Notes Workplace equipment and resources Workplace equipment and resources may include: computers and laptops digital tools (e.g. spreadsheets, word processing tools) manuals organisational templates. 599 Overview Level 1 Level 2 Level 3 Level 4 Level 5 BSBTEC601 Review organisational digital strategy Technology Use Level 6 Unit of Competency use in the BSB Training Package Core unit Qualifications BSB60120 Advanced Diploma of Business Skill sets N/A Elective unit BSB50120 Diploma of Business BSB60320 Advanced Diploma of Human Resource Management BSB60420 Advanced Diploma of Leadership and Management BSB60520 Advanced Diploma of Marketing and Communication BSB80320 Graduate Diploma of Strategic Leadership Unit of Competency Interpretation Summary Performance Criteria Notes 1.1 Obtain and interpret information on organisation's policies, procedures and objectives related to digital strategy Organisation's policies and procedures may relate to: communication organisational templates organisational vision, mission and values privacy and confidentiality. 1.3 Prepare review plan detailing established review criteria, organisational objectives and the information to be collected Review criteria may relate to: organisational goals and objectives. 2.1 Source relevant information according to review plan Relevant information may relate to: costs resource requirements. 2.3 Discuss issues interpreting information and address appropriately in consultation with relevant stakeholders Issues may include: vague subject matter. 5.5 Present final report and obtain approval from authorised stakeholders Authorised stakeholders may include: decision-makers end users of systems. Foundation Skills Notes Reading: Identifies, interprets, analyses or reviews complex texts from various sources to determine, organisational operations, specific requirements and responsibilities Complex texts may include: briefings legislation organisational policies and procedures reports. Writing: Collates and compiles results of research and analysis using appropriate technical language and organisational formats Technical language and organisational formats may be sourced from: organisational templates style guides. Self-management: Responsible for following policies, procedures and legislative requirements Policies and procedures may relate to: storage, security and access. Planning and organising: Plans, develops, implements and monitors processes for reviewing digital strategy performance Legislative requirements may relate to: Privacy Act 1988. Processes for reviewing digital strategy performance may include: evaluating performance against organisational goals. 600 Overview Level 1 Level 2 Level 3 Level 4 Level 5 BSBTEC601 Review organisational digital strategy Technology Use Level 6 Unit of Competency use in the BSB Training Package Core unit Qualifications BSB60120 Advanced Diploma of Business Skill sets N/A Elective unit BSB50120 Diploma of Business BSB60320 Advanced Diploma of Human Resource Management BSB60420 Advanced Diploma of Leadership and Management BSB60520 Advanced Diploma of Marketing and Communication BSB80320 Graduate Diploma of Strategic Leadership Unit of Competency Interpretation Summary Foundation Skills Notes Technology: Uses digital technologies and systems safely, legally and ethically to access, store and share information Knowledge Evidence Digital technologies and systems may include: collaborative tools project management and productivity applications (e.g. Kanban boards) virtual meeting technology. Notes Digital strategy review methodologies Features of review plans, methodology and criteria Format and content of digital strategy report Common recommendations for actions to improve digital strategy Methods of distribution of the final review report Assessment Conditions Digital strategy review methodologies may relate to: evaluating performance against organisational goals. Features may include: accountabilities goals timelines. Format and content may relate to: organisational templates style guides. Recommendations for actions may involve: analysing customer demands and industry trends. Methods of distribution may include: emails presentations team meetings. Notes Workplace equipment and resources relevant to performance evidence Workplace equipment and resources may include: computers and laptops digital tools (e.g. spreadsheets, word processing tools) manuals organisational templates. 601 Teamwork and Relationships Overview 603 BSBTWK201 Work effectively with others 604 BSBTWK301 Use inclusive work practices 606 BSBTWK401 Build and maintain business relationships 608 BSBTWK501 Lead diversity and inclusion 611 BSBTWK502 Manage team effectiveness 613 BSBTWK503 Manage meetings 614 BSBTWK601 Develop and maintain strategic business networks 616 602 Teamwork and Relationships OvervieOwverview Level 2 Level 4 Level 3 LevelL4evel 5 Level 5 Teamwork and Relationships Unit Sector Overview The Teamwork and Relationships (TWK) unit sector incorporates units of competency aimed at supporting individuals in various industries and job roles to develop key skills to work effectively with others and establish business networks. An individual that has the skills to work (and build relationships) with others is more likely to be effective in a workplace environment, particularly as digital technologies create more opportunities to work collaboratively. Level 6 Level 6 Glossary of common terminology Organisational policies Organisational procedures Protocols Organisational policies represent an overarching course of action adopted by an organisation. Organisational procedures relate to any established series of actions expected to be conducted in a certain order or manner. Protocols outline explicit and specific plans that specify procedures to be followed in defined situations. Teamwork and Relationships Unit of Competency guidance For further information regarding detailed interpretation of the units of competency in the `Teamwork and Relationships' unit stream, please refer to the interpretation guidance provided on pages 594 - 606. Content for each unit reflects those items identified in consultation that would benefit from guidance. Not all requirements of a unit of competency are addressed by this Manual. The information in this Guide is offered as supplementary interpretation guidance relating to the BSB Business Services Training Package Version 7. The interpretations and advice in this Guide are not enforceable and serve as guidance only. ASQA, VRQA and TAC are the sector regulators responsible for determining matters of compliance in relation to training providers. 603 Teamwork and Relationships OvervieOwverview Level 2 Level 4 Level 3 LevelL4evel 5 Level 5 Level 6 Level 6 BSBTWK201 Work effectively with others Unit of Competency use in the BSB Training Package Core unit Qualifications N/A Skill sets N/A Elective unit BSB10120 Certificate I in Workplace Skills BSB20120 Certificate II in Workplace Skills Unit of Competency Interpretation Summary Performance Criteria Notes 2.2 Contribute to workgroup goals and tasks according to organisational requirements Organisational requirements may relate to: job descriptions organisational and industry codes of conduct organisational goals and values organisational policies and procedures work instructions. 2.3 Share work-related information with workgroup according to Organisational policies and procedures may relate to: organisational policies and procedures communication contributing to team meetings diversity and inclusion equal employment opportunity (EEO) induction and orientation toolbox talks work health and safety (WHS). 2.4 Plan strategies for team performance improvement with workgroup Strategies for team performance improvement may include: coaching and mentoring consultation regarding work expectations continual improvement processes effective team management strategies performance management processes proactive team mindsets. 3.2 Respond to any linguistic and cultural differences in communication styles according to legislation, organisational policies and procedures and ethical standards Legislation may include: anti-discrimination (e.g. Age Discrimination Act 2004, Disability Discrimination Act 1992, Racial Discrimination Act 1975, Sex Discrimination Act 1984). Organisational policies and procedures and ethical standards may relate to: bullying and harassment policies diversity and inclusion policies organisational and industry codes of conduct. 604 Teamwork and Relationships OvervieOwverview Level 2 Level 4 Level 3 LevelL4evel 5 Level 5 Level 6 Level 6 BSBTWK201 Work effectively with others Unit of Competency use in the BSB Training Package Core unit Qualifications N/A Skill sets N/A Elective unit BSB10120 Certificate I in Workplace Skills BSB20120 Certificate II in Workplace Skills Unit of Competency Interpretation Summary Foundation Skills Notes Writing: Completes required documentation using organisational formats Documentation may include: emails reports. Initiative and enterprise: Identifies responsibilities of own role and follows explicit and implicit organisational protocols and procedures Organisational formats may include using: online forms organisational templates Safe Work and Fair Work templates system documentation (e.g. customer relationship management [CRM] databases). Explicit and implicit organisational protocols and procedures may relate to: anti-discrimination (e.g. Age Discrimination Act 2004, Disability Discrimination Act 1992, Racial Discrimination Act 1975, Sex Discrimination Act 1984) bullying and harassment policies diversity and inclusion policies organisational and industry codes of conduct. Knowledge Evidence Organisational protocols may be spoken and unspoken. Notes Key problems and conflicts arising in workgroup contexts Assessment Conditions Key problems and conflicts may be: conflicts between different parts of an organisation customer complaints equal opportunity issues interpersonal conflicts resource issues. Notes Methods of resolving team problems including referral to relevant organisational personnel Conflict resolution techniques Relevant organisational personnel may include: employee representatives human resources (HR) officers line managers team management team members. Conflict resolution techniques may include: mediation mentoring and coaching negotiation. 605 Teamwork and Relationships OvervieOwverview Level 2 Level 4 Level 3 LevelL4evel 5 Level 5 Level 6 Level 6 BSBTWK301 Use inclusive work practices Unit of Competency use in the BSB Training Package Core unit Qualifications BSB30120 Certificate III in Business Skill sets N/A Elective unit BSB30420 Certificate III in Library and Information Services BSB30719 Certificate III in Work Health and Safety Unit of Competency Interpretation Summary Performance Criteria Notes 1.2 Identify organisational policies and procedures relating to inclusive work practices 1.3 Assist relevant personnel in developing plan for incorporating inclusive practices in work tasks 2.3 Identify and implement inclusive work practices to demonstrate value of diversity in the workplace 3.3 Incorporate feedback and make improvements to work practices according to legislative requirements and enterprise guidelines Organisational policies and procedures may relate to: anti-discrimination (e.g. Age Discrimination Act 2004, Disability Discrimination Act 1992, Racial Discrimination Act 1975, Sex Discrimination Act 1984) bullying and harassment policies diversity and inclusion policies organisational and industry codes of conduct. Relevant personnel may include: diversity champions employee representatives human resources (HR) officers line managers team management team members. Inclusive work practices may relate to: bullying and harassment policies diversity and inclusion policies organisational and industry codes of conduct. Legislative requirements may relate to: Fair Work Act 2009 applicable federal and state/territory WHS legislation. Performance Evidence Enterprise guidelines may relate to: award and enterprise agreements key performance indicators (KPIs) organisational policies and procedures. Notes Comply with workplace inclusivity regulations, standards and codes of practice Workplace inclusivity regulations, standards and codes of practice may relate to: anti-discrimination (e.g. Age Discrimination Act 2004, Disability Discrimination Act 1992, Racial Discrimination Act 1975, Sex Discrimination Act 1984) bullying and harassment policies diversity and inclusion policies organisational and industry codes of conduct. 606 Teamwork and Relationships OvervieOwverview Level 2 Level 4 Level 3 LevelL4evel 5 Level 5 Level 6 Level 6 BSBTWK301 Use inclusive work practices Unit of Competency use in the BSB Training Package Core unit Qualifications BSB30120 Certificate III in Business Skill sets N/A Elective unit BSB30420 Certificate III in Library and Information Services BSB30719 Certificate III in Work Health and Safety Unit of Competency Interpretation Summary Knowledge Evidence Notes Workplace anti-discrimination legislation and standards Assessment Conditions Anti-discrimination legislation may include: Age Discrimination Act 2004 Disability Discrimination Act 1992 Fair Work Act 2009 Racial Discrimination Act 1975 Sex Discrimination Act 1984. Notes Legislation, standards and codes of practice for working with diversity Legislation may include: anti-discrimination (e.g. Age Discrimination Act 2004, Disability Discrimination Act 1992, Racial Discrimination Act 1975, Sex Discrimination Act 1984) Fair Work Act 2009. Organisational diversity policies and procedures Standards and codes of practice may relate to: organisational and industry codes of conduct. Organisational diversity policies and procedures may relate to: anti-discrimination (e.g. Age Discrimination Act 2004, Disability Discrimination Act 1992, Racial Discrimination Act 1975, Sex Discrimination Act 1984) bullying policies diversity and inclusion policies organisational and industry codes of conduct. 607 Teamwork and Relationships OvervieOwverview Level 2 Level 4 Level 3 LevelL4evel 5 Level 5 Level 6 Level 6 BSBTWK401 Build and maintain business relationships Unit of Competency use in the BSB Training Package Core unit Qualifications BSB40120 Certificate IV in Business Skill sets BSBSS00110 Business Development Skill Set Elective unit BSB30220 Certificate III in Entrepreneurship and New Business BSB40220 Certificate IV in Aboriginal and Torres Strait Islander Governance BSB40320 Certificate IV in Entrepreneurship and New Business BSB40420 Certificate IV in Human Resource Management BSB40520 Certificate IV in Leadership and Management BSB40620 Certificate IV in Legal Services BSB40820 Certificate IV in Marketing and Communication BSB50120 Diploma of Business BSB50720 Diploma of Paralegal Services Unit of Competency Interpretation Summary Performance Criteria Notes 1.2 Determine networking opportunities according to identified objectives and organisational policies and procedures Networking opportunities may include: professional webinars and seminars regional and wider networking opportunities social media connections (e.g. LinkedIn) team meetings. 1.3 Confirm communication channels for information exchange with business contacts Communication channels may include: emails meetings and seminars telephone calls. 2.1 Use communication techniques to establish rapport with business contacts Communication techniques may relate to: push, pull and interactive communication non-verbal communication (e.g. body language, eye contact) verbal communication (e.g. tone). 2.2 Identify barriers to business development opportunities Barriers to business development opportunities may relate to: budgets and finances business structure and location communications barriers competing priorities competition and globalisation culture legislation (e.g. intellectual property [IP]) staff reward elements technology unexpected external risks (e.g. health, economic or environmental). 2.4 Seek specialist advice in the development of contacts, as required Specialist advice may be sourced from: industry associations industry contacts line managers team members. 608 Teamwork and Relationships OvervieOwverview Level 2 Level 4 Level 3 LevelL4evel 5 Level 5 Level 6 Level 6 BSBTWK401 Build and maintain business relationships Unit of Competency use in the BSB Training Package Core unit Qualifications BSB40120 Certificate IV in Business Skill sets BSBSS00110 Business Development Skill Set Elective unit BSB30220 Certificate III in Entrepreneurship and New Business BSB40220 Certificate IV in Aboriginal and Torres Strait Islander Governance BSB40320 Certificate IV in Entrepreneurship and New Business BSB40420 Certificate IV in Human Resource Management BSB40520 Certificate IV in Leadership and Management BSB40620 Certificate IV in Legal Services BSB40820 Certificate IV in Marketing and Communication BSB50120 Diploma of Business BSB50720 Diploma of Paralegal Services Unit of Competency Interpretation Summary Performance Criteria Notes 3.1 Develop strategies to represent and promote organisational interests to contacts Strategies may relate to: conferences and seminars consultations with business development departments organisational promotional policies and procedures. Performance Evidence Notes Participate in formal and informal networking opportunities that promote the business Networking opportunities may include: professional webinars and seminars regional and wider networking opportunities social media connections (e.g. LinkedIn) team meetings. Knowledge Evidence Notes Principles and techniques needed to negotiate positive outcomes Organisational policies, plans and procedures relevant to business relationships Methods for obtaining feedback on business relationships Principles and techniques may include: building rapport meeting needs of contacts regular follow up win-win principle. Organisational policies, plans and procedures may relate to: communication confidentiality and privacy general media levels and limits of authority reporting lines social media. Methods for obtaining feedback may include: asking for direct feedback maintaining informal coaching relationships surveys. 609 Teamwork and Relationships OvervieOwverview Level 2 Level 4 Level 3 LevelL4evel 5 Level 5 Level 6 Level 6 BSBTWK401 Build and maintain business relationships Unit of Competency use in the BSB Training Package Core unit Qualifications BSB40120 Certificate IV in Business Skill sets BSBSS00110 Business Development Skill Set Elective unit BSB30220 Certificate III in Entrepreneurship and New Business BSB40220 Certificate IV in Aboriginal and Torres Strait Islander Governance BSB40320 Certificate IV in Entrepreneurship and New Business BSB40420 Certificate IV in Human Resource Management BSB40520 Certificate IV in Leadership and Management BSB40620 Certificate IV in Legal Services BSB40820 Certificate IV in Marketing and Communication BSB50120 Diploma of Business BSB50720 Diploma of Paralegal Services Unit of Competency Interpretation Summary Assessment Conditions Notes Workplace documentation and resources Workplace documentation and resources may include: forms minutes simple reports spreadsheets style guides. 610 Teamwork and Relationships OvervieOwverview Level 2 Level 4 Level 3 LevelL4evel 5 Level 5 Level 6 Level 6 BSBTWK501 Lead diversity and inclusion Unit of Competency use in the BSB Training Package Core unit Qualifications N/A Skill sets BSBSS00117 Diversity and Inclusion Skill Set Elective unit BSB50120 Diploma of Business BSB50220 Diploma of Aboriginal and Torres Strait Islander Governance BSB50320 Diploma of Human Resource Management BSB50420 Diploma of Leadership and Management Unit of Competency Interpretation Summary Performance Criteria Notes 2.2 Identify staff struggling to work with diversity and implement Measures to support working with diversity may include: measures to support working with diversity annual mandatory training creating awareness of education and training opportunities developing diversity support structures individual coaching and mentoring support from human resources (HR). 2.3 Develop processes to demonstrate benefits of working with various diverse groups Processes may include: internal communications plans media coverage tool box talks working groups to troubleshoot problems and communicate outcomes to others. 3.1 Promote organisational workforce diversity in external forums External forums may include: conferences / seminars external publications social media. Foundation Skills Notes Reading: Identifies, analyses and evaluates complex texts to determine particular diversity requirements Writing: Records investigation findings according to organisational and legislative requirements Complex texts may include: legislation organisational policies and procedures organisational strategy documents. Organisational and legislative requirements may relate to: anti-discrimination (e.g. Age Discrimination Act 2004, Disability Discrimination Act 1992, Racial Discrimination Act 1975, Sex Discrimination Act 1984) applicable federal and state/territory WHS legislation Fair Work Act 2009 Privacy Act 1988. 611 Teamwork and Relationships OvervieOwverview Level 2 Level 4 Level 3 LevelL4evel 5 Level 5 Level 6 Level 6 BSBTWK501 Lead diversity and inclusion Unit of Competency use in the BSB Training Package Core unit Qualifications N/A Skill sets BSBSS00117 Diversity and Inclusion Skill Set Elective unit BSB50120 Diploma of Business BSB50220 Diploma of Aboriginal and Torres Strait Islander Governance BSB50320 Diploma of Human Resource Management BSB50420 Diploma of Leadership and Management Unit of Competency Interpretation Summary Performance Evidence Notes Implement strategies to improve awareness of challenges experienced by individuals from diverse groups in the work team Strategies may include: coaching / mentoring publishing in internal communications (e.g. newsletter) training sharing success stories. Follow procedures for handling complaints or harassment allegations Knowledge Evidence Challenges may include: discrimination limited exposure, experience and opportunities. Procedures may include: counselling dispute resolution procedures following relevant customer service policies grievance procedures mediation. Notes Organisational processes for feedback on policy Assessment Conditions Organisational processes for feedback may include: conducting culture surveys. Notes Legislation, regulations and codes of practice for managing diversity Legislation may include: anti-discrimination legislation (e.g. Age Discrimination Act 2004, Disability Discrimination Act 1992, Racial Discrimination Act 1975, Sex Discrimination Act 1984) applicable federal and state/territory WHS legislation Fair Work Act 2009 Privacy Act 1988. Workplace diversity policies and procedures Regulations and codes of practice may relate to: change management and reporting equal employment opportunity (EEO) industry standards and industry codes of practice. Workplace diversity policies and procedures may incorporate reference to: anti-discrimination legislation (e.g. Age Discrimination Act 2004, Disability Discrimination Act 1992, Racial Discrimination Act 1975, Sex Discrimination Act 1984) bullying and harassment policies diversity and inclusion policies organisational and industry codes of conduct. 612 Teamwork and Relationships OvervieOwverview Level 2 Level 4 Level 3 LevelL4evel 5 Level 5 Level 6 Level 6 BSBTWK502 Manage team effectiveness Unit of Competency use in the BSB Training Package Core unit Qualifications BSB50120 Diploma of Business BSB50820 Diploma of Project Management BSB50920 Diploma of Quality Auditing BSB51319 Diploma of Work Health and Safety Skill sets BSBSS00127 Contact Centre Team Manager Skill Set Elective unit BSB50120 Diploma of Business BSB50820 Diploma of Project Management BSB50920 Diploma of Quality Auditing BSB51319 Diploma of Work Health and Safety Unit of Competency Interpretation Summary Performance Criteria Notes 1.2 Develop performance plans with expected outcomes, key performance indicators (KPIs) and goals for work team Performance plans may include: evaluation and measurement processes job descriptions learning and development targets operational plans. 2.1 Develop strategies for facilitating team member input into planning, decision making and operational aspects of team tasks Strategies for facilitating team member input may include: breaking down strategic plans into actionable steps individual consultation with team members regular team meetings. 2.4 Develop processes for identifying and addressing issues, concerns and problems identified by team members Processes for identifying and addressing issues, concerns and problems may include: escalating according to organisational reporting lines. 4.1 Establish and maintain open communication processes with Relevant stakeholders may include: relevant stakeholders finance team members human resources (HR) officers management. Knowledge Evidence Notes Strategies that can support team cohesion, participation and performance Strategies for gaining consensus Issue resolution strategies Assessment Conditions Strategies that can support team cohesion, participation and performance may include: coaching and mentoring following inclusive work practices. Strategies for gaining consensus may include: discussing ideas and differences in opinion. Issue resolution strategies may include: counselling following grievance and dispute resolution procedures following relevant customer service policies mediation. Notes Workplace documents relevant to team task objectives Workplace documents may include: forms minutes reports. 613 OvervieOwverview Level 2 Teamwork and Relationships Level 4 Level 3 LevelL4evel 5 Level 5 BSBTWK503 Manage meetings Level 6 Level 6 Unit of Competency use in the BSB Training Package Core unit Qualifications N/A Skill sets N/A Elective unit BSB40820 Certificate IV in Marketing and Communication BSB50120 Diploma of Business BSB50420 Diploma of Leadership and Management Unit of Competency Interpretation Summary Performance Criteria Notes 1.2 Establish and verify meeting requirements with relevant individuals Meeting requirements may include: Intention of the meeting (and desired outcomes) structure of the meeting. 1.3 Contact and confirm meeting with participants according to organisational procedures Organisational procedures may relate to: communications policies confidentiality and privacy general media policies levels and limits of authority reporting lines social media policies. 2.1 Chair meetings according to organisational requirements, agreed conventions for type of meeting and legal and ethical requirements Organisational requirements may relate to: Acknowledgement of Country / Welcome to Country diversity and inclusion industry requirements language and literacy considerations. 3.2 Distribute and store minutes and other follow up documentation within designated timelines, and according to organisational requirements Follow up documentation may include: actions lists analysis of meeting outcomes improvement opportunities legal status of meetings meeting reports status updates. Foundation Skills Notes Reading: Identifies and interprets information from complex texts including organisational policies and procedures Complex texts may include: extensive meeting minutes, including technical information legislation meeting transcripts reports. Enterprise and initiative: Identifies and responds to both explicit Explicit and implicit organisational procedures and protocols and implicit organisational procedures and protocols and may relate to: legislative and regulatory requirements internet usage policies organisational and industry codes of conduct social media policies workflows. 614 OvervieOwverview Level 2 Teamwork and Relationships Level 4 Level 3 LevelL4evel 5 Level 5 BSBTWK503 Manage meetings Level 6 Level 6 Unit of Competency use in the BSB Training Package Core unit Qualifications N/A Skill sets N/A Elective unit BSB40820 Certificate IV in Marketing and Communication BSB50120 Diploma of Business BSB50420 Diploma of Leadership and Management Unit of Competency Interpretation Summary Knowledge Evidence Notes Meeting terminology, structures and arrangements Meeting terminology, structures and arrangements may relate to: governance requirements (including decision-making protocols) virtual meeting technology and associated features and functions. Key features of options for meetings including face-to-face and Keys features of options for meetings may include: virtual meetings accessibility features. Responsibilities of the chairperson and key features of group dynamics in relation to managing meetings Key features of group dynamics may relate to: legislative requirements referring to organisation policies and procedures. Methods for recording meeting notes including relevant organisational requirements and conventions for type of meeting Methods for recording meeting notes may include: manual note-taking recording functions of virtual meeting technology speech transcription applications. Assessment Conditions Notes Computers and relevant software Relevant software may include: digital calendar applications virtual meeting technology. 