Unit of competency details

Release 

TP Version 

Comments 

3

PSP12V1

Unit descriptor edited.

2

PSP04V4.2

Layout adjusted. No changes to content.

1

PSP04V4.1

Primary release.

Elements are the essential outcomes of the unit of competency.

Together, performance criteria specify the requirements for competent performance. Text in bold italics  is explained in the Range Statement following.

ELEMENT 

PERFORMANCE CRITERIA 

1 . Suggest options and opportunities for change 

1.1 The need for change in work practice within the work unit is identified, suggestions sought and options devised.

1.2 Options and opportunities for change are suggested to improve efficiency and effectiveness of the workgroup and the work environment.

1.3 The broader workplace context, including future trends, is taken into account in suggestions for change.

1.4 Risk factors  affecting change are analysed to identify possible constraints.

2 . Encourage commitment to workplace change 

2.1 Positive encouragement is provided to implement workplace change .

2.2 The needs and viewpoints of individuals are identified and considered when implementing change.

2.3 Communication strategies are developed and support is provided to colleagues on adjusting to change.

2.4 Issues requiring further action are identified and dealt with in accordance with legislation, policy and procedures .

3 . Monitor and evaluate change 

3.1 Implementation of change is monitored and feedback on individual and group work practices is prompt and constructive.

3.2 Suggestions for improvements made by workgroup members are positively received and acted on where appropriate.

3.3 Work activities are evaluated based on feedback from workgroup members and other stakeholders .

3.4 Evidence and information  is collected on the impact of change, is accurate, relevant and reported according to organisational requirements.

3.5 Recommendations for improving methods or techniques to manage change are negotiated  in accordance with organisational policy and procedures.

3.6 Learning from the implementation of change are identified, shared with others and transferred to other change initiatives.

4 . Deal with ambiguities in the change process 

4.1 The need to operate within constraints beyond one's own control is recognised and accepted.

4.2 Areas of ambiguity in proposed change are identified.

4.3 Options for dealing with ambiguity and criteria for assessing those options are developed and communicated to the workgroup.

4.4 Best option is selected, work is undertaken and ambiguity handled in accordance with option determined.

4.5 The impact of change and identified related issues are communicated to management as required.

This section describes the essential skills and knowledge and their level, required for this unit.

Skill requirements 

Look for evidence that confirms skills in:

• communicating with a diverse range of individuals at different levels in the organisation
• applying problem solving strategies in the context of managing ambiguity and change
• working in teams
• applying monitoring and observation methods
• giving and receiving feedback, including 'managing upwards'
• responding to diversity, including gender and disability

Knowledge requirements 

Look for evidence that confirms knowledge and understanding of:

• legislation, policy and procedures relating to public sector workplaces
• a range of change management models and their application to the work environment
• organisational structure and culture
• the nature of change and its effects in the workplace, including occupational health and safety issues such as workplace stress
• group dynamics
• emotional intelligence
• equal employment opportunity, equity and diversity principles

The Evidence Guide specifies the evidence required to demonstrate achievement in the unit of competency as a whole. It must be read in conjunction with the Unit descriptor, Performance Criteria, the Range Statement and the Assessment Guidelines for the Public Sector Training Package.

Units to be assessed together 

• Pre-requisite units that must  be achieved prior  to this unit: Nil
• Co-requisite units that must  be assessed with  this unit: Nil
• Co-assessed units that may  be assessed with this unit to increase the efficiency and realism of the assessment process include, but are not limited to:

• PSPETHC401A Uphold and support the values and principles of public service
• PSPGOV406B Gather and analyse information
• PSPGOV408A Value diversity
• PSPGOV411A Deal with conflict
• PSPGOV412A Use advanced workplace communication strategies
• PSPGOV414A Provide workplace mentoring
• PSPGOV416A Monitor performance and provide feedback
• PSPGOV418A Develop internal and external networks
• PSPGOV422A Apply government processes
• PSPLEGN401A Encourage compliance with legislation in the public sector

Overview of evidence requirements 

In addition to integrated demonstration of the elements and their related performance criteria, look for evidence that confirms:

• the knowledge requirements of this unit
• the skill requirements of this unit
• application of Employability Skills as they relate to this unit
• provision of input to change in a range of (3 or more) contexts (or occasions, over time)

Resources required to carry out assessment 

These resources include:

• legislation, policy, procedures and protocols relating to the public sector environment
• a range of change management models and their application
• case studies and workplace scenarios to capture the range of situations likely to be encountered when providing input to change processes

Where and how to assess evidence 

Valid assessment of this unit requires:

• a workplace environment, or one that closely resembles normal work practice and replicates the range of conditions likely to be encountered when providing input to change processes, including coping with difficulties, irregularities and breakdowns in routine
• provision of input to change in a range of (3 or more) contexts (or occasions, over time)

Assessment methods should reflect workplace demands, such as literacy, and the needs of particular groups, such as:

• people with disabilities
• people from culturally and linguistically diverse backgrounds
• Aboriginal and Torres Strait Islander people
• women
• young people
• older people
• people in rural and remote locations.

Assessment methods suitable for valid and reliable assessment of this competency may include, but are not limited to, a combination of 2 or more of:

• case studies
• portfolios
• projects
• questioning
• scenarios
• authenticated evidence from the workplace and/or training courses

For consistency of assessment 

Evidence must be gathered over time in a range of contexts to ensure the person can achieve the unit outcome and apply the competency in different situations or environments

The Range Statement provides information about the context in which the unit of competency is carried out. The variables cater for differences between States and Territories and the Commonwealth, and between organisations and workplaces. They allow for different work requirements, work practices and knowledge. The Range Statement also provides a focus for assessment. It relates to the unit as a whole. Text in bold italics  in the Performance Criteria is explained here.

Risk factors  may include:

• disturbances to workflow
• confusion/loss of confidence
• budget constraints
• supplier problems
• product/service delivery problems
• time delays
• ineffective communication
• lack of participation/buy in of staff in workplace change leading to resistance and conflict

Change  may include:

• imposed change
• self-initiated change
• implementation of new work practices
• legislative change
• changes in the machinery of government
• organisational restructuring
• technology transfer to the workplace
• changing work practices and procedures
• staffing changes
• shared services environment

Legislation , policy and procedures  may include:

• Commonwealth and State/Territory legislation
• government policy
• public sector code of ethics
• national standards
• the organisation's policies and practices
• environmental or sustainability practices
• organisational code of conduct

Stakeholders  may include:

• all those individuals and groups both inside and outside the organisation that have some direct interest in the organisation's behaviour, actions, products and services, including:
• employees at all levels of the organisation
• clients
• other public sector organisations
• community organisations
• private sector organisations
• union and association representatives
• boards of management
• government
• Ministers

Evidence and information  may include:

• client surveys
• employee satisfaction feedback
• industrial disputes
• supplier feedback
• productivity/efficiency measures
• cost savings

Negotiation  may include:

• assertiveness
• collaboration
• solution designing
• confidence building
• conflict reduction
• stress management
• empathising
• techniques such as:

• speaking skills
• presentation techniques
• effective listening
• questioning techniques
• verbal and non-verbal communication
• using personal attributes
• culturally appropriate strategies
• constructive feedback
• issues identification
• exploring options
• identifying areas of agreement
• recording agreements.

• clarifying
• restating position
• summarising progress
• deferring decision
• preparing a compromise
• using a mediator/third party