Unit of competency details

BSBFLM312B - Contribute to team effectiveness (Release 1)


Usage recommendation:
The Deleted usage recommendation was implemented on 13 June 2017 to describe training components that have no replacement. Enrolments in training components and statements of attainment or qualifications issued before 13 June 2017 are valid. For any components marked as deleted after 13 June 2017, the applicable transition/teach-out periods apply. For specific questions regarding the enrolment, delivery or issuance of a statement of attainment/qualification, please contact your training regulator.
DeletedDeleted from BSB07 Business Services Training Package25/Mar/2015

ReleaseRelease date
1 1 (this release) 24/Apr/2006

Training packages that include this unit

CodeSort Table listing Training packages that include this unit by the Code columnTitleSort Table listing Training packages that include this unit by the Title columnRelease
ACM10 - Animal Care and ManagementAnimal Care and Management 1.0-3.0 
PUA00 - Public Safety Training PackagePublic Safety Training Package 8.1 
UEG11 - Gas Industry Training PackageGas Industry Training Package 1.0-1.1 
CPP07 - Property Services Training PackageProperty Services Training Package 7.0-12.0 
AUR05 - Automotive Industry Retail, Service and Repair Training PackageAutomotive Industry Retail, Service and Repair Training Package 3.0 
UEG06 - Gas Industry Training PackageGas Industry Training Package 1.1 
RII09 - Resources and Infrastructure Industry Training PackageResources and Infrastructure Industry Training Package 2.0-3.2 
DEF12 - Defence Training PackageDefence Training Package 1.0-2.0 
MTM11 - Australian Meat Industry Training PackageAustralian Meat Industry Training Package 1.0 

Qualifications that include this unit

CodeSort Table listing Qualifications that include this unit by the Code columnTitleSort Table listing Qualifications that include this unit by the Title columnUsage RecommendationRelease
RII30909 - Certificate III in Civil ConstructionCertificate III in Civil ConstructionSuperseded
AUR50105 - Diploma of Automotive ManagementDiploma of Automotive ManagementSuperseded
ACM30410 - Certificate III in Companion Animal ServicesCertificate III in Companion Animal ServicesSuperseded1-2 
AUR21105 - Certificate II in Automotive SalesCertificate II in Automotive SalesSuperseded
AUR40105 - Certificate IV in Automotive ManagementCertificate IV in Automotive ManagementSuperseded
AUR20611 - Certificate II in MarineCertificate II in MarineSuperseded
AUR20311 - Certificate II in BicyclesCertificate II in BicyclesSuperseded
AUR20105 - Certificate II in Automotive AdministrationCertificate II in Automotive AdministrationSuperseded
RII31009 - Certificate III in Bituminous SurfacingCertificate III in Bituminous SurfacingSuperseded
AUR30105 - Certificate III in Automotive AdministrationCertificate III in Automotive AdministrationSuperseded
Items per page 10 | 20 | 50 | 100
Displaying items 1 - 10 of 27


SchemeCodeClassification value
ASCED Module/Unit of Competency Field of Education Identifier 120505 Work Practices Programmes 

Classification history

SchemeCodeClassification valueStart dateEnd date
ASCED Module/Unit of Competency Field of Education Identifier 120505 Work Practices Programmes 25/Jul/2008 
The content being displayed has been produced by a third party, while all attempts have been made to make this content as accessible as possible it cannot be guaranteed. If you are encountering issues following the content on this page please consider downloading the content in its original form

Modification History

Not Applicable

Unit Descriptor

This specifies the outcomes required to by frontline managers to contribute to the effectiveness of the work team. It involves planning with the team to meet expected outcomes, developing team cohesion, participating in and facilitating the work team, and communicating with the management of the organisation.

No licensing, legislative, regulatory or certification requirements apply to this unit at the time of endorsement.

Application of the Unit

Frontline managers have a key role in developing efficient and effective work teams within the context of the organisation. They play a prominent part in motivating, mentoring, coaching and developing team cohesion by providing leadership for the team and forming the bridge between the management of the organisation and the team members.

At this level, work will normally be carried out within known routines, methods and procedures, and may also involve a number of complex or non routine activities that require some discretion and judgement.

Licensing/Regulatory Information

Not Applicable


Not Applicable

Employability Skills Information

This unit contains employability skills.

Elements and Performance Criteria Pre-Content

Elements describe the essential outcomes of a unit of competency.

Performance criteria describe the performance needed to demonstrate achievement of the element. Where bold italicised text is used, further information is detailed in the required skills and knowledge section and the range statement. Assessment of performance is to be consistent with the evidence guide.