615 Teamwork and Relationships OvervieOwverview Level 2 Level 4 Level 3 LevelL4evel 5 Level 5 Level 6 Level 6 BSBTWK601 Develop and maintain strategic business networks Unit of Competency use in the BSB Training Package Core unit Qualifications N/A Skill sets N/A Elective unit BSB50120 Diploma of Business BSB60120 Advanced Diploma of Business BSB60320 Advanced Diploma of Human Resource Management Unit of Competency Interpretation Summary Performance Criteria Notes 1.1 Identify potential business contacts according to networking Networking objectives and organisational strategy may relate objectives and organisational strategy to: industry and specialist support industry currency. 2.2 Communicate with relevant stakeholders the advantages of developing business relationship according to plan Relevant stakeholders may include: board members senior management shareholders. 3.2 Develop plan for maintaining strategic business relationships Plans for maintaining strategic business relationships may relate to: aligning personal plans with strategic organisation plans governance monitoring and evaluation. Foundation Skills Notes Reading: Identifies and interprets information from complex texts including organisational policies and procedures Knowledge Evidence Complex texts may include: industry thought leadership legislation reports. Notes Key features of organisational strategy Common opportunities and risks associated with business collaboration Assessment Conditions Key features of organisational strategy may include: accountabilities key performance indicators (KPIs) organisational vision, mission and values. Risks may include: loss of assets loss of key personnel loss of intellectual property. Notes Organisational strategy documents relevant to performance evidence Organisational strategy documents may include: evaluation and measurement processes learning and development plans operational plans. 616 Work Health and Safety Overview 619 BSBWHS211 Contribute to the health and safety of self and others 620 BSBWHS307 Apply knowledge of WHS laws in the workplace 621 Participate in WHS hazard identification, risk assessment and risk control BSBWHS308 623 processes BSBWHS309 Contribute effectively to WHS communication and consultation processes 625 BSBWHS310 Contribute to WHS issue-resolution processes 626 BSBWHS311 Assist with maintaining workplace safety 628 BSBWHS331 Participate in identifying and controlling hazardous chemicals 629 BSBWHS411 Implement and monitor WHS policies, procedures and programs 630 BSBWHS412 Assist with workplace compliance with WHS laws 631 Contribute to implementation and maintenance of WHS consultation and BSBWHS413 632 participation processes BSBWHS414 Contribute to WHS risk management 633 BSBWHS415 Contribute to implementing WHS management systems 634 BSBWHS416 Contribute to workplace incident response 635 BSBWHS417 Assist with managing WHS implications of return to work 637 BSBWHS418 Assist with managing WHS compliance of contractors 638 BSBWHS419 Contribute to implementing WHS monitoring processes 639 Develop processes and procedures for controlling hazardous chemicals in the BSBWHS431 641 workplace BSBWHS504 Manage WHS risks 642 BSBWHS512 Contribute to managing work-related psychological health and safety 645 BSBWHS513 Lead WHS risk management 646 BSBWHS514 Manage WHS compliance of contractors 648 BSBWHS515 Lead initial response to and investigate WHS incidents 649 617 Work Health and Safety Contribute to developing, implementing and maintaining an organisation's WHS BSBWHS516 652 management system BSBWHS517 Contribute to managing a WHS information system 654 BSBWHS518 Manage WHS hazards associated with maintenance and use of plant 656 BSBWHS519 Lead the development and use of WHS risk management tools 658 BSBWHS520 Manage implementation of emergency procedures 659 BSBWHS521 Ensure a safe workplace for a work area 660 BSBWHS522 Manage WHS consultation and participation processes 662 BSBWHS531 Implement and evaluate system of work for managing hazardous chemicals 664 BSBWHS603 Implement WHS risk management 666 BSBWHS605 Develop, implement and maintain WHS management systems 669 BSBWHS611 Develop and implement strategies that support work-related psychological health 671 and safety BSBWHS612 Develop and implement a strategy to support a positive WHS culture 673 BSBWHS613 Evaluate the WHS performance of an organisation 675 BSBWHS614 Conduct a WHS audit under the guidance of a lead auditor 677 BSBWHS616 Apply safe design principles to control WHS risks 679 BSBWHS617 Apply ergonomics to manage WHS risks 681 BSBWHS631 Apply occupational hygiene principles to manage WHS risks 682 618 Work Health and Safety OvervieOwverview Level 2 Level 4 Level 3 LevelL4evel 5 Level 5 Work Health and Safety (WHS) Unit Sector Overview The Work Health and Safety (WHS) unit sector incorporates specialist units of competency aimed at supporting both individuals performing work health and safety duties in addition to their main duties, as well as individuals responsible for the coordination, facilitation and maintenance of work health and safety within an organisation. Level 6 Level 6 Glossary of common terminology Hazard A hazard is a situation or thing that has the potential to harm a person. Organisational policies Organisational procedures PCBU Organisational policies represent an overarching course of action adopted by an organisation. Organisational procedures relate to any established series of actions expected to be conducted in a certain order or manner. PCBU stands for Person Conducting a Business or Undertaking. Risk Risk is the possibility that harm (death, injury or illness) might occur when exposed to a hazard. State, territory and Commonwealth work health and safety (WHS) legislation Australian states and territories have specific WHS laws and regulators, however the WHS framework within each state includes the: Act codes of practice regulations regulating agency (regulator). Relevant state, territory and Commonwealth legislative resources can be found at the following sources: ACT, Commonwealth, NSW, NT, QLD, SA, TAS, VIC, WA. Work Health and Safety Unit of Competency guidance For further information regarding detailed interpretation of the units of competency in the `Work Health and Safety' unit stream, please refer to the interpretation guidance provided on pages 610 - 673. Content for each unit reflects those items identified in consultation that would benefit from guidance. Not all requirements of a unit of competency are addressed by this Manual. The information in this Guide is offered as supplementary interpretation guidance relating to the BSB Business Services Training Package Version 7. The interpretations and advice in this Guide are not enforceable and serve as guidance only. ASQA, VRQA and TAC are the sector regulators responsible for determining matters of compliance in relation to training providers. 619 Work Health and Safety OvervieOwverview Level 2 Level 4 Level 3 LevelL4evel 5 Level 5 Level 6 Level 6 BSBWHS211 Contribute to the health and safety of self and others Unit of Competency use in the BSB Training Package Core unit Qualifications BSB20120 Certificate II in Workplace Skills Skill sets BSBSS00125 Workplace Foundations Skill Set Elective unit BSB10120 Certificate I in Workplace Skills BSB30320 Certificate III in Legal Services Unit of Competency Interpretation Summary Performance Criteria Notes 1.2 Carry out work tasks according to WHS instructions WHS instructions may relate to: Job Safety Analysis (JSA) outcomes organisational policies and procedures Safe Work Method Statements (SWMS) work instructions (e.g. from supervisors or according to job role). 2.1 Identify individuals and/or parties to whom queries and concerns about safety in the workplace should be directed Individuals and/or parties may include: health and safety representatives (HSRs) management supervisors work health and safety officers (WHSOs). 2.4 Identify and report incidents and injuries to required personnel according to organisational policies and procedures Required personnel may include: first aid officers HSRs supervisors WHSOs. 3.1 Contribute to workplace meetings, inspections, and other WHS consultative activities Other WHS consultative activities may include: collecting insights safety committee meetings toolbox talks. 3.3 Participate in actions to minimise or eliminate workplace hazards and to reduce risks Actions to minimise or eliminate workplace hazards and to reduce risks may include: hierarchy of controls regular inspections risk assessments walkthroughs. Knowledge Evidence Notes Process of hazard identification and risk control Assessment Conditions Process of hazard identification and risk control may include using: organisational templates and systems. Notes WHS laws relevant to performance evidence requirements WHS laws may include: state, territory and Commonwealth work health and safety (WHS) Acts and Regulations. 620 Work Health and Safety OvervieOwverview Level 2 Level 4 Level 3 LevelL4evel 5 Level 5 Level 6 Level 6 BSBWHS307 Apply knowledge of WHS laws in the workplace Unit of Competency use in the BSB Training Package Core unit Qualifications BSB30719 Certificate III in Work Health and Safety N/A Skill sets N/A Elective unit Unit of Competency Interpretation Summary Performance Criteria Notes 1.1 Identify and access current standards and WHS laws relevant to the workplace, occupation and industry Current standards may include: national and international industry standards Safe Work standards. 1.2 Apply knowledge of relationship between WHS laws and related documentation to assist in identifying WHS legislative requirements in the workplace 1.3 Identify consequences of non-compliance with WHS laws and organisational WHS policies, procedures, processes and systems WHS laws may include: state, territory and Commonwealth work health and safety (WHS) Acts and Regulations. Related documentation may include: organisational policies and procedures national and international industry standards Safe Work standards. Consequences of non-compliance may include: fines penalty points prosecution. 1.4 Identify duty holders and their role in the workplace Consequences may depend on industry and non-compliance size and type. Duty holders may include: business directors designers manufacturers officers PCBUs supervisors holding relevant licences workers. 1.5 Identify legal obligations and duties about who to consult with regarding training of workers and health and safety representatives 2.1 Assist in monitoring workplace compliance with WHS laws according to organisational policies and procedures Duty holders refers to any person who owes a WHS duty under the WHS Act. Individuals to consult with regarding training may include: employees duty holders safety committees work health and safety officers (WHSOs). Monitoring workplace compliance may involve: engagement activities referencing measurable key performance indicators (KPIs). 621 Work Health and Safety OvervieOwverview Level 2 Level 4 Level 3 LevelL4evel 5 Level 5 Level 6 Level 6 BSBWHS307 Apply knowledge of WHS laws in the workplace Unit of Competency use in the BSB Training Package Core unit Qualifications BSB30719 Certificate III in Work Health and Safety N/A Skill sets N/A Elective unit Unit of Competency Interpretation Summary Performance Criteria Notes 2.3 Identify and report non-compliance with WHS laws to relevant stakeholders according to organisational policies and procedures Relevant stakeholders may include: external stakeholders (e.g. consultants,state or territory based regulators) internal stakeholders (e.g. health and safety representatives [HSRs], supervisors, WHSOs). 3.1 Identify and access sources to keep up to date with WHS laws and WHS-related publications within scope of own role Assessment Conditions Stakeholders may depend on organisational policies and procedures, industry, state and severity of non-compliance. Sources to keep up to date with WHS laws and WHS-related publications may include: industry networks regulatory body publications (e.g. websites, newsletters) Safe Work Australia The OHS Body of Knowledge union publications (e.g. websites, newsletters). Notes Guidance materials and alerts issued by the relevant WHS regulator Guidance materials and alerts may include: incident notifications newsletters. 622 Work Health and Safety OvervieOwverview Level 2 Level 4 Level 3 LevelL4evel 5 Level 5 Level 6 Level 6 BSBWHS308 Participate in WHS hazard identification, risk assessment and risk control processes Unit of Competency use in the BSB Training Package Core unit Qualifications BSB30719 Certificate III in Work Health and Safety N/A Skill sets N/A Elective unit Unit of Competency Interpretation Summary Performance Criteria Notes 1.1 Participate in selecting hazard identification methods for the Hazard identification methods may include: workplace according to organisational policies and procedures job hazard analysis (JHAs) job safety analysis (JSAs) Safe Work Method Statements (SWMS) site walks. 1.2 Use selected methods to identify, report and record hazards Standards may include: according to organisational policies and procedures, standards national and international industry standards and WHS laws Safe Work standards. 1.3 Provide information and assistance to required personnel during hazard identification process 3.2 Identify duty holders according to WHS laws and organisational WHS policies, procedures, processes and systems WHS laws may include: state, territory and Commonwealth work health and safety (WHS) Acts and Regulations. Required personnel may include: employees head contractors investigators supervisors. Duty holders may include: business directors designers manufacturers officers PCBUs supervisors holding relevant licences workers. 3.3 Participate in selecting risk control options using criteria agreed to by work team, and according to organisational policies, procedures, processes and systems Knowledge Evidence Duty holders refers to any person who owes a WHS duty under the WHS Act. Risk control options may relate to: risk elimination risk minimisation (e.g. substituting hazards with a safer alternative, isolating hazards, engineering controls, administrative controls, personal protective equipment [PPE]). Notes Internal and external sources of WHS information and data, and procedures for accessing them Internal sources of WHS information and data may include: incident data. External sources of WHS information and data may include: Australian Bureau of Statistics (ABS) industry bodies SafeWork Australia. 623 Work Health and Safety OvervieOwverview Level 2 Level 4 Level 3 LevelL4evel 5 Level 5 Level 6 Level 6 BSBWHS308 Participate in WHS hazard identification, risk assessment and risk control processes Unit of Competency use in the BSB Training Package Core unit Qualifications BSB30719 Certificate III in Work Health and Safety N/A Skill sets N/A Elective unit Unit of Competency Interpretation Summary Assessment Conditions Notes WHS laws relevant to hazard identification, risk assessment and risk control Workplace equipment and resources required to demonstrate the performance evidence WHS laws may include: state, territory and Commonwealth work health and safety (WHS) Acts and Regulations. Workplace equipment and resources may include: checklists digital tools (e.g. cameras, computers, mobile devices) organisational policies and procedures templates. 624 Work Health and Safety OvervieOwverview Level 2 Level 4 Level 3 LevelL4evel 5 Level 5 Level 6 Level 6 BSBWHS309 Contribute effectively to WHS communication and consultation processes Unit of Competency use in the BSB Training Package Core unit Qualifications BSB30719 Certificate III in Work Health and Safety N/A Skill sets N/A Elective unit Unit of Competency Interpretation Summary Performance Criteria Notes 1.1 Contribute to selecting WHS consultation and communication methods aligned to organisational policies and procedures, and compliant with WHS legislative requirements WHS consultation and communication methods may include: formal processes (e.g. agreed organisational consultation mechanisms, toolbox talks, committee meetings) informal processes (e.g. anonymous forms, completing risk assessment forms, posters and signage, safety notice boards, toolbox talks). WHS legislative requirements may include: state, territory and Commonwealth work health and safety (WHS) Acts and Regulations. 1.2 Identify and record key stakeholders according to WHS laws and related documentation Key stakeholders may include: external stakeholders (e.g. clients, contractors, industry representatives) internal stakeholders (e.g. employees, PCBUs, safety committees). 2.3 Make suggestions that could assist in removing identified barriers to effective WHS consultation and participation processes, according to organisational policies and procedures Barriers to effective WHS consultation and participation processes may relate to: access and equity bureaucratic structures discrimination ineffective organisational systems, processes and procedures language, literacy and numeracy organisational culture technology. Foundation Skills Notes Reading: Interprets a range of textual information to determine regulatory and procedural requirements, and associated necessary actions Textual information may include: organisational policies and procedures regulatory authority resources and reports state, territory and Commonwealth WHS Acts and Regulations. 625 Work Health and Safety OvervieOwverview Level 2 Level 4 Level 3 LevelL4evel 5 Level 5 Level 6 Level 6 BSBWHS310 Contribute to WHS issue-resolution processes Unit of Competency use in the BSB Training Package Core unit Qualifications BSB30719 Certificate III in Work Health and Safety N/A Skill sets N/A Elective unit Unit of Competency Interpretation Summary Performance Criteria Notes 1.1 Identify relevant standards, WHS laws and organisational policies, procedures, processes and systems that apply to the resolution of WHS issues WHS laws may include: state, territory and Commonwealth work health and safety (WHS) Acts and Regulations. 1.2 Review sufficiency of existing issue-resolution processes and compliance with WHS laws and related documentation Sufficiency of existing issue-resolution processes may relate to: compliance with minimum requirements for agreed issue resolution procedures as per relevant jurisdictional legislation duty of care duty to consult. 1.3 Identify participants in the WHS issue-resolution process Participants in the WHS issue-resolution process may depend on: organisational procedures regulatory authority requirements relevant team leaders, line managers and supervisors work health and safety officers (WHSOs). 1.5 Assist with identifying techniques and strategies that can be Techniques and strategies that can be used to resolve WHS used to resolve WHS issues issues may include: collecting insights consultation following reporting processes. 2.5 Seek feedback from required stakeholders to improve WHS Required stakeholders may include: issue-resolution processes employees PCBUs regulators relevant team leaders, line managers and supervisors safety committees WHSOs. 3.1 Analyse communication methods to determine most Communication methods may include: suitable method for distributing outcomes of WHS formal processes (e.g. individual and team meetings, issue-resolution processes according to organisational policies, toolbox talks, WHS committee meetings, written procedures, processes and systems summaries) informal processes (e.g. posters and signage, safety notice boards). 626 Work Health and Safety OvervieOwverview Level 2 Level 4 Level 3 LevelL4evel 5 Level 5 Level 6 Level 6 BSBWHS310 Contribute to WHS issue-resolution processes Unit of Competency use in the BSB Training Package Core unit Qualifications BSB30719 Certificate III in Work Health and Safety N/A Skill sets N/A Elective unit Unit of Competency Interpretation Summary Foundation Skills Notes Get the work done: Uses technology and programs to assist with planning, implementing and tracking progress Knowledge Evidence Technology and programs to assist with planning, implementing and tracking progress may include: cloud-computing sources internal digital tools spreadsheets word processing tools. Notes Sources of WHS information and data, and how to access them Sources of WHS information and data may include: external sources (e.g. Australian Bureau of Statistics [ABS], industry networks and bodies, state, territory and Commonwealth regulators, Safe Work Australia, unions, WHS specialists) internal sources (e.g. audit reports, incident and hazard reports, incident risk registers, job safety analysis [JSA] outcomes, maintenance reports, meeting minutes, previous assessments, risk assessment reviews, WHSMS). 627 Work Health and Safety OvervieOwverview Level 2 Level 4 Level 3 LevelL4evel 5 Level 5 Level 6 Level 6 BSBWHS311 Assist with maintaining workplace safety Unit of Competency use in the BSB Training Package Core unit Qualifications BSB30120 Certificate III in Business BSB30420 Certificate III in Library and Information Services BSB40720 Certificate IV in Library and Information Services Skill sets N/A Elective unit BSB30220 Certificate III in Entrepreneurship and New Business Unit of Competency Interpretation Summary Performance Criteria Notes 1.2 Assist with explaining organisational WHS policies, procedures, programs and legislative requirements to required personnel Required personnel may include: contractors and subcontractors individuals involved in site inductions workers. 3.2 Identify strategies and opportunities for developing work team's WHS competence and report to relevant stakeholders Strategies and opportunities for developing work teams WHS competence may include: peer and buddy systems safety committees toolbox talks. 4.1 Identify hazards in the work area and report to relevant stakeholders according to organisational policies and procedures, and WHS legislative requirements Relevant stakeholders may include: employees health and safety representatives (HSRs) regulatory authorities supervisors work health and safety officers (WHSOs). Foundation Skills Notes Reading: Applies appropriate strategies to construct meaning from WHS legislative and organisational documentation WHS legislative and organisational documentation may include: organisational policies and procedures state, territory and Commonwealth work health and safety (WHS) Acts, Regulations and compliance codes. 628 Work Health and Safety OvervieOwverview Level 2 Level 4 Level 3 LevelL4evel 5 Level 5 Level 6 Level 6 BSBWHS331 Participate in identifying and controlling hazardous chemicals Unit of Competency use in the BSB Training Package Core unit Qualifications BSB30719 Certificate III in Work Health and Safety N/A Skill sets N/A Elective unit Unit of Competency Interpretation Summary Performance Criteria Notes 1.3 Identify and follow SDSs and other guidance to determine methods to control worker exposure to hazardous chemicals Guidance to determine methods to control worker exposure to hazardous chemicals may include: labels incident records previous risk assessments regulatory authorities specialist agencies (e.g. Australian Industrial Chemicals Introduction Scheme [AICIS], European Chemicals Agency [ECHA]) trade unions and employer associations WHS agencies and consultants workplace exposure standards. 3.1 Use WHS laws and guidance notes in relation to hazardous WHS laws may include: chemicals to identify controls to remove or reduce worker state, territory and Commonwealth WHS Acts and exposure Regulations. Knowledge Evidence Notes Types of hazard and risk registers, and their key components Requirements of workplace communication processes for sharing information about hazard identification, and risk assessment and control measures Hazard and risk registers may involve using: register, manifest and placard templates. Communication processes may include: privacy and confidentiality requirements organisational information processes reporting processes. 629 Work Health and Safety OvervieOwverview Level 2 Level 4 Level 3 LevelL4evel 5 Level 5 Level 6 Level 6 BSBWHS411 Implement and monitor WHS policies, procedures and programs Unit of Competency use in the BSB Training Package Core unit Qualifications BSB40120 Certificate IV in Business BSB40420 Certificate IV in Human Resource Management BSB50320 Diploma of Human Resource Management Skill sets N/A Elective unit BSB40220 Certificate IV in Aboriginal and Torres Strait Islander Governance BSB40320 Certificate IV in Entrepreneurship and New Business BSB40520 Certificate IV in Leadership and Management BSB40920 Certificate IV in Project Management Practice BSB50520 Diploma of Library and Information Services Unit of Competency Interpretation Summary Performance Criteria Notes 2.1 Communicate importance of consultation mechanisms in managing WHS risks to work team 5.2 Use aggregate information and data from work area records to meet organisational recordkeeping requirements Consultation mechanisms may include: engagement activities health and safety committee meetings peer collective insights toolbox talks. Aggregate information and data from work area records may include: audit and inspection reports environmental monitoring records and reports hazardous chemical registers and manifests incident reports induction, instructions and training manufacturer and supplier information (e.g. safety data sheets [SDSs]) medical, workers' compensation and rehabilitation reports and records outcomes of collective insights plant and equipment maintenance and testing reports risk registers. Knowledge Evidence Organisational recordkeeping requirements may relate to: privacy and confidentiality retention period for different information and data (e.g. asbestos health monitoring records) state, territory and Commonwealth legislative requirements. Notes Procedures for assessing implications of near misses in relation to incidents, injuries and illnesses in the work area Procedures for assessing implications of near misses may relate to: documented and controlled processes investigations. 630 Work Health and Safety OvervieOwverview Level 2 Level 4 Level 3 LevelL4evel 5 Level 5 Level 6 Level 6 BSBWHS412 Assist with workplace compliance with WHS laws Unit of Competency use in the BSB Training Package Core unit Qualifications BSB41419 Certificate IV in Work Health and Safety N/A Skill sets N/A Elective unit Unit of Competency Interpretation Summary Performance Criteria Notes 1.1 Access current WHS laws and related documentation relevant to organisation's operations WHS laws may include: state, territory and Commonwealth work health and safety (WHS) Acts, Regulations and compliance codes. Documentation relevant to an organisation's operations may include: benchmarks key performance indicators (KPIs) industry compliance codes organisational policies, procedures, protocols, checklists, templates and codes of practice software requirements. 3.4 Assist with determining related WHS training needs of work team, and with providing the WHS training to meet legislative and organisational requirements WHS training needs may relate to: new worker training (e.g. construction induction training). regular refresher training (e.g. first aid, emergency procedures) role and operation specific training (e.g. safety committee and health and safety representative training, forklift driving, crane operating, manual handling training, confined space entry training, hazardous substances training). Foundation Skills Notes Reading: Reviews and interprets at times complex WHS legislative and organisational texts Knowledge Evidence Internal and external sources of WHS information, and procedures for accessing them Complex WHS organisational texts may include those listed under `documentation relevant to an organisation's operations' above. Notes Sources of WHS information may include: external sources (e.g. Australian Bureau of Statistics [ABS], industry networks and bodies, state, territory or Commonwealth regulators, Safe Work Australia, unions, WHS specialists) internal sources (e.g. audit reports, incident and hazard reports, incident risk registers, job safety analysis [JSA] outcomes, maintenance reports, meeting minutes, previous assessments, risk assessment reviews, WHSMS). 