Modification History
Not Applicable
Unit Descriptor
Unit descriptor |
This unit of competency specifies the outcomes required to select and manage building and construction contractors. It covers the processes and practices involved in supervising the systems through which the selection and management of subcontract resources occurs within the organisation, and through which subcontracting needs are identified and quantified. In order to achieve the outcomes for this unit, knowledge of relevant industry legislation, standards and codes, the subcontracting system and industrial relations processes is required. |
Application of the Unit
Application of the unit |
This unit of competency supports the needs of builders and senior managers within building and construction firms and other construction industry personnel responsible for selecting and managing building and construction contractors for medium rise building and construction projects. |
Licensing/Regulatory Information
Not Applicable
Pre-Requisites
Prerequisite units |
Nil |
Employability Skills Information
Employability skills |
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
ELEMENT |
PERFORMANCE CRITERIA |
1. Manage the determination of subcontractor requirements. |
1.1. Subcontractor resource requirements are assessed on the basis of expected operations and reference to the business plan. 1.2. Subcontractor requirements are managed, prioritised and documented on the basis of expected work sequence and volume. 1.3. Task analyses are conducted and managed and competences are identified from the nature of the work to be done and organisational structure. 1.4. Type and number of subcontractors are determined and a formal subcontractor structure is developed for the project. 1.5. Industrial legislation and contract legal matters that impact on operations are researched to clarify workplace obligations and subcontractor rights. |
2. Manage the review of subcontractor performance. |
2.1. Existing subcontractor areas of expertise are identified or reviewed to build an operational profile for each subcontractor. 2.2. Information is gathered and examined on previous performance of existing subcontractors, their work profiles and history. 2.3. Reviewing subcontractor performance for the purpose of identifying strengths and weaknesses is undertaken. 2.4. Management plan is developed for each subcontractor to enhance their ability to meet contractual obligations. |
3. Establish terms and conditions for subcontractor engagement. |
3.1. Subcontractor terms of engagement and scope of operations under the contract are developed or reviewed to ensure contract obligations can be met. 3.2. Conditions to be met under the terms of engagement for subcontractors are reviewed and periodically reinforced with the subcontractors. |
4. Manage the selection and engagement of subcontractors. |
4.1. Subcontractor engagement strategies and processes are developed and facilitated to meet organisational timelines and contract dates. 4.2. Processes for selection and engagement of subcontractors are managed to ensure that equal opportunity principles apply to all applicants. 4.3. Subcontractor short-listing and qualification checking are managed to enable the selection and engagement of the most appropriate subcontractor. 4.4. Successful and unsuccessful tenderers are notified about the outcomes of the selection process. 4.5. Processes for commencement, induction and any required pre-engagement training are managed and implemented. |
5. Evaluate subcontractor performance and compliance with contract requirements. |
5.1. Systems that evaluate subcontractor performance and compliance with contract requirements are developed and managed. 5.2. Gathering of strategic information about subcontractor performance is managed under terms of confidentiality and security but within known collection parameters. 5.3. Performance review outcomes are discussed with subcontractors on a confidential and equitable basis. 5.4. Feedback and appeal systems are introduced and managed to ensure that subcontractors have the opportunity to challenge review outcomes. 5.5. Remedial or disciplinary action is undertaken against the subcontractor in accordance with organisational policy and operational guidelines where appropriate. |
Required Skills and Knowledge
REQUIRED SKILLS AND KNOWLEDGE |
This section describes the skills and knowledge required for this unit. |
Required skills |
Required skills for this unit are:
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Required knowledge |
Required knowledge for this unit is:
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Evidence Guide
EVIDENCE GUIDE |
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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. |
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Overview of assessment |
This unit of competency could be assessed by effective selection and management of building and construction contractors for medium rise projects against projected organisational activities and the business plan. This unit of competency can be assessed in the workplace or a close simulation of the workplace environment, provided that simulated or project-based assessment techniques fully replicate construction workplace conditions, materials, activities, responsibilities and procedures. |
Critical aspects for assessment and evidence required to demonstrate competency in this unit |
A person who demonstrates competency in this unit must be able to provide evidence of the ability to:
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Context of and specific resources for assessment |
This competency is to be assessed using standard and authorised work practices, safety requirements and environmental constraints. Assessment of essential underpinning knowledge will usually be conducted in an off-site context. Assessment is to comply with relevant regulatory or Australian standards' requirements. Resource implications for assessment include:
Reasonable adjustments for people with disabilities must be made to assessment processes where required. This could include access to modified equipment and other physical resources, and the provision of appropriate assessment support. |
Method of assessment |
Assessment methods must:
Validity and sufficiency of evidence requires that:
Assessment processes and techniques should as far as is practical take into account the language, literacy and numeracy capacity of the candidate in relation to the competency being assessed. Supplementary evidence of competency may be obtained from relevant authenticated documentation from third parties, such as existing supervisors, team leaders or specialist training staff. |
Range Statement
RANGE STATEMENT |
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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. |
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Subcontractor requirements include: |
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Reviewing subcontractor performance includes: |
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Selection and engagement of subcontractors include: |
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Subcontractor performance and compliance with contract requirements include: |
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Unit Sector(s)
Unit sector |
Construction |
Co-requisite units
Co-requisite units |
Nil |
Functional area
Functional area |