Elements and Performance Criteria



1. Contribute to team outcomes

1.1. Consult team members to identify team purpose , roles , responsibilities , goals , plans and objectives 

1.2. Support team members to meet expected outcomes

2. Support team cohesion

2.1. Encourage team members to participate in the planning, decision making and operational aspects of the work team to their level of responsibility

2.2. Encourage team members to take responsibility for their own work and to assist each other in undertaking required roles and responsibilities

2.3. Provide feedback  to team members to encourage, value and reward team members' efforts and contributions

2.4. Identify and address issues, concerns and problems identified by team members to relevant persons  as required

3. Participate in work team

3.1. Actively encourage and support team members to participate in team activities and communication processes and to take responsibility for their actions 

3.2. Support the team to identify and resolve problems which impede its performance

3.3. Utilise own contribution to work team to serve as a role model for others and enhance the organisation's image within the work team, the organisation and with clients/customers

4. Communicate with management

4.1. Maintain open communication  with line manager /management  at all times

4.2. Communicate information from line manager/management to the team

4.3. Communicate unresolved issues  to line manager/management and follow-up to ensure action is taken in response to these matters

Required Skills and Knowledge

This section describes the skills and knowledge required for this unit.

Required skills 

Required skills 

  • ability to relate to people from a range of social, cultural and ethnic backgrounds and physical and mental abilities
  • communication skills, including listening
  • basic training skills, including mentoring and coaching
  • planning and organising skills
  • problem solving skills
  • attributes:
  • empathic
  • communicative
  • self aware
  • supportive
  • trusting
  • open
  • flexible
  • accommodating
  • initiating
  • loyal
  • fair
  • adaptable

Required knowledge 

Required knowledge 

  • relevant legislation from all levels of government that affects business operation, especially in regard to occupational health and safety and environmental issues, equal opportunity, industrial relations and anti-discrimination
  • organisational policies and procedures
  • organisational goals, objectives and plans at both tactical and strategic levels
  • organisational structure including organisational chart
  • learning and development options available within and through organisation
  • a general understanding of the principles and techniques of:
  • group dynamics and processes
  • motivation
  • planning
  • negotiation
  • individual behaviour and difference

Evidence Guide

The evidence guide provides advice on assessment and must be read in conjunction with the performance criteria, required skills and knowledge, range statement and the Assessment Guidelines for the Training Package.

Overview of assessment 

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

Evidence of the following is essential:

  • managed communication consultations processes in relation to:
  • team cohesion
  • performance plan
  • induction process for new team members
  • performance management system implementation
  • handling problems
  • management advice in relation to human resource management of the work team

Context of and specific resources for assessment 

Assessment must ensure:

  • that this unit can be assessed in the workplace or in a closely simulated work environment
  • access by the learner and trainer to appropriate documentation and resources normally used in the workplace
  • where assessment is part of a learning experience, evidence will need to be collected over a period of time, involving both formative and summative assessment
  • that examples of actions taken by candidate to contribute to team effectiveness are provided

Method of assessment 

A range of assessment methods should be used to assess skills and knowledge. The following examples are appropriate for this unit:

  • Direct questioning combined with review of portfolios of evidence and third party workplace reports of on-the-job performance by the candidate
  • Records produced from working in a team, such as:
  • reports
  • minutes or records of meetings
  • work journals or diaries
  • learning and development plans developed with team members
  • records of actions taken to address issues raised by team members

Guidance information for assessment 

Holistic assessment with other units relevant to the industry sector, workplace and job role is recommended.

Range Statement

The range statement relates to the unit of competency as a whole. It allows for different work environments and situations that may affect performance. Bold italicised wording, if used in the performance criteria, is detailed below. Essential operating conditions that may be present with training and assessment (depending on the work situation, needs of the candidate, accessibility of the item, and local industry and regional contexts) may also be included.

Legislation, codes and national standards relevant to the workplace may include:

  • award and enterprise agreements and relevant industrial instruments
  • relevant legislation from all levels of government that affects business operation, especially in regard to occupational health and safety (OHS) and environmental issues, equal opportunity, industrial relations and anti-discrimination
  • relevant industry codes of practice

OHS considerations may include:

  • provision of information about OHS legislative requirements, guidelines and the organisation's OHS policies, procedures and programs
  • training of all employees in health and safety procedures
  • participation in the regular update of OHS systems and procedures
  • changes to work practices, procedures and the working environment which impact on OHS

Team purpose , roles , responsibilities , goals , plans and objectives  may include:

  • goals for individuals and the work team
  • expected outcomes and outputs
  • individual and team performance plans and Key Performance Indicators (KPIs)
  • action plans, business plans and operational plans linked to strategic plans
  • OHS responsibilities

Feedback  may refer to:

  • communication of ideas and thoughts which focus on specific tasks, outcomes, decisions, issues or behaviours
  • formal/informal gatherings between team members where there is discussion on work-related matters

Relevant persons  may include:

  • frontline manager's direct superior or other management representatives
  • colleagues
  • designated personnel e.g. safety officer

Responsibility for their actions  may involve:

  • individuals and teams
  • individual and joint actions

Communication  may include:

  • verbal, written or electronic communication
  • face-to-face
  • formal/informal interaction

Line manager /management  may refer to:

  • frontline manager's direct superior or other management representatives

Unresolved issues  may include:

  • issues, concerns and tensions
  • problems related to work roles and responsibilities
  • grievances and complaints
  • any matters affecting workplace relationships and team cohesion

Unit Sector(s)

Management and Leadership - Frontline Management services