631 Work Health and Safety OvervieOwverview Level 2 Level 4 Level 3 LevelL4evel 5 Level 5 Level 6 Level 6 BSBWHS413 Contribute to implementation and maintenance of WHS consultation and participation processes Unit of Competency use in the BSB Training Package Core unit Qualifications BSB41419 Certificate IV in Work Health and Safety N/A Skill sets N/A Elective unit Unit of Competency Interpretation Summary Performance Criteria Notes 1.1 Apply knowledge of relevant parts of WHS laws, policies and procedures as they apply to WHS consultation and participation 2.2 Identify required personnel to participate in WHS consultation 3.1 Identify consultation and participation processes for communicating and sharing WHS information and data Performance Evidence WHS laws, policies and procedures may include: state, territory and Commonwealth work health and safety (WHS) Acts, Regulations and compliance codes. Required personnel may include: external personnel (e.g. contractors and subcontractors, customers, clients, suppliers, manufacturers, WHS inspectors and regulators, unions) internal personnel (e.g. employees, health and safety committees, health and safety representatives [HSRs], duty holders, PCBUs, directors). Consultation and participation processes may relate to: formal processes (e.g. health and safety committee meetings with HSRs, reporting procedures, inspection and audit involvement) informal processes (e.g. work team meetings, toolbox talks) privacy and confidentiality legislation, policies and procedures. Notes Identifying barriers to, and opportunities for improving, effectiveness of WHS consultation and participation processes, and to implement and maintain improvement measures Barriers to effectiveness of WHS consultation and participation processes may include: access and equity bureaucratic structures contractual arrangements discrimination, intimidation or coercion geographic barriers ineffective organisational systems, processes and procedures language, literacy and numeracy organisational culture shift work and rostering technology. Knowledge Evidence Notes Internal and external sources of WHS information and data, and procedures for accessing them Sources of WHS information and data may include: external sources (e.g. Australian Bureau of Statistics [ABS], industry networks and bodies, state, territory or Commonwealth regulators, Safe Work Australia, unions, WHS specialists) internal sources (e.g. audit reports, incident and hazard reports, incident risk registers, job safety analysis [JSA] outcomes, maintenance reports, meeting minutes, previous assessments, risk assessment reviews, WHSMS). 632 Work Health and Safety OvervieOwverview Level 2 Level 4 Level 3 LevelL4evel 5 Level 5 Level 6 Level 6 BSBWHS414 Contribute to WHS risk management Unit of Competency use in the BSB Training Package Core unit Qualifications BSB41419 Certificate IV in Work Health and Safety N/A Skill sets N/A Elective unit Unit of Competency Interpretation Summary Performance Criteria Notes 1.1 Access and review current WHS laws relevant to organisation's hazard identification and risk control processes WHS laws may include: state, territory and Commonwealth work health and safety (WHS) Acts, Regulations and compliance codes. 1.2 Access workplace sources of information and data to inform Workplace sources of information and data may include: hazard identification, risk assessment and risk controls audit reports incident and hazard reports legislation manufacturer manuals, specifications and instructions organisational policies, procedures, codes of practice and templates previous risk assessment reviews. 1.3 Access external sources of information and data to inform hazard identification, risk assessment and risk controls External sources of information and data may include: Australian Bureau of Statistics (ABS) booklets and publications from statutory authorities industry networks and bodies Safe Work Australia resources state, territory or Commonwealth regulators unions WHS specialists. 1.5 Confirm information and data with required stakeholders, seeking input from technical and other advisors as required Required stakeholders may include: clients team leaders supervisors. 2.3 Identify duty holders, and their roles and responsibilities according to risk management requirements Technical and other advisors may include: external consultants involved in planning and scheduling. Duty holders may include: business directors designers manufacturers officers PCBUs supervisors holding relevant licences workers. Duty holders refers to any person who owes a WHS duty under the WHS Act. 2.4 Identify tools used by organisations in current hazard identification and risk control processes Tools may include: risk matrices. 4.2 Contribute to applying tools, techniques and processes to Risk management requirements may relate to: identified hazards to assess risk, according to risk management writing Safe Work Method Statements (SWMS). requirements 633 Work Health and Safety OvervieOwverview Level 2 Level 4 Level 3 LevelL4evel 5 Level 5 Level 6 Level 6 BSBWHS415 Contribute to implementing WHS management systems Unit of Competency use in the BSB Training Package Core unit Qualifications BSB41419 Certificate IV in Work Health and Safety N/A Skill sets N/A Elective unit Unit of Competency Interpretation Summary Performance Criteria Notes 1.2 Contribute to identifying elements of WHSMS plan to be implemented relevant to own role Elements of WHSMS plans may include: claims management compliance with legislation key performance indicators (KPIs) policies and procedures (e.g. for monitoring, reporting, feedback, escalation and safety) return to work and rehabilitation management responsibilities in relation to WHSMS plans. 3.2 Contribute to evaluating effectiveness of implemented elements of WHSMS plan and implementation process Evaluating effectiveness of implemented elements of WHSMS plans may include: audits compliance with work health and safety (WHS) legislation and Australian standards (e.g. AS/ANZ ISO 45001:2018) incident investigations maintenance of records and data risk control monitors worker health surveillance. 3.4 Document and distribute adjusted plan to required personnel according to organisational policies and procedures Required personnel may include: employees duty holders team leaders supervisors. Foundation Skills Notes Reading: Locates, reviews and interprets WHS laws and organisational texts Knowledge Evidence Organisational texts may include: benchmarks KPIs organisational policies, procedures, protocols, checklists, templates and codes of practice software requirements and user guides. Notes Tools, methods and processes for implementing and reviewing WHSMS plan, including consultation with required personnel Reviewing WHSMS plans may relate to: audits investigations maintenance of records and data. Regulatory authority WHSMS tools, standards, guidance material and procedures required to contribute to implementing WHS management systems Regulatory authority WHSMS tools, standards, guidance material and procedures may be found at: Safe Work Australia state and territory regulatory authority websites. 634 Work Health and Safety OvervieOwverview Level 2 Level 4 Level 3 LevelL4evel 5 Level 5 Level 6 Level 6 BSBWHS416 Contribute to workplace incident response Unit of Competency use in the BSB Training Package Core unit Qualifications BSB41419 Certificate IV in Work Health and Safety Skill sets N/A Elective unit BSB30719 Certificate III in Work Health and Safety Unit of Competency Interpretation Summary Performance Criteria Notes 1.1 Identify duty holders and WHS legislative requirements for incident response Duty holders may include: business directors designers manufacturers officers PCBUs supervisors holding relevant licences workers. Duty holders refers to any person who owes a work health and safety (WHS) duty under the WHS Act. 1.3 Communicate requirements for responding to incident to required personnel within scope of own role and work area 1.4 Contribute to developing communication mechanisms to notify manager of incident 2.4 Assist with reporting incident to external authorities, according to legislative requirements and workplace procedures and processes 3.1 Assist with obtaining information and data from those involved about actions and events leading up to, during and after an incident, using appropriate data collection techniques WHS legislative requirements for incident response may include: compliance with a non-disturbance notice notification of notifiable incidents preservation of the incident site state, territory and Commonwealth work health and safety (WHS) Acts, Regulations and compliance codes. Required personnel may include: employees duty holders team leaders supervisors. Communication mechanisms may relate to: selecting appropriate communication channels. External authorities may include: contractors and subcontractors industry networks (e.g. peak bodies and associations) state and territory regulators unions WHS inspectors. Information and data from those involved may include: evidence maintenance reports shift and rostering information witness statements. 635 Work Health and Safety OvervieOwverview Level 2 Level 4 Level 3 LevelL4evel 5 Level 5 Level 6 Level 6 BSBWHS416 Contribute to workplace incident response Unit of Competency use in the BSB Training Package Core unit Qualifications BSB41419 Certificate IV in Work Health and Safety Skill sets N/A Elective unit BSB30719 Certificate III in Work Health and Safety Unit of Competency Interpretation Summary Performance Criteria Notes 3.2 Assist with identifying and accessing sources of additional information and data related to incident Knowledge Evidence Sources of additional information and data may include: external information and data (e.g. industry wide hazard alerts, legislation, manufacturer and supplier information, regulations, prosecution summaries) internal information and data (e.g. audit reports, incident and hazard reports and statistics, incident risk registers, job safety analysis [JSA] outcomes, maintenance reports, risk assessment reviews, safety data sheets [SDSs], security footage). Notes Sources of internal and external WHS information and data relating to incidents, and procedures for accessing them Internal and external WHS information and data may include: as listed under `sources of additional information and data' above annual statistical reports (e.g. Work-related Traumatic Fatalities report) Australian Bureau of Statistics (ABS) national data collections (e.g. National Data Set for Compensation-based Statistics, Work-related Traumatic Injury Fatalities collection, Comparative Performance Monitoring program). 636 Work Health and Safety OvervieOwverview Level 2 Level 4 Level 3 LevelL4evel 5 Level 5 Level 6 Level 6 BSBWHS417 Assist with managing WHS implications of return to work Unit of Competency use in the BSB Training Package Core unit Qualifications N/A Skill sets N/A Elective unit BSB41419 Certificate IV in Work Health and Safety Unit of Competency Interpretation Summary Performance Criteria Notes 1.1 Identify legislative requirements for facilitating injured worker's return to work 1.3 Identify relevant organisational policies and requirements for injured worker's return to work 2.2 Identify potential barriers for worker returning to work, in consultation with relevant parties Knowledge Evidence Legislative requirements may include: state, territory and Commonwealth work health and safety (WHS) Acts, Regulations and compliance codes. Organisational policies and requirements may relate to: communication consultation hazard identification privacy and confidentiality organisational culture, values and mission statements National Return to Work Strategy risk assessment and control measures workers' compensation. Relevant parties may include: external parties (e.g. allied health professional, medical practitioner, mental health professional, rehabilitation case manager) internal parties (e.g. PCBUs, return-to-work manager, senior management, supervisors, owners, officers). Notes Methods, techniques and tools to support workers involved in return to work Assessment Conditions Methods, techniques and tools to support workers may include: alternative duties continuous communication cadence between relevant parties provision of required workplace aids, equipment or measures training and development. Notes Workplace documentation and WHS data required to demonstrate the performance evidence Workplace documentation and WHS data may include: medical reports. 637 Work Health and Safety OvervieOwverview Level 2 Level 4 Level 3 LevelL4evel 5 Level 5 Level 6 Level 6 BSBWHS418 Assist with managing WHS compliance of contractors Unit of Competency use in the BSB Training Package Core unit Qualifications N/A Skill sets N/A Elective unit BSB41419 Certificate IV in Work Health and Safety Unit of Competency Interpretation Summary Performance Criteria Notes 1.2 Identify and review organisational documentation and WHS Organisational documentation may include: legislative requirements applicable to contractor Safe Work Method Statements (SWMS) sub-contractor packs. 1.3 Identify and review, within scope of own role, contractor-specific WHS compliance requirements 2.1 Provide contractor with access to relevant WHS documentation 4.2 Consult with contractor and required personnel to assist with addressing areas of contractor WHS non-compliance Foundation Skills WHS legislative requirements may include: state, territory and Commonwealth work health and safety (WHS) Acts, Regulations and compliance codes. Contractor-specific WHS compliance requirements may include: induction processes site registration procedures site-specific risk assessment SWMS. Relevant WHS documentation may include: documentation requested in an RFI (Request for Information) sub-contractor pack. Required personnel may include: external personnel (e.g.contractors and subcontractors) internal personnel (e.g. senior management, supervisors, owners, officers). Notes Reading: Interprets and analyses legal and organisational texts relevant to contractor WHS requirements Organisational texts may include: documents relating to organisational duty of care and breach of duty internal safety management plan site management plan. Knowledge Evidence Notes Internal and external sources of information and data relevant to contractor WHS arrangements, and procedures for accessing them Duties, rights and obligations of individuals and parties as specified in relevant WHS laws with regard to supply of services by contractors External sources of information and data relevant to contractor WHS arrangements may include: OHS Body of Knowledge organisational and industry codes of practice Safe Work Australia and relevant jurisdictional WHS authorities. Duties, rights and obligations of individuals and parties may include: duties of contractors according to state and territory legislation ethical responsibility. 638 Work Health and Safety OvervieOwverview Level 2 Level 4 Level 3 LevelL4evel 5 Level 5 Level 6 Level 6 BSBWHS419 Contribute to implementing WHS monitoring processes Unit of Competency use in the BSB Training Package Core unit Qualifications N/A Skill sets N/A Elective unit BSB41419 Certificate IV in Work Health and Safety Unit of Competency Interpretation Summary Performance Criteria Notes 1.2 Consult with relevant individuals and/or parties to identify agents and/or conditions to be measured, according to organisational policies and procedures 1.3 Identify characteristics of agents and/or conditions to be monitored Relevant individuals and/or parties may include: external individuals and/or parties (e.g. contractors and subcontractors, regulatory authorities, inspectors, WHS specialists) internal individuals and/or parties (e.g. duty holders, PCBUs, workers, WHS committees, health and safety representatives [HSRs]. Characteristics of agents and/or conditions may include: absorption by and effect on specific parts of the body dose factors relating to concentration and time environmental behaviour, including over distance and time work environments (e.g. confined spaces, manual handling). Agents and/or conditions may include: biological agents (e.g. insects, mites, bacteria, infectious matter) electricity environmental agents (e.g. temperature, light, noise) fibres, dusts and particulates fumes, mists, gases and vapours radiation. 2.1 Determine sampling process for data collection Sampling processes may include: internal and external audit sampling calculations investigations percentage samples surveys. 3.3 Use equipment to conduct sampling according to legislative Equipment to conduct sampling may include: requirements online survey software spreadsheets. 5.3 Ensure that results and records are retained in an easily retrievable format according to WHS laws, and organisational policies and procedures Legislative requirements may relate to: privacy and confidentiality security legislation relevant to data collection and storage. Retrievable formats may include: easily accessible and auditable electronic records (e.g. cloud-based storage) retrievable with appropriate security in place. 639 Work Health and Safety OvervieOwverview Level 2 Level 4 Level 3 LevelL4evel 5 Level 5 Level 6 Level 6 BSBWHS419 Contribute to implementing WHS monitoring processes Unit of Competency use in the BSB Training Package Core unit Qualifications N/A Skill sets N/A Elective unit BSB41419 Certificate IV in Work Health and Safety Unit of Competency Interpretation Summary Foundation Skills Notes Get the work done: Uses familiar digital systems and tools to access, organise, analyse and display information relevant to role Performance Evidence Digital systems and tools may include: commercial software and tools (e.g. bowtie analysis software, risk assessment tools) company specific apps/software databases internal drives intranets mobile devices and applications presentation tools spreadsheets virtual meeting technology websites WHSIS word processing tools. Notes Identify regulatory requirements and standards that apply to monitoring physical agents and/or conditions relevant to WHS Knowledge Evidence Regulatory requirements and standards may relate to: compliance codes exposure standards state, territory and Commonwealth work health and safety (WHS) Acts and Regulations. Notes Internal and external sources of WHS information and data Sources of WHS information and data may include: external sources (e.g. industry networks and bodies, state, territory or Commonwealth regulators, national injury statistics, Safe Work Australia, unions, WHS specialists) internal sources (e.g. audit reports, incident and hazard reports, incident risk registers, job safety analysis [JSA] outcomes, maintenance reports, meeting minutes, previous assessments, risk assessment reviews, WHSMS). 640 Work Health and Safety OvervieOwverview Level 2 Level 4 Level 3 LevelL4evel 5 Level 5 Level 6 Level 6 BSBWHS431 Develop processes and procedures for controlling hazardous chemicals in the workplace Unit of Competency use in the BSB Training Package Core unit Qualifications N/A Skill sets N/A Elective unit BSB41419 Certificate IV in Work Health and Safety Unit of Competency Interpretation Summary Performance Criteria Notes 1.1 Identify and source current WHS laws, and organisational policies and procedures relating to controlling hazardous chemicals WHS laws may include: state, territory and Commonwealth work health and safety (WHS) Acts and Regulations. Organisational policies and procedures relating to controlling hazardous chemicals may relate to: industry and regulator codes of practice and compliance codes incident response procedures health monitoring labelling and classification registers and manifests of hazardous chemicals training and development transportation of chemicals workplace exposure standards for chemicals. 1.4 Use safety data sheets (SDSs) and other guidance to determine potential worker exposure to identified hazardous chemicals Other guidance to determine potential worker exposure to identified hazardous chemicals may include: labels incident records previous risk assessments regulatory authorities specialist agencies (e.g. Australian Industrial Chemicals Introduction Scheme [AICIS], European Chemicals Agency [ECHA]) trade unions and employer associations WHS agencies and consultants workplace exposure standards. 2.4 Seek and integrate feedback from required personnel about Required personnel may include: developed processes and procedures external personnel (e.g. specialist agencies as mentioned above, regulatory authorities, inspectors, unions) internal personnel (e.g. health and safety representatives [HSRs], managers, supervisors, workers). 641 Work Health and Safety OvervieOwverview Level 2 Level 4 Level 3 LevelL4evel 5 Level 5 Level 6 Level 6 BSBWHS504 Manage WHS risks Unit of Competency use in the BSB Training Package Core unit Qualifications N/A N/A Skill sets N/A Elective unit Unit of Competency Interpretation Summary Performance Criteria Notes 1.1 Identify sources of information and data 1.2 Obtain information and data to determine the nature and scope of hazards, the range of harms they may cause, and how these harms are caused Sources of information and data may include: external sources (e.g. industry networks and bodies, state, territory or Commonwealth regulators, national injury statistics, Safe Work Australia, unions, WHS specialists) internal sources (e.g. audit reports, incident and hazard reports, incident risk registers, job safety analysis [JSA] outcomes, maintenance reports, meeting minutes, previous assessments, risk assessment reviews, WHSMS). Obtaining information and data may relate to: extracting information and data from WHSMS researching using online sources. Information and data to determine that nature, scope, range and cause of hazards may include: external information and data (e.g. acts, codes of practice, industry reports, industry wide hazard alerts, legislation, manufacturer and supplier information, regulations, prosecution summaries) internal information and data (e.g. audit reports, incident and hazard reports and statistics, incident risk registers, job safety analysis [JSA] outcomes, maintenance reports, previous assessments, risk assessment reviews, safety data sheets [SDSs]). 1.3 Obtain information and data to determine techniques, tools and processes to assess risk associated with identified hazards, and identify risk control options Information and data to determine technologies, tools and processes to assess risk may include: codes of practice for specific high risk situations (e.g. manual handling or confined spaces) internal risk management policy legislative information regarding hierarchy of controls relevant standards (e.g. ISO 31000). Techniques, tools and processes may include: consultations hierarchy of controls peer observations plant registers pre-start checks risk matrices safe work method statements (SWMS) toolbox talks workplace inspection checklists. 642 Work Health and Safety OvervieOwverview Level 2 Level 4 Level 3 LevelL4evel 5 Level 5 Level 6 Level 6 BSBWHS504 Manage WHS risks Unit of Competency use in the BSB Training Package Core unit Qualifications N/A N/A Skill sets N/A Elective unit Unit of Competency Interpretation Summary Performance Criteria Notes 2.1 Apply knowledge of the organisation's WHSMS and WHSIS to identify WHS risk management requirements Knowledge of the organisation's WHSMS and WHSIS may include: elements of systems that may help identify WHS risk requirements (e.g. procedures, templates, reporting, statistics) relevant standards for systems (ISO 45001, 31000). Foundation Skills Notes Get the work done: Uses common digital systems and tools to locate and store information Digital systems and tools may include: commercial software databases internal drives intranets mobile devices and applications websites WHSIS. Knowledge Evidence Notes Identify formal and informal communication and consultation processes and key personnel related to communication Formal communication and consultation processes may include: agreed consultation mechanisms (e.g. safety as an agenda item at safety committee meetings) toolbox talks work health and safety (WHS) committee meetings. List other functional areas that impact on the management of WHS Informal communication and consultation processes may include: anonymous forms posters and signage risk assessment forms safety notice boards toolbox talks. Other functional areas that impact on the management of WHS may include: finance human resources and industrial relations (HRIR) legal operations purchasing and procurement quality sustainability workers' compensation. 643 Work Health and Safety OvervieOwverview Level 2 Level 4 Level 3 LevelL4evel 5 Level 5 Level 6 Level 6 BSBWHS504 Manage WHS risks Unit of Competency use in the BSB Training Package Core unit Qualifications N/A N/A Skill sets N/A Elective unit Unit of Competency Interpretation Summary Knowledge Evidence Notes Outline the principles and practices of a systematic approach to The principles of a systematic approach may relate to managing WHS managing WHS that is: adherent to legislative principles documented easily-followed organised repeatable structured. Assessment Conditions Notes Relevant Acts, regulations, codes of practice, standards and guidelines relating to risks found in the workplace Relevant Acts and regulations may include: state, territory and Commonwealth WHS Acts and Regulations. Codes of practice may also relate to compliance codes. 644 Work Health and Safety OvervieOwverview Level 2 Level 4 Level 3 LevelL4evel 5 Level 5 Level 6 Level 6 BSBWHS512 Contribute to managing work-related psychological health and safety Unit of Competency use in the BSB Training Package Core unit Qualifications N/A Skill sets N/A Elective unit BSB51319 Diploma of Work Health and Safety Unit of Competency Interpretation Summary Performance Criteria Notes 1.1 Review and analyse legislative requirements applicable to psychological health and safety Legislative requirements applicable to psychological health and safety may include: anti-discrimination legislation criminal legislation Fair Work Act 2009 Privacy Act 1998 state, territory and Commonwealth work health and safety (WHS) Acts and Regulations, highlighting the duties, requirements and responsibilities of PCBUs, officers, workers and others in the workplace in relation to psychosocial health and safety. 1.2 Determine workplace responsibilities relating to psychological health and safety Workplace responsibilities relating to psychological health and safety may depend on: the individual, their role and their duties within the workplace. 2.2 Access and store information, data and advice to assist with identifying work-related psychosocial hazards according to legislative requirements Accessing and storage of information, data and advice to assist with identifying work-related psychosocial hazards may relate to: privacy and confidentiality (e.g. Privacy Act 1998) recordkeeping requirements. 4.1 Contribute to determining required risk controls for identified work-related psychosocial hazards according to the hierarchy of control measures Risk controls may include: administrative risk controls personal protective equipment (PPE) (e.g. hearing protection to reduce noise stress from loud noises) risk elimination (e.g. removing excessive work demands) risk minimisation (e.g. increased support during forecasted peak periods). Foundation Skills Notes Interprets and critically analyses texts when contributing to work-related psychological health and safety Performance Evidence Texts may include: legislation medical reports organisational policies and procedures. Notes Evaluate effectiveness of existing risk controls and document areas for their improvement, identifying when a review of risk controls is needed. Effectiveness of existing risk controls may be evaluated through: adaptability to workplace change consultation hazard or risk identification health and safety representative [HSR] review. 