Unit of competency details

Unit descriptor 

This unit describes the performance outcomes, skills and knowledge required to facilitate all aspects of teamwork within the organisation. It involves taking a leadership role in the development of team plans, leading and facilitating teamwork and actively engaging 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 

This unit applies to managers and addresses the need for managers to facilitate work teams and to build a positive culture within work teams. The unit takes a systematic and planned approach to developing teams. It includes the soft skills as well as more structured approaches to the management of teams.

At this level, work will normally be carried out within complex and diverse methods and procedures which require the exercise of considerable discretion and judgement, using a range of problem solving and decision making strategies.

Prerequisite units 

Employability skills 

This unit contains employability skills.

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.

ELEMENT 

PERFORMANCE CRITERIA 

1. Establish team performance plan

1.1. Consult  team members to establish a common understanding of team purpose, roles, responsibilities and accountabilities  in accordance with organisational goals, plans and objectives

1.2. Develop performance plans  to establish expected outcomes , outputs , key performance indicators  and goals for work team

1.3. Support  team members in meeting expected performance outcomes

2. Develop and facilitate team cohesion

2.1. Develop strategies  to ensure team members have input into planning, decision making and operational aspects of work team

2.2. Develop policies and procedures  to ensure team members take responsibility for own work and assist others to undertake required roles and responsibilities

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

2.4. Develop processes  to ensure that issues, concerns and problems identified by team members are recognised and addressed

3. Facilitate teamwork

3.1. Encourage team members and individuals to participate in and to take responsibility for team activities, including communication processes

3.2. Support the team in identifying and resolving work performance problems

3.3. Ensure own contribution to work team serves as a role model for others and enhances the organisation's image for all stakeholders 

4. Liaise with stakeholders

4.1. Establish and maintain open communication processes with all stakeholders

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

4.3. Communicate unresolved issues, concerns and problems raised by team members and follow-up with line manager/management and other relevant stakeholders

4.4. Evaluate and take necessary corrective action regarding unresolved issues, concerns and problems raised by internal or external stakeholders

REQUIRED SKILLS AND KNOWLEDGE 

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

Required skills 

• communication skills to explain team goals, to address team conflict and to build an environment of trust
• planning and organisational skills to keep team on track and focussed on work outcomes.

Required knowledge 

• group behaviour
• strategies for mentoring and coaching to informally guide and instruct team members
• issue resolution
• strategies for gaining consensus.

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:

• range of techniques that can be used to build work teams, strengthen communications in the team and resolve issues
• methods for engaging with stakeholders and obtaining advice from outside the work team, to ensure team is focussed and on track
• knowledge of group behaviour.

Context of and specific resources for assessment 

Assessment must ensure:

• access to appropriate documentation and resources normally used in the workplace.

Method of assessment 

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

• analysis of responses to case studies and scenarios
• assessment of written reports
• demonstration of team building techniques
• direct questioning combined with review of portfolios of evidence and third party workplace reports of on-the-job performance by the candidate
• observation of performance in role plays
• review of performance plans developed for work team
• review of policies and procedures developed to ensure team members take responsibility for own work.

Guidance information for assessment 

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

• other units from the Diploma of Management.

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.

Consultation  may refer to:

• conducting meetings, interviews, brainstorming sessions, email/intranet communications, newsletters or other processes and devices which ensure that all employees have the opportunity to contribute to team and individual performance plans
• mechanisms used to provide feedback to the work team in relation to outcomes of consultation

Accountabilities  may refer to:

• responsibilities as defined in position descriptions, codes of conduct/behaviour, duty statements or similar
• statement of conduct outlining responsibilities/actions/performance

Performance plans  may refer to:

• individual performance plans linked to team goals
• team plans based on work assignments and responsibilities

Outcomes , outputs , key performance indicators  may refer to agreed:

• changes in work roles and responsibilities
• improved individual and team, performance and participation
• improvements to systems, operations
• measures for monitoring and evaluating the efficiency or effectiveness of systems or services
• quality standards and expectations
• targets for productivity improvements such as reduced downtime, higher production levels, decreases in absenteeism
• targets for training and development

Support  may include:

• Coaching
• Mentoring
• Training and development opportunities
• Clarification of roles and expectations
• Long term or short term plans
• Meetings

Strategies  may refer to:

• clarification of roles and expectations
• electronic communication devices and processes, such as intranet and email communication systems, to facilitate input
• long-term or short-term plans factoring in opportunities for team input
• mentoring and 'buddy' systems to support team members in providing input
• newsletters and briefings
• training and development activities

Policies and procedures  may refer to:

• organisational guidelines and systems that govern operational functions
• procedures that detail the activities that must be carried out for the completion of actions and tasks
• Standard Operating Procedures

Processes  may refer to:

• brainstorming options with the team for addressing concerns
• creating a matrix of issues and concerns and distributing for comment
• discussions with individuals regarding their concerns
• distributing drafts for comment with a range of options for resolution of concerns
• training and development sessions

Stakeholders  may include:

• Board members
• business or government contacts
• funding bodies
• union/employee groups and representatives
• work team

Line manager /management  may refer to:

• chief executive officer
• direct superior
• other management representatives

Unit sector 

Competency field 

Industry Capability - Workplace Effectiveness

Co-requisite units