645 Work Health and Safety OvervieOwverview Level 2 Level 4 Level 3 LevelL4evel 5 Level 5 Level 6 Level 6 BSBWHS513 Lead WHS risk management Unit of Competency use in the BSB Training Package Core unit Qualifications BSB51319 Diploma of Work Health and Safety N/A Skill sets N/A Elective unit Unit of Competency Interpretation Summary Performance Criteria Notes 1.1 Identify and review internal and external sources of WHS information and data that apply to risk management processes Sources of WHS information and data may include: external sources (e.g. compliance codes, industry networks and bodies, state, territory or Commonwealth regulators, national injury and incident statistics, Safe Work Australia, unions, WHS specialists) internal sources (e.g. audit reports, incident and hazard reports, incident risk registers, internal risk management policies, job safety analysis [JSA] outcomes, maintenance reports, meeting minutes, previous assessments, risk assessment reviews, WHSIS, WHSMS). 1.2 Identify legislative requirements for WHS risk management Legislative requirements may include: state, territory and Commonwealth work health and safety (WHS) Acts and Regulations. 1.3 Identify duty holders, individuals and/or parties to consult Duty holders may include: about and participate in risk management processes, according business directors to organisational and legislative requirements designers manufacturers officers PCBUs supervisors holding relevant licences workers. 2.5 Communicate outcomes of risk assessment to required personnel according to organisational and legislative requirements Duty holders refers to any person who owes a work health and safety (WHS) duty under the WHS Act. Required personnel may include: contractors and subcontractors employees / workers senior management regulators suppliers unions. Organisational and legislative requirements may relate to: industry association or union guidelines organisational communication policies privacy and confidentiality (e.g. Privacy Act 1988) regulator requirements. 3.3 Plan to implement selected risk controls according to organisation's WHS management system (WHSMS) and WHS information system (WHSIS) Risk controls in an organisation's WHSMS and WHSIS may include: action plans automatic notification and escalation systems manual notification and escalation systems. 646 Work Health and Safety OvervieOwverview Level 2 Level 4 Level 3 LevelL4evel 5 Level 5 Level 6 Level 6 BSBWHS513 Lead WHS risk management Unit of Competency use in the BSB Training Package Core unit Qualifications BSB51319 Diploma of Work Health and Safety N/A Skill sets N/A Elective unit Unit of Competency Interpretation Summary Performance Criteria Notes 4.2 Review effectiveness of implemented risk management process according to organisation's WHSMS and legislative requirements Foundation Skills Reviewing effectiveness of an implemented risk management process may include: analysis of relevant statistics and information (e.g. reviewing trends in injury statistics) internal consultation reviewing risk registers reviewing alignment and compliance with state, territory and Commonwealth work health and safety (WHS) Acts and Regulations, as well as relevant Australian Standards relevant to risk management. Notes Uses a range of digitally-based technology and applications to access, organise and share relevant information in effective ways Digitally-based technology may include: commercial software database systems internal drives intranets mobile devices and applications virtual collaboration tools websites. Performance Evidence Notes Review WHS risk-management process according to established scope and key performance indicators Knowledge Evidence Key performance indicators may relate to: attendance engagement positive performance indicators measurable indicators repeatable indicators. Notes Key components of effective consultation and participation strategies Principles of decision-making Key components of effective consultation and participation strategies may include: compliance with relevant legislation, regulations and Australian Standards collaborative approaches closing feedback loops generating a positive safety culture individual empowerment involvement of key stakeholders (e.g. health and safety representatives [HSRs]). Principles of decision-making may relate to: organisational and industry codes of practice. 647 Work Health and Safety OvervieOwverview Level 2 Level 4 Level 3 LevelL4evel 5 Level 5 Level 6 Level 6 BSBWHS514 Manage WHS compliance of contractors Unit of Competency use in the BSB Training Package Core unit Qualifications N/A Skill sets N/A Elective unit BSB51319 Diploma of Work Health and Safety Unit of Competency Interpretation Summary Performance Criteria Notes 1.1 Analyse scope of contractor services and applicable WHS legislative and organisational requirements WHS legislative requirements may relate to: state, territory and Commonwealth work health and safety (WHS) Acts, Regulations and compliance codes. Organisational requirements may relate to: industry and regulator codes of practice and compliance codes incident response procedures health monitoring registers and manifests training and development Safe Work Method Statements (SWMS) sub-contractor packs. 1.3 Establish WHS key performance indicators (KPIs) relating to contracted services according to organisational policies and procedure Establishing WHS key performance indicators (KPIs) relating to contracted services, may include: consultation incident reporting pre-checks of contractors those outlined in tender documents. Foundation Skills Notes Reading: Interprets and analyses legal and organisational texts relevant to contractor WHS arrangements Organisational texts may include: contracts legislation requirements, including those across different geographical locations and jurisdictions as required (e.g. differences between Commonwealth and state mining legislation) tender documents. Knowledge Evidence Notes Procedures and protocols for establishing WHS-related lead and lag key performance indicators (KPIs), and measuring contractor performance against them Lead KPIs may include: risk assessment consultation rates. Lag KPIs may include: incident statistic rates. 648 Work Health and Safety OvervieOwverview Level 2 Level 4 Level 3 LevelL4evel 5 Level 5 Level 6 Level 6 BSBWHS515 Lead initial response to and investigate WHS incidents Unit of Competency use in the BSB Training Package Core unit Qualifications BSB51319 Diploma of Work Health and Safety N/A Skill sets N/A Elective unit Unit of Competency Interpretation Summary Performance Criteria Notes 1.2 Implement initial response according to plan, and organisational and legislative requirements 2.3 Identify, document and secure required human and other resources appropriate to nature and scope of incident, including expert advice as required Organisational and legislative requirements may relate to: communication policies (e.g. ensuring all workers understand WHS responsibilities) notifiable incidents (e.g. injuries, illnesses) state, territory and Commonwealth work health and safety (WHS) Acts, Regulations and compliance codes. Other resources may include: emergency response / management plans emergency control organisations (ECO) incident management procedures scene preservation materials (e.g. tape, personal protective equipment [PPE], barriers, security cameras). Expert advice may be required for situations beyond capability of own understanding. This may include: emergency services state or territory regulators. 2.4 Ensure participation of, and consultation with, required Required stakeholders may include: stakeholders, and determine agreed processes for investigation external stakeholders (e.g. emergency services, external inspectors, stakeholders required beyond dealing with an incident onsite such as a nominated treating doctor, physiotherapist, psychologist or trauma counsellor). internal stakeholders (e.g. supervisors, team members, employees, witnesses, WHS managers). 2.5 Identify, address and document potential barriers to investigation according to organisational requirements Incident management procedure may be undertaken with an associated investigation team. Barriers to investigation may include: access to medical treatment and facilities availability of resources, information and data cultural barriers geographical issues (e.g. multi-site managers) lack of reporting on near misses legal limitations organisational, political or community stakeholder sensitivity perceived or real threats privacy and confidentiality scene preservation (as required by legislation) unfamiliarity with processes witness availability and reliability (e.g. integrity and memory). 649 Work Health and Safety OvervieOwverview Level 2 Level 4 Level 3 LevelL4evel 5 Level 5 Level 6 Level 6 BSBWHS515 Lead initial response to and investigate WHS incidents Unit of Competency use in the BSB Training Package Core unit Qualifications BSB51319 Diploma of Work Health and Safety N/A Skill sets N/A Elective unit Unit of Competency Interpretation Summary Performance Criteria Notes 3.1 Identify and access relevant and reliable sources of incident Sources of incident information and data may include: information and data according to organisational policies and external sources (e.g. compliance codes, causation protocols, suitable causation model and legislative models, industry networks and bodies, state, territory or requirements Commonwealth regulators, national injury and incident statistics, Safe Work Australia, unions, The OHS Body of Knowledge [OHS BoK] WHS specialists) internal sources (e.g. audit reports, chemical manifests, incident and hazard reports, incident risk registers, register or injuries, internal risk management policies, job safety analysis [JSA] outcomes, maintenance reports, meeting minutes, previous assessments, risk assessment reviews, WHSIS, WHSMS). 3.2 Inspect incident site, equipment and other evidence according to investigation plan, organisational procedures and legislative requirements Evidence may include: organisational checklists photographic evidence plant maintenance records risk assessment documents rosters and training records toolbox talks video evidence witness statements. 3.3 Present collected information and data in required format 5.3 Implement organisational and WHS legislative recordkeeping protocols and procedures in relation to investigation report 5.4 Communicate report to required individuals and/or parties according to organisational policies and procedures Legislative requirements may relate to: high risk licencing scene preservation requirements. Format for presenting collected information and data may relate to templates found on the Safe Work Australia website. WHS legislative recordkeeping protocols and procedures may include: key headings required in record keeping standards for classifying and recording incidents time periods required for record keeping according to both legislation and organisational policies and procedures (e.g. notifiable incidents, register of injuries, individual medical records, asbestos). Individuals and/or parties may include: those directly impacted by the matter (e.g. those in the work area or relevant managers). Report communication may need to consider privacy of relevant individuals and/or parties as per organisational policies and procedures. 650 Work Health and Safety OvervieOwverview Level 2 Level 4 Level 3 LevelL4evel 5 Level 5 Level 6 Level 6 BSBWHS515 Lead initial response to and investigate WHS incidents Unit of Competency use in the BSB Training Package Core unit Qualifications BSB51319 Diploma of Work Health and Safety N/A Skill sets N/A Elective unit Unit of Competency Interpretation Summary Foundation Skills Notes Analyses reports and other material to determine required course of action Other material may include: compensation claims data first aid data incident reports injury reports risk assessments training records and data witness statements (e.g. to determine a timeline of events) WHS consultation and participation records. Identifies and uses appropriate conventions and protocols when communicating with parties involved in various investigation stages Appropriate conventions and protocols may include: privacy and confidentiality protocols use of agreed methods of consultation. Uses digital systems and tools for data collection and analysis, and communication and reporting Digital systems and tools may include: commercial software database systems internal drives intranets mobile devices and applications presentation software virtual collaboration tools websites. Knowledge Evidence Notes Information and data collection procedures that ensure their validity, admissibility and accuracy Information and data collection procedures may include: legislative considerations: Evidence Act 1995 Surveillance Devices Act 2004 Safe Work Australia notifiable incident fact sheet rights of individuals to include third parties if required seeking permission to record witness statements types and lines of questioning used (e.g. not using closed or directive questions) witness statements (PDF controlled if typed). Collection procedures may include evidence storage and organisational requirements for any future potential legal actions. Common industry-accepted causation models, and their use in informing data collection and analysis Industry-accepted causation models may include: 5 whys fishbone diagram incident cause analysis method (ICAM). 651 Work Health and Safety OvervieOwverview Level 2 Level 4 Level 3 LevelL4evel 5 Level 5 Level 6 Level 6 BSBWHS516 Contribute to developing, implementing and maintaining an organisation's WHS management system Unit of Competency use in the BSB Training Package Core unit Qualifications BSB51319 Diploma of Work Health and Safety N/A Skill sets N/A Elective unit Unit of Competency Interpretation Summary Performance Criteria Notes 1.1 Access and analyse sources of information to determine required form, content, purposes and functions of WHSMS 1.2 Identify duty holders and their roles and responsibilities in WHSMS, according to WHS laws Sources of information may include: employer associations industry associations regulatory authorities relevant international and Australian standards (e.g. AS/NZS ISO 45001:2018) state government authorities WHS-specific resources (e.g. Safe Work Australia, The OHS Body of Knowledge) WHS specialists. Duty holders may include: business directors designers manufacturers officers PCBUs supervisors holding relevant licences workers. 1.3 Document organisational WHSMS that meets legal and organisational requirements 1.4 Consult with individuals and parties about what the WHSMS should include and integrate their feedback as required 2.3 Contribute to developing draft plan according to organisational policies and procedures Duty holders refers to any person who owes a work health and safety (WHS) duty under the WHS Act. Legal and organisational requirements may relate to: consultation industry-specific WHSMS legislative requirements (e.g. construction and mining industries) record-keeping state, territory and Commonwealth work health and safety (WHS) Acts, Regulations and compliance codes. Individuals and parties may include: auditors and creditors contract workers duty holders external consultants health and safety representatives (HSRs) PCBUs regulatory authorities WHS committee. Development of draft plan may include: key performance indicators (KPIs) implementation plans reference to audit standards and tools for system management. 652 Work Health and Safety OvervieOwverview Level 2 Level 4 Level 3 LevelL4evel 5 Level 5 Level 6 Level 6 BSBWHS516 Contribute to developing, implementing and maintaining an organisation's WHS management system Unit of Competency use in the BSB Training Package Core unit Qualifications BSB51319 Diploma of Work Health and Safety N/A Skill sets N/A Elective unit Unit of Competency Interpretation Summary Foundation Skills Notes Uses digital systems and tools in the context of plan implementation and measurement, and evaluation of WHS performance Digital systems and tools may include: commercial software database systems internal drives intranets mobile devices and applications presentation software virtual collaboration tools websites. 653 Work Health and Safety OvervieOwverview Level 2 Level 4 Level 3 LevelL4evel 5 Level 5 Level 6 Level 6 BSBWHS517 Contribute to managing a WHS information system Unit of Competency use in the BSB Training Package Core unit Qualifications N/A Skill sets N/A Elective unit BSB51319 Diploma of Work Health and Safety\ Unit of Competency Interpretation Summary Performance Criteria Notes 1.1 Access sources of WHS information and data according to organisational policies and procedures Sources of WHS information and data may include: employer associations industry associations internal registers, manifests and records (e.g. plant maintenance records, safety data sheets [SDSs]) regulatory authorities relevant international and Australian standards for health and safety management (e.g. AS/NZS ISO 45001:2018) state government authorities WHS-specific resources (e.g. Safe Work Australia, The OHS Body of Knowledge) WHS specialists. Organisational policies and procedures may relate to: communication policies (e.g. ensuring all workers understand WHS responsibilities) industry codes of practice and compliance codes (e.g. manual handling) notifiable incidents (e.g. injuries, illnesses) record-keeping state, territory and Commonwealth work health and safety (WHS) Acts, Regulations and compliance codes. 1.3 Meet legislative requirements for reporting to external bodies within required timeframes 2.2 Identify training and development needs of WHSIS users, and take action as required to facilitate the required training within scope of own role Sources of information and data may vary depending on organisation size. Legislative requirements for reporting to external bodies may include: state, territory and Commonwealth work health and safety (WHS) Acts, Regulations and compliance codes, particularly relating to: monitoring of and exposure to specific hazards notifiable incident privacy workers' compensation. Training and development needs may include skills required to create and update: advanced templates complex documents complex spreadsheets. 654 Work Health and Safety OvervieOwverview Level 2 Level 4 Level 3 LevelL4evel 5 Level 5 Level 6 Level 6 BSBWHS517 Contribute to managing a WHS information system Unit of Competency use in the BSB Training Package Core unit Qualifications N/A Skill sets N/A Elective unit BSB51319 Diploma of Work Health and Safety\ Unit of Competency Interpretation Summary Foundation Skills Notes Get the work done: Plans, organises and implements tasks required to operate the WHSIS, using a range of technology and software systems Performance Evidence Technology and software systems may include: commercial software (e.g. Pegasus, QuickSafe) customised organisational systems database systems internal drives intranets presentation software virtual collaboration tools websites. Notes Contribute to identifying and implementing an improvement measure for a WHSIS based on analysis of information and data, and communicate measures to required personnel according to WHS legislative and organisational requirements. Required personnel may include: contractors and subcontractors duty holders PCBUs WHS inspectors workers. 655 Work Health and Safety OvervieOwverview Level 2 Level 4 Level 3 LevelL4evel 5 Level 5 Level 6 Level 6 BSBWHS518 Manage WHS hazards associated with maintenance and use of plant Unit of Competency use in the BSB Training Package Core unit Qualifications N/A Skill sets N/A Elective unit BSB51319 Diploma of Work Health and Safety\ Unit of Competency Interpretation Summary Performance Criteria Notes 1.1 Access sources of WHS information, data and advice relating to items of workplace plant Sources of WHS information and data may include: compliance codes employer associations industry associations internal registers, manifests and records (e.g. plant maintenance records, safety data sheets [SDSs]) local governments manufacturer or supplier manuals regulatory authorities relevant international and Australian standards relevant to type of Plant (inclusive of mobile plant, tools and equipment) state government authorities unions WHS-specific resources (e.g. Safe Work Australia, The OHS Body of Knowledge) WHS specialists. 1.2 Inspect items of plant and identify how they are to be used, according to organisational policies and procedures Organisational policies and procedures may relate to: communication policies (e.g. ensuring all workers understand WHS responsibilities, communicating across multiple languages) industry codes of practice and compliance codes (e.g. manual handling) notifiable incidents (e.g. injuries, illnesses) record-keeping reporting state, territory and Commonwealth work health and safety (WHS) Acts, Regulations and compliance codes. 1.4 Consult with others to confirm hazard identification Others may include: government authorities (e.g. The Department of Health) manufacturers professional associations (e.g. Australian Institute of Health & Safety [AIHS], Human Factors and Ergonomics Society of Australia [HFESA], The Australian Institute of Occupational Hygienists [AOIH], Australian and New Zealand Society of Occupational Medicine [ANZOM]) suppliers regulatory authorities. 3.3 Consult with, and report to, required internal and specialist Required internal personnel may include: personnel in relation to risk controls to be implemented contractors or subcontractors duty holders Specialist personnel may include those listed under `others' above. 656 Work Health and Safety OvervieOwverview Level 2 Level 4 Level 3 LevelL4evel 5 Level 5 Level 6 Level 6 BSBWHS518 Manage WHS hazards associated with maintenance and use of plant Unit of Competency use in the BSB Training Package Core unit Qualifications N/A Skill sets N/A Elective unit BSB51319 Diploma of Work Health and Safety Unit of Competency Interpretation Summary Performance Criteria Notes 3.4 Communicate rights, obligations and duties of workplace personnel in relation to identified hazards and risk controls associated with plant 4.4 Communicate registration, licensing and certification requirements to required personnel Knowledge Evidence Rights, obligations and duties of workplace personnel may depend on: industry-specific peak bodies and advisory panels state, territory and Commonwealth work health and safety (WHS) Acts, Regulations and compliance codes, as they relate to duty holders. Registration, licensing and certification requirements may relate to: licencing and certification categories (e.g. high risk licencing) regulatory authority resources. Notes High-risk work licences required for specific plant High-risk work licences may vary depending on the regulatory authority and jurisdiction, examples may be found at Safe Work Australia). 657 Work Health and Safety OvervieOwverview Level 2 Level 4 Level 3 LevelL4evel 5 Level 5 Level 6 Level 6 BSBWHS519 Lead the development and use of WHS risk management tools Unit of Competency use in the BSB Training Package Core unit Qualifications BSB51319 Diploma of Work Health and Safety N/A Skill sets N/A Elective unit Unit of Competency Interpretation Summary Performance Criteria Notes 1.1 Apply knowledge of risk management tools to address requirements of WHS laws and workplace 1.2 Consult with required personnel about selecting suitable risk management tools Foundation Skills Risk management tools may include: checklists risk registers job safety analysis (JSAs) root cause analysis Safe Work Method Statements (SWMS). Required personnel may include: external stakeholders (e.g. WHS specialists, regulatory authorities, contractors or subcontractors) internal stakeholders (e.g. health and safety representatives [HSRs], PCBUs, health and safety committees). Notes Get the work done: Uses technology and digital systems and tools effectively Knowledge Evidence Technology and software systems may include: commercial WHSIS software (e.g. Pegasus, QuickSafe) customised organisational systems database systems internal drives intranets presentation software virtual collaboration tools websites. Notes WHS laws and other instruments issued by WHS regulators relating to the performance evidence, and procedures for applying them Assessment Conditions WHS laws and other instruments issued by WHS regulators may include: state, territory and Commonwealth work health and safety (WHS) Acts, Regulations and compliance codes. Notes Sources of information, data and advice in relation to WHS risk management tools Sources of information, data and advice may include: compliance codes employer associations industry associations internal registers, manifests and records local governments regulatory authorities relevant international and Australian standards state government authorities unions WHS-specific resources (e.g. Safe Work Australia, The OHS Body of Knowledge) WHS specialists. 658 Work Health and Safety OvervieOwverview Level 2 Level 4 Level 3 LevelL4evel 5 Level 5 Level 6 Level 6 BSBWHS520 Manage implementation of emergency procedures Unit of Competency use in the BSB Training Package Core unit Qualifications N/A Skill sets N/A Elective unit BSB51319 Diploma of Work Health and Safety\ Unit of Competency Interpretation Summary Performance Criteria Notes 1.1 Apply knowledge of WHS hazards and relevant standards to identify possible causes of potential emergencies WHS hazards and relevant standards may include: biological (e.g. infectious diseases) chemical environmental (including those that may impact relevant communities) electrical physical (e.g. noise, injury, violence, hazardous manual tasks) Plant or equipment psychological. 1.3 Identify and liaise with appropriate specialist advisers and emergency services and/or specialist response teams to identify possible causes of potential emergencies Foundation Skills Relevant standards may include: Australian standards industry-specific standards international standards. Appropriate specialist advisers and emergency services and/or specialist response teams may include: chemicals specialists emergency services (e.g. emergency medical response, police, Hazmat specialists) engineering specialists regulatory authorities security specialists. Notes Navigate the world of work: Identifies legal rights and responsibilities of self and others in relation to emergency response contexts Legal rights and responsibilities of self and others may depend on: industry-specific peak bodies and advisory panels state, territory and Commonwealth work health and safety (WHS) Acts, Regulations and compliance codes, as they relate to duty holders. 659 Work Health and Safety OvervieOwverview Level 2 Level 4 Level 3 LevelL4evel 5 Level 5 Level 6 Level 6 BSBWHS521 Ensure a safe workplace for a work area Unit of Competency use in the BSB Training Package Core unit Qualifications N/A Skill sets N/A Elective unit BSB50120 Diploma of Business BSB50320 Diploma of Human Resource Management BSB50420 Diploma of Leadership and Management BSB50820 Diploma of Project Management BSB51319 Diploma of Work Health and Safety BSB60120 Advanced Diploma of Business BSB60320 Advanced Diploma of Human Resource Management Unit of Competency Interpretation Summary Performance Criteria Notes 2.1 Work with required personnel to set up and maintain consultative arrangements according to required WHS laws Required personnel may include: duty holders regulatory authorities WHS inspectors. 3.3 Develop and maintain procedures for selecting and implementing risk controls according to the hierarchy of control measures and WHS legislative requirements Procedures for selecting and implementing risk controls may include consultation with: employees health and safety representatives (HSRs) regulatory authorities. Risk controls may include: administrative risk controls personal protective equipment (PPE) (e.g. hearing protection to reduce noise stress from loud noises) risk elimination (e.g. removing excessive work demands) risk minimisation (e.g. increased support during forecasted peak periods). 4.2 Use a system for WHS recordkeeping to allow identification Systems for WHS recordkeeping may relate to: of patterns of occupational injury and disease in the audit and inspection reports organisation, and to maintain a record of WHS decisions made, consultation including reasons for decisions internal records (e.g. medical, worker compensation, environmental monitoring) legislative recordkeeping requirements registers and manifests (e.g. hazardous chemicals) reports (e.g. audit, inspection, Plant maintenance). Foundation Skills Notes Uses digital systems and tools to enter, store and retrieve relevant information Digital systems and tools may include: commercial WHSIS software (e.g. Pegasus, QuickSafe) customised organisational systems database systems internal drives intranets presentation software virtual collaboration tools websites. 660 Work Health and Safety OvervieOwverview Level 2 Level 4 Level 3 LevelL4evel 5 Level 5 Level 6 Level 6 BSBWHS521 Ensure a safe workplace for a work area Unit of Competency use in the BSB Training Package Core unit Qualifications N/A Skill sets N/A Elective unit BSB50120 Diploma of Business BSB50320 Diploma of Human Resource Management BSB50420 Diploma of Leadership and Management BSB50820 Diploma of Project Management BSB51319 Diploma of Work Health and Safety BSB60120 Advanced Diploma of Business BSB60320 Advanced Diploma of Human Resource Management Unit of Competency Interpretation Summary Knowledge Evidence Notes Organisational and WHS legislative reporting requirements WHS legislative reporting requirements may relate to: notifiable incidents state, territory and Commonwealth work health and safety (WHS) Acts, Regulations and compliance codes. 661 Work Health and Safety OvervieOwverview Level 2 Level 4 Level 3 LevelL4evel 5 Level 5 Level 6 Level 6 BSBWHS522 Manage WHS consultation and participation processes Unit of Competency use in the BSB Training Package Core unit Qualifications BSB51319 Diploma of Work Health and Safety N/A Skill sets N/A Elective unit Unit of Competency Interpretation Summary Performance Criteria Notes 1.1 Review WHS laws to identify duty holders and legal requirements for WHS consultation and participation processes WHS laws may include: state, territory and Commonwealth work health and safety (WHS) Acts, Regulations and compliance codes, as they relate to duty holders, consultation and participation. 1.2 Review organisational policies, procedures, processes and systems to identify requirements and opportunities for WHS consultation and participation Organisational policies, procedures, processes and systems to identify requirements and opportunities for WHS consultation may relate to: communication policies (both internally and externally) consultation and duty holder responsibilities as per state, territory or Commonwealth work health and safety legislation escalation, emergency response and reporting procedures identifying when, how and who to consult with effectively industry codes of practice and compliance codes (e.g. manual handling) privacy and confidentiality organisational mission, vision and values notifiable incidents (e.g. injuries, illnesses) recordkeeping. 1.3 Consult with required personnel according to organisational Required personnel may include: procedures to identify specific requirements for WHS external personnel (e.g. regulatory authorities, industry consultation and participation bodies, WHS specialists, inspectors) internal personnel (e.g. duty holders, health and safety representatives [HSRs] or committees). 3.1 Identify factors that may impact on design of WHS consultation and participation processes Factors that may impact on design of WHS consultation and participation processes may include: cultural diversity language, literacy and numeracy levels of the workforce management approach organisational culture, structure, size and location shift work and rostering arrangements specific needs of workforce timing of information and data provision. 5.1 Develop evaluation protocol, in consultation with required personnel Evaluation protocol may relate to: collation of information and data (e.g. what information will be collated and how) criteria measurement system what and how information will be gathered. 662 Work Health and Safety OvervieOwverview Level 2 Level 4 Level 3 LevelL4evel 5 Level 5 Level 6 Level 6 BSBWHS522 Manage WHS consultation and participation processes Unit of Competency use in the BSB Training Package Core unit Qualifications BSB51319 Diploma of Work Health and Safety N/A Skill sets N/A Elective unit Unit of Competency Interpretation Summary Foundation Skills Notes Uses digital systems and tools for data collection and analysis and communication and reporting Knowledge Evidence Digital systems and tools for data collection and analysis may include: commercial WHSIS software (e.g. Pegasus, QuickSafe) customised organisational systems data cleansing and visualisation software internal databases internal drives intranets spreadsheets websites. Notes Internal and external sources of WHS information and data, and procedures for accessing them Internal and external sources of WHS information and data: external sources (e.g. Australian Bureau of Statistics, industry networks and bodies, employer associations, state, territory or Commonwealth regulators, Safe Work Australia, The OHS Body of Knowledge unions, WHS specialists) internal sources (e.g. audit reports, incident and hazard reports, incident risk registers, job safety analysis [JSA] outcomes, maintenance reports, meeting minutes, previous assessments, relevant international and Australian standards, risk assessment reviews, WHSMS). Sources of information and data may vary depending on organisation size. 663 Work Health and Safety OvervieOwverview Level 2 Level 4 Level 3 LevelL4evel 5 Level 5 Level 6 Level 6 BSBWHS531 Implement and evaluate system of work for managing hazardous chemicals Unit of Competency use in the BSB Training Package Core unit Qualifications N/A Skill sets N/A Elective unit BSB51319 Diploma of Work Health and Safety Unit of Competency Interpretation Summary Performance Criteria Notes 1.1 Identify hazardous chemicals in work area according to legislative requirements and workplace procedures Legislative requirements may include: state, territory and Commonwealth work health and safety (WHS) Acts and Regulations. Workplace procedures may relate to: industry and regulator codes of practice and compliance codes incident response procedures and records health monitoring labelling and classification registers and manifests of hazardous chemicals training and development transportation of chemicals workplace exposure standards for chemicals. 1.3 Consult with required personnel to address any identified deficiencies and update hazardous chemicals register and safe work method statements (SWMSs) according to legislative requirements Required personnel to address any identified deficiencies may include: industry associations peak bodies (e.g. specialist agencies including Australian Industrial Chemicals Introduction Scheme [AICIS], European Chemicals Agency [ECHA], Globally Harmonised System of Classification and Labelling of Chemicals [GHS]) manufacturers suppliers WHS specialists. 2.1 Establish suitable control methods and incident action plans External specialist advice may include: within work area, consulting with required personnel and emergency services seeking external specialist advice as required industry associations peak bodies (e.g. specialist agencies including Australian Industrial Chemicals Introduction Scheme [AICIS], European Chemicals Agency [ECHA], Globally Harmonised System of Classification and Labelling of Chemicals [GHS]) WHS specialists. 664 Work Health and Safety OvervieOwverview Level 2 Level 4 Level 3 LevelL4evel 5 Level 5 Level 6 Level 6 BSBWHS531 Implement and evaluate system of work for managing hazardous chemicals Unit of Competency use in the BSB Training Package Core unit Qualifications N/A Skill sets N/A Elective unit BSB51319 Diploma of Work Health and Safety Unit of Competency Interpretation Summary Performance Criteria Notes 2.3 Monitor work area activities, processes and procedures for compliance with established control methods, and SDSs and SWMSs requirements according to workplace procedures SDSs and SWMSs requirements may relate to: responsibilities for preparation, review and provision of SDSs and SWMS state, territory and Commonwealth work health and safety (WHS) Acts, Regulations and compliance codes relating to chemicals that need SDSs. 665 Work Health and Safety OvervieOwverview Level 2 Level 4 Level 3 LevelL4evel 5 Level 5 Level 6 Level 6 BSBWHS603 Implement WHS risk management Unit of Competency use in the BSB Training Package Core unit Qualifications N/A N/A Skill sets N/A Elective unit Unit of Competency Interpretation Summary Performance Criteria Notes 1.1 Identify individuals and parties who need to participate in, contribute to, and be consulted during each stage of WHS risk management Individuals and parties may include: external stakeholders impacted by risk (e.g. public) health and safety representatives (HSRs) managers PCBUs specialist advisors (e.g. external WHS teams, ergonomic specialists) supervisors of specific areas or departments unions workers work health and safety regulators or inspectors. 3.1 Access existing workplace WHS information and data WHS information and data may include: internal information and data (e.g. audit reports, hazard reports, incident statistics, workforce statistics, job safety analysis [JSA] outcomes, maintenance reports, meeting minutes, organisational policies and procedures, previous assessments, risk registers) external information and data (e.g. industry reports, industry-wide hazard alerts, state, territory and Commonwealth Acts, regulations and standards, manufacturer and supplier information, prosecution summaries, thought leadership, compliance codes, legal summaries). Foundation Skills Notes Reading: Interprets and critically analyses complex texts to identify parties, processes, legislative requirements and other relevant information Complex texts may include: audit, maintenance, incident and hazard reports case study summaries codes of practice journal articles legislation relevant industry publications and reports safety data sheets (SDSs) thought leadership. 666 Work Health and Safety OvervieOwverview Level 2 Level 4 Level 3 LevelL4evel 5 Level 5 Level 6 Level 6 BSBWHS603 Implement WHS risk management Unit of Competency use in the BSB Training Package Core unit Qualifications N/A N/A Skill sets N/A Elective unit Unit of Competency Interpretation Summary Foundation Skills Notes Get the work done: Uses formal and informal processes to monitor implementation of solutions and reflect on outcomes of risk management processes Formal processes to monitor implementation of solutions may include: assessment audit reports communication and consultation control measures hazard and risk identification risk management process statistics (e.g. inspection data, reduction in incidents). Informal processes may include: observation. Get the work done: Uses familiar digital systems and tools to access, organise, analyse and display information relevant to role Knowledge Evidence Monitoring implementation of solution may relate to: audit processes minutes of meetings. Digital systems and tools may include: commercial software and tools (e.g. bowtie analysis software, risk assessment tools) databases internal applications / software internal drives intranets mobile devices and applications presentation software spreadsheets virtual meeting technology websites work health and safety information systems (WHSIS) word processing tools. Notes Identify other functional areas that impact on the management of WHS Functional areas may include: finance human resources and industrial relations (HRIR) legal operations purchasing and procurement quality workers' compensation. 667 Work Health and Safety OvervieOwverview Level 2 Level 4 Level 3 LevelL4evel 5 Level 5 Level 6 Level 6 BSBWHS603 Implement WHS risk management Unit of Competency use in the BSB Training Package Core unit Qualifications N/A N/A Skill sets N/A Elective unit Unit of Competency Interpretation Summary Knowledge Evidence Notes List a range of risk analysis and assessment techniques and tools and their application and limitations Risk analysis and assessment techniques may include: bowtie assessments causation assessments entire project assessment (ergonomic, machine assessment) job safety analysis (JSAs) human factor assessments nomograms risk matrices. Outline relevant and applicable Australian legislation, standards Australian legislation may include: and publications anti-discrimination Equal Employment Opportunity (Commonwealth Authorities) Act 1987 state, territory and Commonwealth work health and safety (WHS) Acts, Regulations and compliance codes, as they relate to duty holders. Standards and publications may relate to: environmental standards designing controls risk management standards (e.g. AS ISO 31000:2018). Risk management publications may include bodies of knowledge, industry and professional publications. 668 Work Health and Safety OvervieOwverview Level 2 Level 4 Level 3 LevelL4evel 5 Level 5 Level 6 Level 6 BSBWHS605 Develop, implement and maintain WHS management systems Unit of Competency use in the BSB Training Package Core unit Qualifications N/A N/A Skill sets N/A Elective unit Unit of Competency Interpretation Summary Performance Criteria Notes 2.2 Develop and implement an initial WHS review, as required, appropriate to own job role WHS review may relate to: external, industry or recertification audits familiarisation incident induction major organisational change programmed response (e.g. annual review) regulator inspection. Own role may include: committee member safety personnel. 5.2 Facilitate and support the participation of, and consultation with, individuals and parties in measuring and evaluating WHS performance Supporting of participation and consultation may include: holding pre-audit meetings pre-inspection meetings prior warnings promotion of processes. Foundation Skills Individuals and parties may include: health and safety representatives (HSRs) managers others impacted by risk (e.g. public) specialist advisors (e.g. WHS specialist) supervisors of specific areas workers. Notes Reading: Interprets and critically analyses and applies appropriate strategies to construct meaning from complex texts, in relation to determining requirements of the WHSMS and WHS plan and policy Complex texts may include: Australian and international standards (e.g. ISO 45001:2018) audit, maintenance, incident and hazard reports case study summaries codes of practice journal articles legislation relevant industry publications and reports safety data sheets (SDSs) thought leadership. 669 Work Health and Safety OvervieOwverview Level 2 Level 4 Level 3 LevelL4evel 5 Level 5 Level 6 Level 6 BSBWHS605 Develop, implement and maintain WHS management systems Unit of Competency use in the BSB Training Package Core unit Qualifications N/A N/A Skill sets N/A Elective unit Unit of Competency Interpretation Summary Foundation Skills Notes Get the work done: Uses digital tools and systems to complete routine tasks, adapting some functions to improve personal efficiency in consultation, measurement and reporting Digital tools and systems may include: commercial management software and tools databases internal applications / software internal drives intranets mobile devices and applications presentation software spreadsheets virtual meeting technology websites work health and safety information systems (WHSIS) word processing tools. Knowledge Evidence Notes Give examples of barriers to WHSMS implementation and strategies to overcome them Outline relevant Commonwealth and state or territory WHS Acts, regulations, codes of practice, standards, guidance material and other relevant publications Outline requirements for recordkeeping that address WHS, privacy and other relevant legislation Describe the structure and functions of a WHSMS Summarise WHSMS certification and auditing standards, processes and requirements Barriers to WHSMS implementation may include: external barriers (e.g. customers, political environment and economic pressures, priorities coming in from clients, regulatory authorities, supply chain pressures) internal barriers (e.g. finance, human capital factors, language, organisational culture, perceptions, technology, workforce characteristics). Codes of practice, standards and guidelines may include: Australian and international standards regulatory authority compliance codes and codes of practice Safe Work Australia resources. Requirements for recordkeeping may include: access and storage of information in system injury reporting legal regulations legislation privacy and confidentiality separation of information (e.g. medical information) time requirements. Functions of a WHSMS may include: functions of individual systems provision of formal processes to manage safety across an organisation structure systematic method of data collection on safety issues. Certification and auditing standards may include: certification against relevant standards (e.g. ISO 45001:2018) industry-specific standards. 670 Work Health and Safety OvervieOwverview Level 2 Level 4 Level 3 LevelL4evel 5 Level 5 Level 6 Level 6 BSBWHS611 Develop and implement strategies that support work-related psychological health and safety Unit of Competency use in the BSB Training Package Core unit Qualifications N/A Skill sets N/A Elective unit BSB60619 Advanced Diploma of Work Health and Safety Unit of Competency Interpretation Summary Performance Criteria Notes 1.1 Access and assess information and data relevant to creating and sustaining a psychologically healthy and safe workplace Information and data may include: external information and data (e.g. codes of practice and industry guides, regulatory authority resources, published data from specialist organisations, Safe Work Australia) internal information and data (e.g. employee assistance programs [EAP], incident reports, internal statistics such as near misses and absences). 1.3 Review complaints and incidents relating to work-related psychological health and safety, and associated psychosocial hazards Psychosocial hazards may include: aggression bullying fatigue stress violence. 2.2 Communicate work-related psychological health and safety strategies to required personnel Strategies may relate to: early intervention employee assistance programs (EAPs) preventing harm recovery support. 2.4 Identify situations where specialist support is required and access support as needed Performance Criteria Required personnel may include: duty holders health and safety representatives (HSRs) human resources managers specialist support and advisors (e.g. WHS specialist, medical personnel, counsellors) supervisors of specific areas workers. Situations where specialist support is required may include: beyond scope of workplace management people demonstrating behaviours requiring a specialist response. Notes 3.3 Apply established evaluation processes and procedures Evaluation processes may include: key performance indicators performance measures return on expectations of program surveys. 671 Work Health and Safety OvervieOwverview Level 2 Level 4 Level 3 LevelL4evel 5 Level 5 Level 6 Level 6 BSBWHS611 Develop and implement strategies that support work-related psychological health and safety Unit of Competency use in the BSB Training Package Core unit Qualifications N/A Skill sets N/A Elective unit BSB60619 Advanced Diploma of Work Health and Safety Unit of Competency Interpretation Summary Foundation Skills Notes Identifies own and others' legal rights and responsibilities relating to work-related psychological health and safety Legal rights and responsibilities may include: anti-discrimination legislation criminal legislation Fair Work Act 2009 Privacy Act 1998 state, territory and Commonwealth work health and safety (WHS) Acts and Regulations, highlighting the duties, requirements and responsibilities of PCBUs, officers, workers and others in the workplace in relation to psychosocial health and safety. 672 Work Health and Safety OvervieOwverview Level 2 Level 4 Level 3 LevelL4evel 5 Level 5 Level 6 Level 6 BSBWHS612 Develop and implement a strategy to support a positive WHS culture Unit of Competency use in the BSB Training Package Core unit Qualifications BSB60619 Advanced Diploma of Work Health and N/A Safety Skill sets N/A Elective unit Unit of Competency Interpretation Summary Performance Criteria Notes 1.1 Analyse current good practice theories, programs and policies about organisational WHS culture 1.3 Document assessment outcomes according to organisational policies and procedures 1.4 Communicate desired WHS culture to required personnel 2.2 Determine resourcing required to implement a leadership-driven WHS culture 3.4 Disseminate information and data that promote WHS culture to required personnel, according to organisational policies and procedures Analysing current good practice theories, programs and policies may relate to: barriers benefits limitations research. Assessments may include relate to: audits communication of assessment outcomes culture surveys gap analysis. Required personnel may include: duty holders health and safety representatives (HSRs) human resources managers specialist support and advisors (e.g. WHS specialist, medical personnel, counsellors) supervisors of specific areas workers. Resourcing may relate to: financials human capital materials physical resources skills. Disseminating information and data that promote WHS culture may include: formal and informal communications policies internal applications focus groups meetings or toolbox talks presentations roadshows various media. Information and data may include: codes of practice and compliance codes industry guides published data from bodies (e.g. Beyond Blue, mental health training organisations) regulatory authorities Safe Work Australia resources. 673 Work Health and Safety OvervieOwverview Level 2 Level 4 Level 3 LevelL4evel 5 Level 5 Level 6 Level 6 BSBWHS612 Develop and implement a strategy to support a positive WHS culture Unit of Competency use in the BSB Training Package Core unit Qualifications BSB60619 Advanced Diploma of Work Health and N/A Safety Skill sets N/A Elective unit Unit of Competency Interpretation Summary Performance Criteria Notes 4.2 Seek feedback on implemented strategy from internal stakeholders, and external stakeholders as required Seeking feedback may include: consultation emails focus groups meetings surveys. 4.3 Apply established evaluation processes and procedures Knowledge Evidence Stakeholders may include: supervisors team members witnesses work health and safety (WHS) managers. Evaluation processes and procedures may include: key performance indicators (KPIs) performance measures return on expectations of program surveys. Notes Legislative requirements relating to WHS culture, including privacy and confidentiality considerations of WHS records and information Legislative requirements relating to WHS culture may include: anti-discrimination Equal Employment Opportunity (Commonwealth Authorities) Act 1987 state, territory and Commonwealth WHS Acts, Regulations and compliance codes, as they relate to duty holders. Key features of good-practice strategies for creating a positive WHS culture Good-practice strategies for creating a positive WHS culture may relate to: inclusion comprehensive research industry and regulatory authority guidelines, codes of practice and compliance codes. Communication and consultation processes relating to creating a positive WHS culture and strategy implementation Communication and consultation processes may be: focused inclusive promotional receptive to feedback responsible. 674 Work Health and Safety OvervieOwverview Level 2 Level 4 Level 3 LevelL4evel 5 Level 5 Level 6 Level 6 BSBWHS613 Evaluate the WHS performance of an organisation Unit of Competency use in the BSB Training Package Core unit Qualifications BSB60619 Advanced Diploma of Work Health and N/A Safety Skill sets N/A Elective unit Unit of Competency Interpretation Summary Performance Criteria Notes 1.1 Identify workplace hazard identification activities and compare them with organisational WHS policies and procedures Workplace hazard identification activities may relate to: consultation communication and understanding of duty holders responsibilities determining what may be `reasonably practicable' inspections safe work design training and development 1.4 Identify organisational factors that impact on hazard identification 1.5 Review outcomes of examinations with specialist personnel, as required 4.1 Identify industry benchmarks and required legislation Organisational WHS policies and procedures may relate to: communication policies (e.g. ensuring all workers understand work health and safety [WHS] responsibilities, communicating across multiple languages) industry codes of practice and compliance codes (e.g. manual handling) notifiable incidents (e.g. injuries, illnesses) record-keeping reporting and escalation state, territory and Commonwealth WHS Acts, Regulations and compliance codes. Organisational factors that impact on hazard identification may include: authority geographical spread of sites nature of hazards and level of risk other management systems requiring interface or integration with management of WHS reporting, supervision and workforce structure workplace culture, including industrial relations and safety culture work design. Specialist personnel may include: government authorities (e.g. The Department of Health) manufacturers professional associations (e.g. Australian Institute of Health & Safety [AIHS], Human Factors and Ergonomics Society of Australia [HFESA], The Australian Institute of Occupational Hygienists [AOIH], Australian and New Zealand Society of Occupational Medicine [ANZOM]) suppliers regulatory authorities WHS consultants or specialists. Legislation may include: state, territory and Commonwealth WHS Acts, Regulations and compliance codes. 675 Work Health and Safety OvervieOwverview Level 2 Level 4 Level 3 LevelL4evel 5 Level 5 Level 6 Level 6 BSBWHS613 Evaluate the WHS performance of an organisation Unit of Competency use in the BSB Training Package Core unit Qualifications BSB60619 Advanced Diploma of Work Health and N/A Safety Skill sets N/A Elective unit Unit of Competency Interpretation Summary Performance Criteria Notes 4.5 Document outcomes of compliance assessment and report to required personnel Required personnel may include: customers and clients contractors and subcontractors duty holders health and safety committees PCBUs WHS inspectors workers. Foundation Skills Notes Reading: Interprets, analyses and evaluates complex organisational texts in relation to WHS policies, procedures, systems, and management arrangements Complex organisational texts may include: audit, maintenance, incident and hazard reports benchmarks organisational policies and procedures safety data sheets (SDSs). Get the work done: Uses a range of digitally-based technology and applications to access and filter data, and to extract, organise, integrate and share relevant information Digitally-based technology may include: commercial software and tools (e.g. bowtie analysis software, risk assessment tools) data visualisation and cleansing software databases internal applications and software internal drives spreadsheets websites work health and safety information systems (WHSIS) word processing tools. Assessment Conditions Notes Relevant Acts, regulations, codes of practice, standards and guidance materials Standards and guidance materials may include: Australian and international standards industry-specific standards Safe Work Australia resources. 676 Work Health and Safety OvervieOwverview Level 2 Level 4 Level 3 LevelL4evel 5 Level 5 Level 6 Level 6 BSBWHS614 Conduct a WHS audit under the guidance of a lead auditor Unit of Competency use in the BSB Training Package Core unit Qualifications BSB60619 Advanced Diploma of Work Health and N/A Safety Skill sets N/A Elective unit Unit of Competency Interpretation Summary Performance Criteria Notes 1.2 Identify and obtain relevant documentation about operation of organisation Relevant documentation may include: codes of practice and compliance codes guidance material industry standards organisational documents state, territory and Commonwealth based WHS legislation. 1.3 Identify and arrange resources required to conduct audit under lead auditor's guidance Resourcing may relate to: financials human capital materials physical resources skills. 1.6 Submit draft audit plan to required personnel for consultation and feedback Required personnel may include: contractors and subcontractors customers or clients health and safety committee health and safety representatives (HSRs) PCBUs senior management workers. 2.2 Identify range of available WHS audit tools and assess their Audit tools may include: suitability for intended purpose and work area commercial audit tools organisation-specific audit tools. Foundation Skills Notes Reading: Identifies, interprets and analyses legislative and organisational texts relevant to WHS audit requirements Legislative texts may include: state, territory and Commonwealth based WHS Acts, Regulations and compliance codes. Organisational texts may include: audit, maintenance, incident and hazard reports and logs benchmarks complaints interviews with duty holders and workplace personnel organisational policies, procedures and operational documentation safety data sheets (SDSs) training and development materials and evidence workers' compensation claims. 677 Work Health and Safety OvervieOwverview Level 2 Level 4 Level 3 LevelL4evel 5 Level 5 Level 6 Level 6 BSBWHS614 Conduct a WHS audit under the guidance of a lead auditor Unit of Competency use in the BSB Training Package Core unit Qualifications BSB60619 Advanced Diploma of Work Health and N/A Safety Skill sets N/A Elective unit Unit of Competency Interpretation Summary Foundation Skills Notes Get the work done: Uses digital systems and tools to access, record, organise, analyse and display information Knowledge Evidence Digital systems and tools may include: commercial software and tools data visualisation and cleansing software databases internal applications / software internal drives Spreadsheets virtual meeting technology websites work health and safety information systems (WHSIS) word processing tools. Notes Internal and external sources of WHS information and data, and procedures for accessing them Sources of WHS information and data may include: external sources (e.g. Australian Bureau of Statistics [ABS], industry networks and bodies, state, territory or Commonwealth regulators, Safe Work Australia, unions, WHS specialists) internal sources (e.g. those listed under organisational texts). 678 Work Health and Safety OvervieOwverview Level 2 Level 4 Level 3 LevelL4evel 5 Level 5 Level 6 Level 6 BSBWHS616 Apply safe design principles to control WHS risks Unit of Competency use in the BSB Training Package Core unit Qualifications BSB60619 Advanced Diploma of Work Health and N/A Safety Skill sets N/A Elective unit Unit of Competency Interpretation Summary Performance Criteria Notes 1.3 Advise on methods and tools that can support WHS hazard identification and WHS risk assessment throughout a product's life cycle Methods and tools that can support WHS hazard identification may include: job hazard analysis (JHAs) job safety analysis (JSAs) Safe Work Method Statements (SWMS) site walks. 3.2 Facilitate involvement of technical experts as required according to organisational processes and procedures Foundation Skills Product life cycle may include: Design dismantling disposal manufacturing transport, supply and installation use, maintenance and servicing. Technical experts may include: design and trades professionals (e.g. architects, builders, surveyors) engineers government authorities (e.g. The Department of Health) legal practitioners manufacturers professional associations (e.g. Australian Institute of Health & Safety [AIHS], Human Factors and Ergonomics Society of Australia [HFESA], The Australian Institute of Occupational Hygienists [AOIH], Australian and New Zealand Society of Occupational Medicine [ANZOM]) suppliers regulatory authorities WHS consultants or specialists. Notes Reading: Identifies, interprets and analyses legislative and organisational texts relevant to safe design Legislative texts may include: state, territory and Commonwealth based WHS Acts, Regulations and compliance codes. Organisational texts may include: audit, maintenance, incident and hazard reports and logs benchmarks complaints interviews with duty holders and workplace personnel organisational policies, procedures and operational documentation safety data sheets (SDSs) training and development materials and evidence. 679 Work Health and Safety OvervieOwverview Level 2 Level 4 Level 3 LevelL4evel 5 Level 5 Level 6 Level 6 BSBWHS616 Apply safe design principles to control WHS risks Unit of Competency use in the BSB Training Package Core unit Qualifications BSB60619 Advanced Diploma of Work Health and N/A Safety Skill sets N/A Elective unit Unit of Competency Interpretation Summary Foundation Skills Notes Get the work done: Uses digital systems and tools to access, record, organise, analyse, display and share information Knowledge Evidence Digital systems and tools may include: commercial software and tools data visualisation and cleansing software databases internal applications / software internal drives spreadsheets virtual meeting technology websites work health and safety information systems (WHSIS) word processing tools. Notes Internal and external sources of WHS information and data, and procedures for accessing them Sources of WHS information and data may include: external sources (e.g. Australian Bureau of Statistics [ABS], industry networks and bodies, state, territory or Commonwealth regulators, Safe Work Australia, unions, WHS specialists) internal sources (e.g. design briefs, contracts, risk registers). 680 Work Health and Safety OvervieOwverview Level 2 Level 4 Level 3 LevelL4evel 5 Level 5 Level 6 Level 6 BSBWHS617 Apply ergonomics to manage WHS risks Unit of Competency use in the BSB Training Package Core unit Qualifications BSB60619 Advanced Diploma of Work Health and N/A Safety Skill sets N/A Elective unit Unit of Competency Interpretation Summary Performance Criteria Notes 1.1 Identify and evaluate relevant WHS laws, organisational policies and procedures relating to ergonomics WHS laws may include: state, territory and Commonwealth based WHS Acts, Regulations and compliance codes. Organisational policies and procedures relating to ergonomics may relate to: audit, maintenance, incident and hazard reports and logs benchmarks complaints interviews with duty holders and workplace personnel physical and psychosocial work environments plant, equipment and tools, including their specification and acquisition training and development materials and evidence recordkeeping reporting shift work and general work rosters WHS management systems workplace communications systems and processes work and workplace systems workstations and work areas. 4.4 Seek advice, support and input from specialists as required according to organisational policies and procedures Specialists may include: designers engineers: design, acoustic, safety and mechanical health professionals manufacturers and suppliers of workplace goods and services professional ergonomists. Foundation Skills Notes Get the work done: Uses digital systems and tools to access, record, organise, analyse and display information Digital systems and tools may include: commercial software and tools data visualisation and cleansing software databases internal applications / software internal drives spreadsheets virtual meeting technology websites work health and safety information systems (WHSIS) word processing tools. 681 Work Health and Safety OvervieOwverview Level 2 Level 4 Level 3 LevelL4evel 5 Level 5 Level 6 Level 6 BSBWHS631 Apply occupational hygiene principles to manage WHS risks Unit of Competency use in the BSB Training Package Core unit Qualifications BSB60619 Advanced Diploma of Work Health and N/A Safety Skill sets N/A Elective unit Unit of Competency Interpretation Summary Performance Criteria Notes 1.1 Identify and evaluate relevant WHS laws, organisational policies and procedures relating to occupational hygiene WHS laws may include: state, territory and Commonwealth based WHS Acts, Regulations and compliance codes. Organisational policies and procedures relating to occupational hygiene may relate to: audit, maintenance, incident and hazard reports and logs benchmarks complaints consultation with duty holders and workplace personnel hazard identification physical and psychosocial work environments training and development materials and evidence recordkeeping reporting risk controls workplace communications systems and processes workstations and work areas. 1.2 Use workplace WHS information to identify exposure to WHS hazards that could give rise to worker ill health WHS hazards may include: biological (e.g. infectious diseases) chemical environmental (including those that may impact relevant communities) electrical physical (e.g. noise, injury, violence, hazardous manual tasks) Plant or equipment psychological. 1.5 Identify and document situations where WHS specialists and other advisers may be required according to organisational policies and procedures WHS specialists and other advisers may include: engineers medical professionals government authorities (e.g. The Department of Health) manufacturers professional associations (e.g. Australian Institute of Health & Safety [AIHS], Human Factors and Ergonomics Society of Australia [HFESA], The Australian Institute of Occupational Hygienists [AOIH], Australian and New Zealand Society of Occupational Medicine [ANZOM]) suppliers regulatory authorities toxicologists. 2.4 Report results of risk assessments, interpretations and recommendations to required personnel Required personnel may include: contractors and subcontractors duty holders senior management unions. 682 Work Health and Safety OvervieOwverview Level 2 Level 4 Level 3 LevelL4evel 5 Level 5 Level 6 Level 6 BSBWHS631 Apply occupational hygiene principles to manage WHS risks Unit of Competency use in the BSB Training Package Core unit Qualifications N/A Skill sets N/A Elective unit BSB60619 Advanced Diploma of Work Health and Safety Unit of Competency Interpretation Summary Foundation Skills Notes Get the work done: Uses digital systems and tools to access, record, organise, analyse and display information Knowledge Evidence Digital systems and tools may include: commercial software and tools data visualisation and cleansing software databases internal applications / software internal drives spreadsheets virtual meeting technology websites work health and safety information systems (WHSIS) word processing tools. Notes Common risk controls for a range of environmental hazards and associated occupational hygiene risks, their effectiveness and their limitations Common risk controls may include: administrative risk controls personal protective equipment (PPE) (e.g. hearing protection to reduce noise stress from loud noises) risk elimination (e.g. removing excessive work demands) risk minimisation (e.g. increased support during forecasted peak periods). 683 Written communication Overview 685 BSBWRT311 Write simple documents 686 BSBWRT411 Write complex documents 688 684 Overview Level 3 Written Communication Unit Sector Overview The Written Communication (WRT) unit sector incorporates units of competency aimed at supporting individuals to develop necessary written communication skills applicable across industries and various job roles. Written communication, an essential skill in many workplace environments, is often formal (e.g. a memo, report, letter), though sometimes may be less formal (e.g. email or instant messenger). Each type of written communication requires understanding of appropriate style and context. Written Communication Level 4 Glossary of common terminology Organisational policies Organisational procedures Style guides Word processing Organisational policies represent an overarching course of action adopted by an organisation. Organisational procedures relate to any established series of actions expected to be conducted in a certain order or manner. Style guides refer to standards to ensure consistency in style and format for the design of organisational material, such as documents, emails and websites. Word processing refers to the creation and manipulation of text on a computer or word processor. Software and tools used for this may be a part of an organisation's internal system, as well as online collaborative word processing tools. Written Communication Unit of Competency guidance For further information regarding detailed interpretation of the units of competency in the `Written Communication' unit stream, please refer to the interpretation guidance provided on pages 676 - 680. Content for each unit reflects those items identified in consultation that would benefit from guidance. Not all requirements of a unit of competency are addressed by this Manual. The information in this Guide is offered as supplementary interpretation guidance relating to the BSB Business Services Training Package Version 7. The interpretations and advice in this Guide are not enforceable and serve as guidance only. ASQA, VRQA and TAC are the sector regulators responsible for determining matters of compliance in relation to training providers. 685 Overview WWrriitttteennCcommunication Level 3 Level 4 BSBWRT311 Write simple documents Unit of Competency use in the BSB Training Package Core unit Qualifications N/A Skill sets N/A Elective unit BSB30120 Certificate III in Business BSB30320 Certificate III in Legal Services BSB30719 Certificate III in Work Health and Safety BSB40720 Certificate IV in Library and Information Services Unit of Competency Interpretation Summary Performance Criteria Notes 1.1 Determine audience, purpose and requirements for document according to organisation policies and procedures Requirements may relate to: organisational and industry codes of conduct (e.g. how to represent the organisation in written communication) different forms and formatting organisational style guides and templates policies and procedures. 1.2 Determine required format, style and structure for document Foundation Skills Organisation policies and procedures may include: style guides templates. Format, style and structure may relate to: communication policies organisation style guides templates. Notes Reading: Interprets a variety of text to determine and confirm task requirements Texts may include: digital communication forums (e.g. chat platforms) emails letters meeting minutes organisational procedures work instructions. Self-management: Follows accepted communication practices and protocols when seeking information from others Communication practices and protocols may include: accepting feedback active listening allowing for diverse expression of opinion. 686 Overview WWrriitttteennCcommunication Level 3 Level 4 BSBWRT311 Write simple documents Unit of Competency use in the BSB Training Package Core unit Qualifications N/A Skill sets N/A Elective unit BSB30120 Certificate III in Business BSB30320 Certificate III in Legal Services BSB30719 Certificate III in Work Health and Safety BSB40720 Certificate IV in Library and Information Services Unit of Competency Interpretation Summary Foundation Skills Notes Technology: Uses the main features and functions of digital tools to complete work tasks Main features and functions may include: editing formatting grammar and spell checks help menus and functions meeting invitations participating in online forums recording information referencing. Digital tools may include: email services forums presentation tools (e.g PowerPoint, Adobe Spark) screencasting and recording tools virtual meeting technology word processing tools. Assessment Conditions Main features and functions of digital tools may depend on the tool being used. Notes Office equipment and resources to assist in the production of documents Examples of documents to review Equipment and resources may include: computers internet access paper and pens software. Documents may include: emails letters meeting minutes organisational procedures work instructions. 687 Overview WWrriitttteennCcommunication Level 3 Level 4 BSBWRT411 Write complex documents Unit of Competency use in the BSB Training Package Core unit Elective unit Qualifications BSB40120 Certificate IV in Business BSB40820 Certificate IV in Marketing and Communication BSB50720 Diploma of Paralegal Services BSB40420 Certificate IV in Human Resource Management BSB40520 Certificate IV in Leadership and Management BSB40620 Certificate IV in Legal Services BSB41419 Certificate IV in Work Health and Safety BSB50520 Diploma of Library and Information Services Skill sets BSBSS00107 Marketing and Communication Foundations Skill Set Unit of Competency Interpretation Summary Performance Criteria Notes 1.1 Determine audience, purpose and requirements of document according to organisation policies and procedures Requirements may relate to: organisational and industry codes of conduct (e.g. how to represent the organisation in written communication) different forms and formatting organisational style guides and templates policies and procedures. 1.2 Determine required format, style and structure for document 2.2 Develop draft document to communicate data, information and knowledge according to organisational policies and procedures 3.3 Confirm draft text is approved by relevant organisation personnel 3.5 Apply basic design elements for document appropriate to audience and purpose Organisation policies and procedures may include: style guides templates. Format, style and structure may relate to: communication and referencing policies organisation style guides templates. Organisational policies and procedures may include: style guides templates. Relevant organisation personnel may include: colleagues managers supervisors. Basic design elements may include: instructional design principles outlined in organisational style guide and templates. 688 Overview WWrriitttteennCcommunication Level 3 Level 4 BSBWRT411 Write complex documents Unit of Competency use in the BSB Training Package Core unit Elective unit Qualifications BSB40120 Certificate IV in Business BSB40820 Certificate IV in Marketing and Communication BSB50720 Diploma of Paralegal Services BSB40420 Certificate IV in Human Resource Management BSB40520 Certificate IV in Leadership and Management BSB40620 Certificate IV in Legal Services BSB41419 Certificate IV in Work Health and Safety BSB50520 Diploma of Library and Information Services Skill sets BSBSS00107 Marketing and Communication Foundations Skill Set Unit of Competency Interpretation Summary Foundation Skills Notes Reading: Interprets a variety of text to determine and confirm task requirements Texts may include: action items briefings emails letters meeting minutes messages online resources organisational procedures reports work instructions. Self-management: Follows accepted communication practices and protocols when seeking information or feedback from others Communication practices may include: adopting best practice according to organisational requirements planning preparing drafts. Technology: Uses the main features and functions of digital tools to complete work tasks Communication protocols may relate to: confidentiality naming conventions for draft approvals privacy version control. Main features and functions may include: editing features formatting functions grammar and spell checks help menus and functions meeting invitations recording information referencing. Digital tools may include: presentation tools (e.g PowerPoint, Adobe Spark) screencasting and recording tools word processing tools. Main features and functions of digital tools may differ depending on the tool being used. 689 Overview WWrriitttteennCcommunication Level 3 Level 4 BSBWRT411 Write complex documents Unit of Competency use in the BSB Training Package Core unit Elective unit Qualifications BSB40120 Certificate IV in Business BSB40820 Certificate IV in Marketing and Communication BSB50720 Diploma of Paralegal Services BSB40420 Certificate IV in Human Resource Management BSB40520 Certificate IV in Leadership and Management BSB40620 Certificate IV in Legal Services BSB41419 Certificate IV in Work Health and Safety BSB50520 Diploma of Library and Information Services Skill sets BSBSS00107 Marketing and Communication Foundations Skill Set Unit of Competency Interpretation Summary Performance Evidence Notes Review and analyse a range of information sources Knowledge Evidence Information sources may include: data and statistics online sources. Notes Key features of word processing software Key features of written communication methods, including: general emails procedures business letters meeting agendas Assessment Conditions Key features may relate to: creation of templates development of online content style guides graphics and tables links to other documents (e.g live google documents) report writing. Key features may include: introduction body conclusion sentence structure subject line. Notes Office equipment and resources Office equipment and resources may include: computers internet access paper and pens software. 690 Cross-Sector Overview 693 BSBXBD401 Capture and store big data 695 BSBXBD402 Test big data samples 696 BSBXBD403 Analyse big data 697 BSBXBD404 Use big data for operational decision making 699 BSBXBD405 Develop procedures for managing big data 700 BSBXBD406 Present big data insights 701 BSBXBD407 Protect big data integrity 702 BSBXBD408 Implement and review procedures for managing big data 703 BSBXBD501 Develop big data strategy 704 BSBXCM301 Engage in workplace communication 705 BSBXCM401 Apply communication strategies in the workplace 706 BSBXCM501 Lead communication in the workplace 708 BSBXTW301 Work in a team 710 BSBXTW401 Lead and facilitate a team 711 BSBXCS301 Protect own personal online profile from cyber security threats 713 BSBXCS302 Identify and report online security threats 714 BSBXCS303 Securely manage personally identifiable information and workplace information 715 BSBXCS401 Maintain security of digital devices 716 BSBXCS402 Promote workplace cyber security awareness and practices 717 BSBXCS403 Contribute to cyber security threat assessments 718 BSBXCS404 Contribute to cyber security risk management 719 BSBXCS405 Contribute to cyber security incident responses 720 BSBXDB301 Respond to the service needs of customers and clients with disability 721 Develop and implement recruitment processes that are inclusive of people with BSBXDB401 724 disability 691 Cross-Sector BSBXDB501 Support staff members with disability in the workplace 726 BSBXDB502 Adapt organisations to enhance accessibility for people with disability 727 BSBWHS332X Apply infection prevention and control procedures to own work activities 729 692 Overview XBD XCM XTW XCS XDB Cross-Sector Units of Competency Overview Many of the skills most valued by industry cut across multiple sectors of Australia's economy. However, training package components are not always developed in a way that recognises the importance of skills in multiple sectors or encourages training products to be used to their full potential in various industry contexts. The Australian Industry and Skills Committee (AISC) has identified several cross sector skills areas where opportunities exist to create flexible and transferable training package components that will benefit industry, learners and the broader VET sector. These cross sector skills are at the forefront of growth and innovation in Australia. The intention of the cross sector training products is for industries and training package developers to import these units of competency into industry relevant qualifications in a manner that suits the job roles in those industries. Consequently, these units have been written in a way that allows for contextualisation to different industries. Cross-Sector WHSX Overview of Cross-Sector unit sectors Big data (XBD) Big data is becoming more abundant within organisations. Due to the broad reaching nature of big data in an increasingly digital world, there is a long list of industries which could potentially benefit from improved big data related training products. Cyber security (XCS) Cyber security is an increasingly important issue that affects all industries and organisations, large and small. Currently there are very limited training options available in VET for those not in specialist IT roles to improve their skills in supporting a cyber secure workforce. Teamwork and communication (XTW, XCM) The teamwork and communication cross sector skills stemmed from an initial analysis that found there were large numbers of units of competency across all training packages covering these topics. It was identified that it would be beneficial for these skills to be consolidated into common units to enable learners to develop skills that easily transferable across industries. Inclusion of people with disability (XDB) The cross sector units in this space focus on upskilling individuals who engage with people with disability in workplaces and education settings, so as to facilitate enhanced inclusion of people with disability. Infection prevention and control (WHSX) The development of this unit was instigated by the COVID-19 pandemic and recovery phase; however, has been developed as a new unit of competency to be applicable across a variety of roles and sectors and is designed to address infection prevention and control generally, not specific to one pandemic. The unit addresses skills and knowledge required to apply infection prevention and control procedures to own work activities, to ensure a safe return to work. 693 Cross-Sector Overview XBD XCM XTW XCS XDB WHSX Cross-Sector Unit of Competency guidance For further information regarding units of competency relevant to the Cross-Sector please refer to the detailed interpretation guidance on pages 685 - 719. Content for each unit reflects those items identified in consultation that would benefit from guidance. Not all requirements of a unit of competency are addressed by this Manual. The information in this Guide is offered as supplementary interpretation guidance relating to the BSB Business Services Training Package Version 7. The interpretations and advice in this Guide are not enforceable and serve as guidance only. ASQA, VRQA and TAC are the sector regulators responsible for determining matters of compliance in relation to training providers. 694 Overview XBD XCM XTW XCS XDB BSBXBD401 Capture and store big data Cross-Sector WHSX Unit of Competency use in the BSB Training Package Core unit Qualifications N/A Skill sets BSBSS00091 Capture and Present Big Data Skill Set Elective unit BSB40120 Certificate IV in Business Unit of Competency Interpretation Summary Performance Criteria Notes 1.4 Identify data storage and archive requirements 2.3 Obtain big data from identified sources according to legislative requirements and organisational policies and procedures Data storage and archive requirements may relate to: data size security storage location storage time. Legislative requirements may include: Do Not Call Register Act 2006 industry-specific data protection legislation Privacy Act 1988 Spam Act 2003 state-based data protection legislation (e.g. Information Privacy Act [ACT], Personal Information and Protection Act 2004 [TAS]) 2.4 Apply big data cleansing methodologies Knowledge Evidence Organisational policies and procedures may relate to: Australian Privacy Principles privacy and confidentiality work health and safety (WHS) Big data cleansing methodologies may include removal of: blank or incorrectly formatted data duplicates irrelevant observations unwanted data. Notes Data capture techniques to produce analytic ready data and datasets Data capture techniques may include: action research classification experiments interviews participant observation physical traces analysis semiotics surveys statistical data analysis statistical surveys. 695 Overview XBD XCM XTW XCS XDB BSBXBD402 Test big data samples Cross-Sector WHSX Unit of Competency use in the BSB Training Package Core unit Qualifications N/A Skill sets BSBSS00091 Capture and Present Big Data Skill Set Elective unit BSB40120 Certificate IV in Business Unit of Competency Interpretation Summary Performance Criteria Notes 2.3 Consult with required personnel to clarify and resolve identified anomalies 3.4 Generate and store results of validation activity and associated supporting evidence according to organisational policies and procedures, and legislative requirements Relevant personnel may include: clients colleagues data suppliers management supervisor product suppliers and contractors. Organisational policies and procedures may relate to: Australian Privacy Principles privacy and confidentiality work health and safety (WHS) Foundation Skills Legislative requirements may include: Do Not Call Register Act 2006 industry-specific data protection legislation Privacy Act 1988 Spam Act 2003 state-based data protection legislation (e.g. Information Privacy Act [ACT], Personal Information and Protection Act 2004 [TAS]) Notes Uses appropriate technology platforms and query languages and scripts to test big data Technology platforms may include: Cloudera Collibra Datameer. MapR Microsoft Azure MongoDB Oracle Qualtrics Sisense Tableau. 696 Overview XBD XCM XTW XCS XDB BSBXBD403 Analyse big data Cross-Sector WHSX Unit of Competency use in the BSB Training Package Core unit Qualifications N/A Skill sets BSBSS00091 Capture and Present Big Data Skill Set Elective unit BSB40120 Certificate IV in Business BSB40320 Certificate IV in Entrepreneurship and New Business BSB40420 Certificate IV in Human Resource Management BSB40520 Certificate IV in Leadership and Management BSB40820 Certificate IV in Marketing and Communication Unit of Competency Interpretation Summary Performance Criteria Notes 1.1 Determine organisational requirements for big data analysis Organisational requirements may relate to: customer confidence customer demographics data knowledge and management response times scalability security website traffic. 1.2 Identify internal and external sources of big data to be analysed according to organisational policies and procedures and legislative requirements Organisational policies and procedures may relate to: Australian Privacy Principles privacy and confidentiality work health and safety (WHS) 2.3 Analyse big data and derive insights into trends using required tools and dashboards Legislative requirements may include: Do Not Call Register Act 2006 industry-specific data protection legislation Privacy Act 1988 Spam Act 2003 state-based data protection legislation (e.g. Information Privacy Act [ACT], Personal Information and Protection Act 2004 [TAS]) Required tools may include: Alteryx Cloudera Collibra Datameer. MapR Microsoft Azure MongoDB Oracle Qualtrics Sisense Tableau. 697 Overview XBD XCM XTW XCS XDB BSBXBD403 Analyse big data Cross-Sector WHSX Unit of Competency use in the BSB Training Package Core unit Qualifications N/A Skill sets BSBSS00091 Capture and Present Big Data Skill Set Elective unit BSB40120 Certificate IV in Business BSB40320 Certificate IV in Entrepreneurship and New Business BSB40420 Certificate IV in Human Resource Management BSB40520 Certificate IV in Leadership and Management BSB40820 Certificate IV in Marketing and Communication Unit of Competency Interpretation Summary Foundation Skills Notes Uses appropriate technology platforms to analyse big data Technology platforms may include: Alteryx Cloudera Collibra Datameer. MapR Microsoft Azure MongoDB Oracle Qualtrics Sisense Tableau. 698 Overview Cross-Sector XBD XCM XTW XCS XDB WHSX BSBXBD404 Use big data for operational decision making Unit of Competency use in the BSB Training Package Core unit Qualifications N/A Skill sets N/A Elective unit BSB40120 Certificate IV in Business BSB40520 Certificate IV in Leadership and Management Unit of Competency Interpretation Summary Performance Criteria Notes 2.1 Access required big data sources and summaries according Organisational policies and procedures may relate to: to organisational policies and procedures and legislative Australian Privacy Principles requirements privacy and confidentiality work health and safety (WHS) 3.2 Seek input and integrate feedback from required stakeholders according to organisational policies and procedures Foundation Skills Legislative requirements may include: Do Not Call Register Act 2006 industry-specific data protection legislation Privacy Act 1988 Spam Act 2003 state-based data protection legislation (e.g. Information Privacy Act [ACT], Personal Information and Protection Act 2004 [TAS]) Required stakeholders may include: clients colleagues data suppliers management supervisor product suppliers and contractors. Notes Technology: Uses appropriate technology platforms when using Technology platforms may include: big data Alteryx Cloudera Collibra Datameer. MapR Microsoft Azure MongoDB Oracle Qualtrics Sisense Tableau. Knowledge Evidence Notes Key programming protocols and techniques required to use big data for operational decision making techniques may relate to: descriptive inquisitive predictive prescriptive pre-emptive. 699 Overview Cross-Sector XBD XCM XTW XCS XDB WHSX BSBXBD405 Develop procedures for managing big data Unit of Competency use in the BSB Training Package Core unit Qualifications N/A Skill sets BSBSS00092 Manage Big Data Skill Set Elective unit BSB40120 Certificate IV in Business Unit of Competency Interpretation Summary Performance Criteria Notes 3.2 Engage required stakeholders to test draft big data procedures 4.4 Store procedures according to established document management protocols Foundation Skills Required stakeholders may include: clients colleagues data suppliers management supervisor product suppliers and contractors. Document management protocols may relate to: Australian Privacy Principles privacy and confidentiality work health and safety (WHS) Notes Uses appropriate technology platforms to develop procedures for managing big data Knowledge Evidence Technology platforms may include: Alteryx Cloudera Collibra Datameer. MapR Microsoft Azure MongoDB Oracle Qualtrics Sisense Tableau. Notes Legislative requirements relating to managing big data, including data protection and privacy laws and regulations Protocols for database management, including open-source database management systems designed to handle big data Legislative requirements may include: Do Not Call Register Act 2006 industry-specific data protection legislation Privacy Act 1988 Spam Act 2003 state-based data protection legislation (e.g. Information Privacy Act [ACT], Personal Information and Protection Act 2004 [TAS]) Protocols for database management may relate to: calibration and maintenance choice of site choice of instrumentation data storage proficiency of staff processes retrieval and analysis systems. 700 Overview XBD XCM XTW XCS XDB BSBXBD406 Present big data insights Cross-Sector WHSX Unit of Competency use in the BSB Training Package Core unit Qualifications N/A Skill sets BSBSS00091 Capture and Present Big Data Skill Set Elective unit BSB40120 Certificate IV in Business Unit of Competency Interpretation Summary Performance Criteria Notes 3.1 Present big data to required stakeholders in a format that meets business needs Foundation Skills Relevant stakeholders may include: clients colleagues data suppliers management supervisor. Notes Technology: Uses appropriate technology platforms to present big data Technology platforms may include: Alteryx Cloudera Collibra Datameer MapR Microsoft Azure MongoDB Oracle Qualtrics Sisense Tableau. Knowledge Evidence Notes Structured, semi-structured and unstructured big data visualisation tools and techniques In-house and external sources of big data Big data visualisation tools may include: Canvas D3 Datawrapper Fusion chart Google Chart Highcharts Microsoft Power BI Oracle Visual Analyzer Qlikview Tableau. Sources of big data may include: Machine data Social data Transactional data 701 Overview XBD XCM XTW XCS XDB BSBXBD407 Protect big data integrity Cross-Sector WHSX Unit of Competency use in the BSB Training Package Core unit Qualifications N/A Skill sets BSBSS00092 Manage Big Data Skill Set Elective unit BSB40120 Certificate IV in Business Unit of Competency Interpretation Summary Performance Criteria Notes 1.2 Review workplace governance arrangements in place for protecting the integrity of big data Workplace governance arrangements may relate to: Australian Privacy Principles privacy and confidentiality work health and safety (WHS) 3.4 Confirm that data protection practices comply with required standards Required standards may include: Do Not Call Register Act 2006 industry-specific data protection legislation Privacy Act 1988 Spam Act 2003 state-based data protection legislation (e.g. Information Privacy Act [ACT], Personal Information and Protection Act 2004 [TAS]) 4.3 Consult with required internal and external stakeholders and communicate breach efficiently Internal and external stakeholders may include: clients colleagues data suppliers management product suppliers and contractors. supervisor. Foundation Skills Notes Technology: Uses appropriate technology platforms to protect the integrity of big data Knowledge Evidence Technology platforms may relate to encryption technology. Notes Legislative requirements and standards relating to protecting the integrity of big data, including data protection and privacy laws and regulations Infrastructure security, integrity and reactive security as they relate to protecting the integrity of big data Legislative requirements may include: Do Not Call Register Act 2006 industry-specific data protection legislation Privacy Act 1988 Spam Act 2003 state-based data protection legislation (e.g. Information Privacy Act [ACT], Personal Information and Protection Act 2004 [TAS]) Security may relate to: Encrypted Data-Centric Security Endpoint Input Validation and Filtering Granular Access Control Granular Audits Mandatory Access Control Secure Storage and Transaction Logging. 702 Cross-Sector Overview XBD XCM XTW XCS XDB WHSX BSBXBD408 Implement and review procedures for managing big data Unit of Competency use in the BSB Training Package Core unit Qualifications N/A Skill sets BSBSS00092 Manage Big Data Skill Set Elective unit BSB40120 Certificate IV in Business Unit of Competency Interpretation Summary Performance Criteria Notes 2.1 Communicate procedures to relevant stakeholders 2.2 Carry out change management initiatives to encourage adoption of procedures Knowledge Evidence Relevant stakeholders may include: clients colleagues data suppliers management product suppliers and contractors. supervisor. Change management may relate to: developmental change implementing strategies and methods for effecting change systematic approaches transformational change. transitional change. Notes Techniques for stakeholder management Assessment Conditions Techniques for stakeholder management may relate to: announcements non-verbal communication (e.g. digital technologies and cloud-based communication, emails) surveys verbal communication (e.g. face-to-face communication, meetings, telephone calls). Notes Information and data sources to inform implementation and review of procedures for managing big data Sources of big data may include: Machine data Social data Transactional data 703 Overview XBD XCM XTW XCS XDB BSBXBD501 Develop big data strategy Cross-Sector WHSX Unit of Competency use in the BSB Training Package Core unit Qualifications N/A Skill sets N/A Elective unit BSB50120 Diploma of Business BSB50420 Diploma of Leadership and Management Unit of Competency Interpretation Summary Performance Criteria Notes 3.1 Scope big data strategy based on relevant policy issues and new and emerging technologies and platforms New and emerging technologies and platforms Alteryx Cloudera Collibra Datameer MapR Microsoft Azure MongoDB Oracle Qualtrics Sisense Tableau. 3.2 Draft big data strategy and its governance requirements in line with organisational requirements Organisational requirements may relate to: Australian Privacy Principles privacy and confidentiality work health and safety (WHS) 3.4 Finalise draft strategy and distribute to required personnel Relevant personnel may include: clients colleagues data suppliers management product suppliers and contractors. supervisor. Knowledge Evidence Notes Legislative requirements relating to big data strategy, including data protection and privacy laws and regulations Legislative requirements may include: Do Not Call Register Act 2006 industry-specific data protection legislation Privacy Act 1988 Spam Act 2003 state-based data protection legislation (e.g. Information Privacy Act [ACT], Personal Information and Protection Act 2004 [TAS]) Assessment Conditions Notes Information and data sources to inform development of big data Sources of big data may include: strategy, including business strategy documents Machine data Social data Transactional data 704 Overview XBD XCM XTW XCS XDB BSBXCM301 Engage in workplace communication Cross-Sector WHSX Unit of Competency use in the BSB Training Package Core unit Qualifications BSB30120 Certificate III in Business BSB30320 Certificate III in Legal Services Skill sets N/A Elective unit BSB30220 Certificate III in Entrepreneurship and New Business BSB30420 Certificate III in Library and Information Services Unit of Competency Interpretation Summary Performance Criteria Notes 1.2 Identify information needs and communication requirements of intended recipients of workplace communication 2.1 Communicate message or information according to organisational requirements and in a manner that is respectful and clear in meaning 2.5 Identify and report any communication challenges to appropriate person Foundation Skills Communication requirements may relate to: digital communication non-verbal communication verbal communication. Organisational requirements may relate to: access and equity industry and organisational codes of conduct organisational reputation and culture organisational templates and style guides privacy and confidentiality state and federal ethical behaviour guidelines and principles workplace policies. An appropriate person may be a: human resources representative supervisor team leader. Notes Get the work done: Uses digital technology to find, record or communicate basic information Knowledge Evidence Digital technology may include: computers mobile devices online communication platforms and collaboration tools screencasting and recording tools word processing tools. Notes Legislative requirements relevant to workplace communication Legislative requirements may include: anti-discrimination legislation (e.g. Age Discrimination Act 2004, Disability Discrimination Act 1992, Racial Discrimination Act 1975, Sex Discrimination Act 1984) Fair Work Act 2009 local, state and territory work health and safety (WHS) legislation Privacy Act 1988. 705 Cross-Sector Overview XBD XCM XTW XCS XDB WHSX BSBXCM401 Apply communication strategies in the workplace Unit of Competency use in the BSB Training Package Core unit Elective unit Qualifications BSB40120 Certificate IV in Business BSB40220 Certificate IV in Aboriginal and Torres Strait BSB40520 Certificate IV in Leadership and Management Islander Governance BSB40620 Certificate IV in Legal Services BSB40320 Certificate IV in Entrepreneurship and New Business BSB40420 Certificate IV in Human Resource Management BSB40720 Certificate IV in Library and Information Services BSB40820 Certificate IV in Marketing and Communication Skill sets N/A Unit of Competency Interpretation Summary Performance Criteria Notes 1.5 Select appropriate method of communicating information internally and externally based on organisational requirements Organisational requirements may relate to: access and equity client communication policies industry and organisational codes of conduct organisational reputation and culture organisational templates and style guides privacy and confidentiality state and federal ethical behaviour guidelines and principles workplace policies. 4.1 Ensure all communication is consistent with legislative and organisational requirements Legislative requirements may include: anti-discrimination legislation (e.g. Age Discrimination Act 2004, Disability Discrimination Act 1992, Racial Discrimination Act 1975, Sex Discrimination Act 1984) Fair Work Act 2009 local, state and territory work health and safety (WHS) legislation Privacy Act 1988. Foundation Skills Notes Get the work done: Uses digital technology to find, record or communicate basic information Digital technology may include: computers mobile devices online communication platforms and collaboration tools screencasting and recording tools word processing tools. 706 Cross-Sector Overview XBD XCM XTW XCS XDB WHSX BSBXCM401 Apply communication strategies in the workplace Unit of Competency use in the BSB Training Package Core unit Elective unit Qualifications BSB40120 Certificate IV in Business BSB40220 Certificate IV in Aboriginal and Torres Strait BSB40520 Certificate IV in Leadership and Management Islander Governance BSB40620 Certificate IV in Legal Services BSB40320 Certificate IV in Entrepreneurship and New Business BSB40420 Certificate IV in Human Resource Management BSB40720 Certificate IV in Library and Information Services BSB40820 Certificate IV in Marketing and Communication Skill sets N/A Unit of Competency Interpretation Summary Knowledge Evidence Notes Techniques to resolve communication challenges Techniques to resolve communication challenges may include: audience identification augmentative and alternative communication relevant learning and development (e.g. active listening training). Communication challenges may relate to: cultural barriers language and literacy barriers inconsistent communication workplace conflict. 707 Overview XBD XCM XTW XCS XDB BSBXCM501 Lead communication in the workplace Cross-Sector WHSX Unit of Competency use in the BSB Training Package Core unit Qualifications BSB50120 Diploma of Business Skill sets N/A Elective unit BSB50220 Diploma of Aboriginal and Torres Strait Islander Governance BSB50420 Diploma of Leadership and Management BSB60120 Advanced Diploma of Business BSB60420 Advanced Diploma of Leadership and Management Unit of Competency Interpretation Summary Performance Criteria Notes 2.1 Direct others to communicate according to organisational requirements and goals 4.2 Obtain feedback from a variety of sources to manage the outcomes of communications and negotiations Foundation Skills Organisational requirements may relate to: access and equity client communication policies dispute resolution processes industry and organisational codes of conduct organisational reputation and culture organisational templates and style guides privacy and confidentiality state and federal ethical behaviour guidelines and principles workplace policies. A variety of feedback sources may include: customers and clients employees department leaders human resource representatives senior management team leaders. Notes Get the work done: Uses digital technology to find, record or communicate basic information Performance Evidence Digital technology may include: computers mobile devices online communication platforms and collaboration tools screencasting and recording tools word processing tools. Notes Apply negotiation techniques to reach desired outcomes Negotiation techniques may include: employing probing and specific questioning techniques preparation understanding `walk-away' position understanding what a win is for relevant parties using active listening remaining focused and truthful. 708 Overview XBD XCM XTW XCS XDB BSBXCM501 Lead communication in the workplace Cross-Sector WHSX Unit of Competency use in the BSB Training Package Core unit Qualifications BSB50120 Diploma of Business Skill sets N/A Elective unit BSB50220 Diploma of Aboriginal and Torres Strait Islander Governance BSB50420 Diploma of Leadership and Management BSB60120 Advanced Diploma of Business BSB60420 Advanced Diploma of Leadership and Management Unit of Competency Interpretation Summary Knowledge Evidence Notes Legislative requirements relevant to workplace communication Legislative requirements may include: anti-discrimination legislation (e.g. Age Discrimination Act 2004, Disability Discrimination Act 1992, Racial Discrimination Act 1975, Sex Discrimination Act 1984) Fair Work Act 2009 local, state and territory work health and safety (WHS) legislation Privacy Act 1988. Techniques to resolve communication challenges Techniques to resolve communication challenges may include: audience identification augmentative and alternative communication relevant learning and development (e.g. active listening training). Communication challenges may relate to: cultural barriers language and literacy barriers inconsistent communication workplace conflict. 709 Overview XBD XCM XTW XCS XDB BSBXTW301 Work in a team Cross-Sector WHSX Unit of Competency use in the BSB Training Package Core unit Qualifications BSB30420 Certificate III in Library and Information Services Skill sets N/A Elective unit BSB30120 Certificate III in Business BSB30320 Certificate III in Legal Services Unit of Competency Interpretation Summary Performance Criteria Notes 1.1 Identify own responsibilities according to organisational policies and procedures Foundation Skills Organisational policies and procedures may relate to: anti-discrimination (e.g. Age Discrimination Act 2004, Disability Discrimination Act 1992, Racial Discrimination Act 1975, Sex Discrimination Act 1984) bullying and harassment communication diversity and inclusion induction and orientation job descriptions organisational and industry codes of conduct organisational goals and values organisational reputation and culture work health and safety (WHS). Notes Get the work done: Uses digital technology to find, record or communicate information Knowledge Evidence Digital technology may include: email internal messaging systems virtual meeting technology. Notes Key principles of cross-cultural communication and communication with individuals with special needs or disabilities Key principles of cross-cultural communication may include: differences in non-verbal interpretation respect for different cultural etiquette verbal communication techniques (e.g. speaking slowly, avoiding slang or euphemisms). Key principles of communication with individuals with special needs or disabilities may include: use of augmentative and alternative communication (AAC) clarification of preferred method/s of communication inclusive language and person-first expressions. 710 Overview XBD XCM XTW XCS XDB BSBXTW401 Lead and facilitate a team Cross-Sector WHSX Unit of Competency use in the BSB Training Package Core unit Elective unit Qualifications BSB40520 Certificate IV in Leadership and Management BSB40120 Certificate IV in Business BSB40220 Certificate IV in Aboriginal and Torres Strait Islander Governance BSB40320 Certificate IV in Entrepreneurship and New Business Skill sets BSBSS00109 Introduction to Team Management Skill Set Unit of Competency Interpretation Summary Performance Criteria Notes 1.2 Use performance plans to establish expected outcomes, goals, and behaviours for individual team members in accordance with team objective and relevant policies Performance plans may relate to: individual plans aligned with developmental, team and organisational goals team plans aligned with responsibilities, objectives and organisational goals. 3.2 Support individuals according to organisational requirements to work towards common team goals Foundation Skills Relevant policies may include: organisational policies industry-specific policies policies outlined in relevant legislation. Organisational requirements may relate to: accessibility and equity diversity and inclusion industry or organisational codes of conduct key performance indicators (KPIs) learning and development privacy and confidentiality. Notes Navigate the world of work: Understands and explains ethical Ethical and legal, regulatory responsibilities to team may and legal, regulatory and organisational responsibilities to team include: anti-discrimination legislation (e.g. Age Discrimination Act 2004, Disability Discrimination Act 1992, Racial Discrimination Act 1975, Sex Discrimination Act 1984) Copyright Act 1968 Fair Work Act 2009 Intellectual Property Laws Amendment Act 2015 local, state and territory work health and safety (WHS) legislation Privacy Act 1988 storage, security and access. 711 Overview XBD XCM XTW XCS XDB BSBXTW401 Lead and facilitate a team Cross-Sector WHSX Unit of Competency use in the BSB Training Package Core unit Elective unit Qualifications BSB40520 Certificate IV in Leadership and Management BSB40120 Certificate IV in Business BSB40220 Certificate IV in Aboriginal and Torres Strait Islander Governance BSB40320 Certificate IV in Entrepreneurship and New Business Skill sets BSBSS00109 Introduction to Team Management Skill Set Unit of Competency Interpretation Summary Knowledge Evidence Notes Key principles of cross-cultural communication and communication with individuals with special needs or disabilities Key principles of cross-cultural communication may include: differences in non-verbal interpretation respect for different cultural etiquette verbal communication techniques (e.g. speaking slowly, avoiding slang or euphemisms). Key principles of communication with individuals with special needs or disabilities may include: use of augmentative and alternative communication (AAC) clarification of preferred method/s of communication inclusive language and person-first expressions. 712 Cross-Sector Overview XBD XCM XTW XCS XDB WHSX BSBXCS301 Protect own personal online profile from cyber security threats Unit of Competency use in the BSB Training Package Core unit Qualifications N/A Skill sets BSBSS00094 Cyber Security Awareness Skill Set Elective unit BSB30120 Certificate III in Business Unit of Competency Interpretation Summary Performance Criteria Notes 1.2 Identify common threats to security of online profiles Common threats may relate to: cyber abuse (e.g. bullying, online image abuse) cryptomining data spill denial of service email compromise identity theft internet fraud (e.g. phishing, pharming) hacking ransomware or malware. 2.1 Review all online accounts, associated applications and Organisational policies and procedures may include: browsers at risk of identified threats according to organisational escalation routes for cyber security issues policies and procedures review of all devices used for work-related activities (e.g. work desktops, laptops, mobile devices) password standards and requirements social media standards. 2.3 Check billing and account records carefully to detect early indicators of potential theft Early indicators of potential theft may include unexpected: bills calls (e.g. from debt collectors, from government agencies) cessation of mail purchases or withdrawals. 2.4 Report identified suspicious cyber activity according to cyber security legislative requirements and organisational policies and procedures Legislative requirements may relate to: Australian Privacy Principles Privacy Act 1988 Commonwealth, state and territory legislation The Australian Prudential Regulation Authority (APRA) CPS 234. Foundation Skills Notes Technology: Uses appropriate technology platforms to assist with protecting online profile from cyber security threats Appropriate technology platforms may relate to: anti-virus software encryption tools firewalls network security monitoring tools organisational Virtual Private Networks (VPNs) safe use of public Wi-Fi networks. 713 Overview XBD XCM XTW XCS XDB BSBXCS302 Identify and report online security threats Cross-Sector WHSX Unit of Competency use in the BSB Training Package Core unit Qualifications N/A Skill sets N/A Elective unit BSB30120 Certificate III in Business Unit of Competency Interpretation Summary Performance Criteria Notes 1.2 Identify features of common types of potentially fraudulent communications Features of common types of potentially fraudulent communications may include: buying or selling (e.g. false billing, online shopping scams) dating and romance employment (e.g. pyramid schemes) fake charities investments monetary (e.g. inheritance, rebates, winnings) threats and extortion. 2.1 Block and report potential security breaches on computer and mobile device according to organisational policies and procedures Organisational policies and procedures may include: escalation routes for cyber security issues review of all devices used for work-related activities (e.g. work desktops, laptops, mobile devices) password standards and requirements social media standards. 2.3 Report security breach or cyber security incident according to legislative requirements and organisational policies and procedures Legislative requirements may relate to: Australian Privacy Principles Australian Government ISM - Guidelines for Cyber Security Incidents (e.g. `Managing Cyber Security Incidents', `Reporting Security Incidents') Privacy Act 1988 Commonwealth, state and territory legislation The Australian Prudential Regulation Authority (APRA) CPS 234. 3.1 Provide information to required personnel to assist in documenting potential and actual breaches Required personnel may include: internal specialists (e.g. information technology specialists, risk specialists) reporting authorities (e.g. Australian Cyber Security Centre [ACSC]) supervisors. Foundation Skills Notes Technology: Uses appropriate technology platforms to share information within the organisation relating to potential online security threats Knowledge Evidence Appropriate technology platforms may relate to: anti-virus software email reporting functions network security monitoring tools organisational Virtual Private Networks (VPNs). Notes Australian government sources of information on current online security threats Australian government sources of information on current online security threats may include: Australian Competition & Consumer Commission ScamWatch Australian Cyber Security Centre (ACSC) Australian Signals Directorate (ASD) business risk management resources. 714 Cross-Sector Overview XBD XCM XTW XCS XDB WHSX BSBXCS303 Securely manage personally identifiable information and workplace information Unit of Competency use in the BSB Training Package Core unit Qualifications N/A Skill sets BSBSS00094 Cyber Security Awareness Skill Set Elective unit BSB30120 Certificate III in Business BSB30220 Certificate III in Entrepreneurship and New Business BSB30420 Certificate III in Library and Information Services Unit of Competency Interpretation Summary Performance Criteria Notes 1.1 Review current standards, practices and procedures relating to workplace information Standards, practices and procedures may relate to: access, storage, sharing and deletion standards firewall implementation intrusion monitoring password strength program updates use of security software. 1.2 Identify sensitive data in own workplace environment according to organisational policies and procedures and within scope of own role Organisational policies and procedures may include: escalation routes for cyber security issues review of all devices used for work-related activities (e.g. work desktops, laptops, mobile devices) password standards and requirements privacy and security risk management frameworks social media standards. Foundation Skills Notes Reading: Recognises and interprets information from relevant sources to determine organisational expectations and legal requirements Technology: Uses appropriate technology platforms to assist with data storage, data retrieval and data management Assessment Conditions Relevant sources may include: industrial codes of practice and guidelines organisational policies and procedures government sources Commonwealth and state-based legislation. Technology platforms may include: cloud-based applications and storage systems organisational systems (e.g. customer relationship management [CRM]) spreadsheets word processing tools. Notes Information and data sources relating to cyber security Information and data sources of information on current online security threats may include: Australian Bureau of Statistics (ABS) Australian Competition & Consumer Commission ScamWatch Australian Cyber Security Centre (ACSC) Australian Signals Directorate (ASD) business risk management resources industry codes of practice and guidelines organisational policies and procedures. 715 Overview XBD XCM XTW XCS XDB BSBXCS401 Maintain security of digital devices Cross-Sector WHSX Unit of Competency use in the BSB Training Package Core unit Qualifications N/A Skill sets N/A Elective unit BSB40120 Certificate IV in Business BSB40720 Certificate IV in Library and Information Services BSB40920 Certificate IV in Project Management Practice Unit of Competency Interpretation Summary Foundation Skills Notes Reading: Recognises and interprets information from relevant sources to determine organisational expectations relating to cyber security Technology: Uses appropriate technology platforms to assist with protection strategies relating to cyber security Knowledge Evidence Relevant sources may include: industrial codes of practice and guidelines organisational policies and procedures government sources Commonwealth and state-based legislation. Technology platforms may include: cloud-based applications and storage systems data backup systems data encryption (e.g. when sending emails) security systems (.g. proprietary software, firewalls, spam filters). Notes Risk management methodologies Mobile device security strategies Assessment Conditions Risk management methodologies may relate to: risk management framework implementation security control selection, implementation and assessment. Mobile device security strategies may include: avoidance of public Wi-Fi dangerous application blocks password protections (e.g. frequently updated, complex sequence) organisational Virtual Private Networks (VPNs) remote lock and data wipe processes. Notes Information and data sources relating to cyber security Information and data sources of information on current online security threats may include: Australian Bureau of Statistics (ABS) Australian Competition & Consumer Commission ScamWatch Australian Cyber Security Centre (ACSC) Australian Signals Directorate (ASD) business risk management resources industry codes of practice and guidelines organisational policies and procedures. 716 Cross-Sector Overview XBD XCM XTW XCS XDB WHSX BSBXCS402 Promote workplace cyber security awareness and practices Unit of Competency use in the BSB Training Package Core unit Qualifications N/A Skill sets BSBSS00094 Cyber Security Awareness Skill Set Elective unit BSB40120 Certificate IV in Business BSB40220 Certificate IV in Aboriginal and Torres Strait Islander Governance BSB40320 Certificate IV in Entrepreneurship and New Business BSB50120 Diploma of Business BSB50520 Diploma of Library and Information Services Unit of Competency Interpretation Summary Performance Criteria Notes 1.3 Contribute to developing cyber security policies and procedures, and communicate to required personnel Required personnel may include: colleagues contractors / consultants management senior management. 2.1 Review cyber security practices according to organisational policies and procedures Organisational policies and procedures may include: escalation routes for cyber security issues review of all devices used for work-related activities (e.g. work desktops computers, laptops, mobile devices) password standards and requirements privacy and security risk management frameworks social media standards. Foundation Skills Notes Technology: Uses appropriate technology platforms to assist with promoting cyber security within work area Knowledge Evidence Technology platforms may include: email online newsletters word processing tools virtual meeting tools Notes Legislative requirements relating to cyber security context of Legislative requirements may relate to: performance evidence, including: Australian entities and the EU General Data Protection data protection Regulation (GDPR) implications of Notifiable Data Breach legislation on an Australian Privacy Principles organisation and other associated Australian privacy Privacy Act 1988 laws Notifiable Data Breaches established international legislation Commonwealth, state and territory legislation The Australian Prudential Regulation Authority (APRA) CPS 234. Australian government sources of information on current threats Australian government sources of information on current online security threats may include: Australian Competition & Consumer Commission ScamWatch Australian Cyber Security Centre (ACSC) Australian Signals Directorate (ASD) business risk management resources. 717 Cross-Sector Overview XBD XCM XTW XCS XDB WHSX BSBXCS403 Contribute to cyber security threat assessments Unit of Competency use in the BSB Training Package Core unit Qualifications N/A Skill sets BSBSS00094 Cyber Security Awareness Skill Set Elective unit BSB40120 Certificate IV in Business Unit of Competency Interpretation Summary Performance Criteria Notes 1.1 Identify relevant organisational data security/protection policies and procedures 3.2 Support the communication of cyber security threat assessment outcomes and recommendations to required personnel Knowledge Evidence Organisational data security/protection policies and procedures may include: data security, protection and threat communication compliance monitoring escalation routes for cyber security issues incident response policies password standards and requirements confidentiality, integrity, and availability network services policies remote lock and data wipe processes review of all devices used for work-related activities (e.g. work desktop computers, laptops, mobile devices) risk management frameworks social media standards. Required personnel may include: colleagues contractors / consultants management senior management. Notes Legislative requirements relating to contributing to cyber Legislative requirements may relate to: security threat assessments, including: Australian entities and the EU General Data Protection data protection Regulation (GDPR) implications of Notifiable Data Breach legislation on an Australian Privacy Principles organisation and other associated Australian privacy Privacy Act 1988 laws Notifiable Data Breaches established international legislation Commonwealth, state and territory legislation The Australian Prudential Regulation Authority (APRA) CPS 234. Assessment Conditions Notes Information and data sources relating to cyber security Information and data sources of information on current online security threats may include: Australian Bureau of Statistics (ABS) Australian Competition & Consumer Commission ScamWatch Australian Cyber Security Centre (ACSC) Australian Signals Directorate (ASD) business risk management resources industry codes of practice and guidelines organisational policies and procedures. 718 Cross-Sector Overview XBD XCM XTW XCS XDB WHSX BSBXCS404 Contribute to cyber security risk management Unit of Competency use in the BSB Training Package Core unit Qualifications N/A Skill sets BSBSS00094 Cyber Security Awareness Skill Set Elective unit BSB40120 Certificate IV in Business Unit of Competency Interpretation Summary Performance Criteria Notes 1.1 Consult with stakeholders to determine scope of risk management appropriate to organisation and industry 2.1 Support communication of approved risk management strategies to required personnel Assessment Conditions Stakeholders may include: internal stakeholders (e.g. senior management, management, relevant internal specialists) external stakeholders (e.g. consultants, industry associations) Required personnel may include: colleagues contractors / consultants management senior management. Notes Information and data sources relating to cyber security Information and data sources of information on current online security threats may include: Australian Bureau of Statistics (ABS) Australian Competition & Consumer Commission ScamWatch Australian Cyber Security Centre (ACSC) Australian Signals Directorate (ASD) business risk management resources industry codes of practice and guidelines organisational policies and procedures. 719 Cross-Sector Overview XBD XCM XTW XCS XDB WHSX BSBXCS405 Contribute to cyber security incident responses Unit of Competency use in the BSB Training Package Core unit Qualifications N/A Skill sets N/A Elective unit BSB40120 Certificate IV in Business Unit of Competency Interpretation Summary Performance Criteria Notes 2.1 Escalate cyber security incident with required workplace personnel according to organisational policies and procedures Required workplace personnel may include: management relevant internal department (e.g. information technology [IT] services) supervisor. 2.2 Consult with required internal and external stakeholders on communication needs relating to cyber security incident Stakeholders may include: external stakeholders (e.g. customers and clients, government bodies and regulators, industry associations, cyber security specialists) internal stakeholders (e.g. senior management, IT department, industrial relations team, government liaison individuals). 2.3 Assist in alerting required external parties according to legislative requirements and organisational procedures Required external parties may include: Australian Competition & Consumer Commission ScamWatch Australian Cyber Security Centre (ACSC) Australian Signals Directorate (ASD) customers and clients industry associations and bodies. Knowledge Evidence Notes Legislative requirements relating to contributing to cyber security incident responses, including: data protection implications of notifiable data breach legislation on an organisation and other associated Australian privacy laws established international legislation Legislative requirements may relate to: Australian entities and the EU General Data Protection Regulation (GDPR) Australian Privacy Principles Privacy Act 1988 Notifiable Data Breaches Commonwealth, state and territory legislation The Australian Prudential Regulation Authority (APRA) CPS 234. Procedures for developing communications plans Procedures for developing communications plans may relate to: external communications plans (e.g. media releases, public release statements, reports) internal communications plans (e.g. bulletins, meetings, screensaver reminders, emails). 720 Cross-Sector Overview XBD XCM XTW XCS XDB WHSX BSBXDB301 Respond to the service needs of customers and clients with disability Unit of Competency use in the BSB Training Package Core unit Qualifications N/A Skill sets N/A Elective unit BSB30120 Certificate III in Business BSB30220 Certificate III in Entrepreneurship and New Business BSB30420 Certificate III in Library and Information Services Unit of Competency Interpretation Summary Performance Criteria Notes 3.2 Identify and access available supports, facilities or resources within scope of own role and according to organisational procedures, as required to service individual customers or clients Available supports, facilities and resources are likely to include those within own organisation, as required by the individual customers or clients. Supports may relate to: emotional physical social. Facilities may include: adjustable workstations automatic opening doors lift access handrails ramps. Performance Evidence Resources may include: flashcards technology. Notes Interact through the use of assistive communication devices as directed by individual customers, support persons or specialist support providers Clients or customers will be using the assistive communication devices to interact. Assistive communication devices may also relate to: augmentative and alternative communication (AAC) technology-based devices (e.g. tablets with specialised communication apps, speech output devices, speech generating devices, electronic AAC systems). Refer to additional service providers to meet more complex individual customer or client needs Service providers may include: government disability services state-based and national support organisations and support service providers support workers external to the organisation. 721 Cross-Sector Overview XBD XCM XTW XCS XDB WHSX BSBXDB301 Respond to the service needs of customers and clients with disability Unit of Competency use in the BSB Training Package Core unit Qualifications N/A Skill sets N/A Elective unit BSB30120 Certificate III in Business BSB30220 Certificate III in Entrepreneurship and New Business BSB30420 Certificate III in Library and Information Services Unit of Competency Interpretation Summary Knowledge Evidence Notes Features of the social model of disability as compared to the medical model The social model of disability recognises the socially constructed barriers that can impede equal participation, including: attitudinal / societal (e.g. assumptions of inability, bullying, discrimination) communication (e.g. use of technical language, videos without captioning) environmental / physical (e.g. lack of accessibility such as poor lighting, doorways that are too narrow) institutional barriers (e.g. organisational policies not allowing support dogs, inaccessible public transport). Conversely, the medical model refers to disability as a health condition. Different communication methods and techniques that can be employed when interacting with customers or clients, including: at least two augmentative and alternative communication techniques appropriate to the service context and purpose of interaction Appropriate to the service context and purpose of interaction may relate to: the AAC devices, systems, strategies, techniques or tools that are preferred by the customer or client. Inclusive language and person-first expressions to use when communicating with, or about, customers or clients with disability Inclusive language may relate to: avoiding euphemisms confirming with peak organisations, industry bodies, government support providers and the customer or client the preferred expressions and language to use using a customer or clients name, not impairment, as their main descriptor. 722 Cross-Sector Overview XBD XCM XTW XCS XDB WHSX BSBXDB301 Respond to the service needs of customers and clients with disability Unit of Competency use in the BSB Training Package Core unit Qualifications N/A Skill sets N/A Elective unit BSB30120 Certificate III in Business BSB30220 Certificate III in Entrepreneurship and New Business BSB30420 Certificate III in Library and Information Services Unit of Competency Interpretation Summary Assessment Conditions Notes Organisational guidelines and codes of practice for provision of service to customers or clients with disability Organisational guidelines and codes of practice may relate to: accessibility standards, including the Web Content Accessibility Guidelines Disability Discrimination Act 1992 Fair Work Act 2009 industry guidelines and codes of practice. 723 Cross-Sector Overview XBD XCM XTW XCS XDB WHSX BSBXDB401 Develop and implement recruitment processes that are inclusive of people with disability Unit of Competency use in the BSB Training Package Core unit Qualifications N/A Skill sets N/A Elective unit BSB50320 Diploma of Human Resource Management Unit of Competency Interpretation Summary Performance Criteria Notes 1.1 Consult with relevant management personnel to determine workplace recruitment needs and position requirements Relevant management personnel may include: employee and industrial relations representatives human resources senior management team leaders. 3.1 Design an interview guide and questions that can be presented in various formats, which reflect job role requirements and anti-discrimination standards Anti-discrimination standards may relate to: accessibility requirements (e.g. support of an Auslan interpreter, immersive or screen readers) Disability Discrimination Act 1992 standards questions relating to the requirements of the job role. Foundation Skills Notes Reading: Identifies and analyses complex texts to determine legislative, regulatory and business requirements Navigate the world of work: Recognises and adheres to legislative requirements, workplace protocols, policies and procedures associated with the hiring process Complex texts may include: legislation (as outlined under `legislative requirements') organisational policies and procedures. Legislative requirements may include: Disability Discrimination Act 1992 Fair Work Act 2009 state / territory anti-discrimination legislation Knowledge Evidence Workplace protocols, policies and procedures associated with the hiring process may relate to: accessibility standards, including the Web Content Accessibility Guidelines standards under the Disability Discrimination Act 1992 The National Disability Strategy United Nations Convention on the Rights of Persons with Disabilities. Notes The social model of disability as compared to the medical model The social model of disability recognises the socially constructed barriers that can impede equal participation, including: attitudinal / societal (e.g. assumptions of inability, bullying, discrimination) communication (e.g. use of technical language, videos without captioning) environmental / physical (e.g. lack of accessibility such as poor lighting, doorways that are too narrow) institutional barriers (e.g. organisational policies not allowing support dogs, inaccessible public transport). Conversely, the medical model refers to disability as a health condition. 724 Cross-Sector Overview XBD XCM XTW XCS XDB WHSX BSBXDB401 Develop and implement recruitment processes that are inclusive of people with disability Unit of Competency use in the BSB Training Package Core unit Qualifications N/A Skill sets N/A Elective unit BSB50320 Diploma of Human Resource Management Unit of Competency Interpretation Summary Knowledge Evidence Notes Inclusive language and person-first expressions to use when communicating with, or about, people with disability Inclusive language may relate to: avoiding euphemisms confirming with peak organisations, industry bodies, government support providers and the customer or client the preferred expressions and language to use using a customer or clients name, not impairment, as their main descriptor. 725 Cross-Sector Overview XBD XCM XTW XCS XDB WHSX BSBXDB501 Support staff members with disability in the workplace Unit of Competency use in the BSB Training Package Core unit Qualifications N/A Skill sets N/A Elective unit BSB40120 Certificate IV in Business BSB50120 Diploma of Business BSB50220 Diploma of Aboriginal and Torres Strait Islander Governance BSB50420 Diploma of Leadership and Management BSB60120 Advanced Diploma of Business Unit of Competency Interpretation Summary Performance Criteria Notes 3.2 Refer to additional support providers and specialists, where required support is beyond the scope of own role Additional support providers and specialists may include: government disability services state-based and national organisations, peak bodies, associations and support service providers support specialists internal or external to the organisation (e.g. Auslan interpreters). 3.3 Advise other relevant staff of their role in providing additional support to individual staff members Advising other relevant staff of their role in providing additional support may relate to: diversity and inclusion policies and procedures organisational protocols privacy, confidentiality and dignity requirements (e.g. ensuring information shared is consensual and appropriate) training and professional development requirements of relevant staff to provide additional support. Foundation Skills Other relevant staff may include: administration colleagues management other departments within an organisation team leaders. Notes Navigate the world of work: Recognises and follows legislative Legislative requirements may include: requirements, organisational protocols, policies and procedures Disability Discrimination Act 1992 relevant to own role Fair Work Act 2009 state / territory anti-discrimination legislation. Knowledge Evidence Organisation protocols, policies and procedures may be for: accessibility standards diversity and inclusion modifications or supports for staff members confidentiality, privacy and dignity for staff members. Notes Inclusive language and person-first expressions to use when communicating with, or about, staff members with disability. Inclusive language may relate to: avoiding euphemisms confirming with peak organisations, industry bodies, government support providers and the customer or client the preferred expressions and language to use using a customer or clients name, not impairment, as their main descriptor. 726 Cross-Sector Overview XBD XCM XTW XCS XDB WHSX BSBXDB502 Adapt organisations to enhance accessibility for people with disability Unit of Competency use in the BSB Training Package Core unit Qualifications N/A Skill sets N/A Elective unit BSB50120 Diploma of Business BSB50220 Diploma of Aboriginal and Torres Strait Islander Governance BSB50420 Diploma of Leadership and Management BSB60120 Advanced Diploma of Business BSB60320 Advanced Diploma of Human Resource Management Unit of Competency Interpretation Summary Performance Criteria Notes 1.1 Assess current organisational compliance with accessibility legislation and standards Accessibility legislation and standards may include: Disability Discrimination Act 1992 and associated standards Fair Work Act 2009 state / territory anti-discrimination legislation The National Disability Strategy United Nations Convention on the Rights of Persons with Disabilities Web Content Accessibility Guidelines. 2.2 Seek feedback from internal and external stakeholders to confirm viability of proposed access solutions Stakeholders may include: internal stakeholders (e.g. human resources representatives, work health and safety (WHS) representatives, workers, managers, team leaders) external stakeholders (e.g. government disability services, state-based and national organisations, peak bodies, associations and support service providers, support specialists, WHS specialists). Performance Evidence Notes Apply the Principles of Universal Design to the environmental and operational aspects of an organisation Principles of Universal Design may include: equitable use flexible use simple and intuitive use perceptible information tolerance for error low physical effort size and space for approach and use. 727 Cross-Sector Overview XBD XCM XTW XCS XDB WHSX BSBXDB502 Adapt organisations to enhance accessibility for people with disability Unit of Competency use in the BSB Training Package Core unit Qualifications N/A Skill sets N/A Elective unit BSB50120 Diploma of Business BSB50220 Diploma of Aboriginal and Torres Strait Islander Governance BSB50420 Diploma of Leadership and Management BSB60120 Advanced Diploma of Business BSB60320 Advanced Diploma of Human Resource Management Unit of Competency Interpretation Summary Knowledge Evidence Features of the social model of disability as compared to the medical model Notes The social model of disability recognises the socially constructed barriers that can impede equal participation, including: attitudinal / societal (e.g. assumptions of inability, bullying, discrimination) communication (e.g. use of technical language, videos without captioning) environmental / physical (e.g. lack of accessibility such as poor lighting, doorways that are too narrow) institutional barriers (e.g. organisational policies not allowing support dogs, inaccessible public transport). Conversely, the medical model refers to disability as a health condition. Assistive technologies, design developments and solutions that can help address access needs Assistive technologies may include: augmentative and alternative communication (AAC) devices, systems, strategies, techniques or tools electric wheelchairs eye scanners software. Design developments and solutions may relate to: Principles of Universal Design physical solutions (e.g. lights installed to signify evacuations) new and innovative technologies social solutions (e.g. layout of a workspace in relation to entrances and exits). 728 Cross-Sector Overview XBD XCM XTW XCS XDB WHSX BSBWHS332X Apply infection prevention and control procedures to own work activities Unit of Competency use in the BSB Training Package Core unit Qualifications N/A Skill sets BSBSS00095 Cross-Sector Infection Control Skill Set Elective unit BSB30115 Certificate III in Business BSB30719 Certificate III in Work Health and Safety Certificate III in Work Health and Safety Unit of Competency Interpretation Summary For detailed and industry-specific interpretation and contextualisation guidance on `BSBWHS332X Apply infection prevention and control procedures to own work activities', please refer to the following resources: Business Services - Infection Control Contextualisation Guidance Construction and Property Services - Infection Control Contextualisation Guidance Domestic Travel - Infection Control Contextualisation Guidance Education - Infection Control Contextualisation Guidance Entertainment and Amusement - Infection Control Contextualisation Guidance Hair and Beauty - Infection Control Contextualisation Guidance Mining, Drilling and Civil Infrastructure - Infection Control Contextualisation Guidance Sports and Recreation - Infection Control Contextualisation Guidance Weddings, Funerals and Religious Services - Infection Control Contextualisation Cafes, Restaurants and Accommodation - Infection Control Contextualisation Guidance. 729 © 2020 PricewaterhouseCoopers Data and Analytics Services Pty Limited. 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