Certificate IV in Frontline Management

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1 MARCH 2011 Certificate IV in Frontline Management Ai Group is pleased to provide you with information regarding the Certificate IV in Frontline Management - BSB BENEFITS OF TRAINING Effective training in management and leadership should result in a number of benefits. Feedback from companies who have implemented the frontline management program indicate increased productivity, improvement in staff morale, greater ownership of roles and responsibilities and the development of a positive and cohesive workforce. CERTIFICATE IV IN FRONTLINE MANAGEMENT The aim of this program is to help managers, supervisors and team leaders enhance their skills in managing people and projects, communication, building a safe working and implementing continuous improvement procedures. WHY CHOOSE Ai GROUP? Ai Group has fully developed the Certificate IV in Frontline Management to suit our members. This is not an off the shelf commercial program. The workshops are fully interactive including role play, case studies and discussion groups. They are challenging and assist in the development of management, leadership and supervisory skills which are required for today s workforce. Our facilitators/trainers are experienced in many industry sectors and bring their first hand experiences and knowledge to the program. WHAT MODEL TO CHOOSE? Ai Group can offer the following options for completing the Certificate IV in Frontline Management. Completing the program at Ai Group This is where we have participants from various organisations come to our training venue and participate in a number of workshops. The added value of this method of training is the networking between the various participants and the sharing of their knowledge and experiences. You can register one or more participants for the program. Completing the program at your site This is where we come to you and deliver the workshops at your venue. The added value of this method of training is the opportunity to further customise the program to your needs, incorporating your policies, processes, strategic plans, goals and objectives. We recommend that group sizes are between 6-12 participants for the program. COMPLETING THE PROGRAM AT YOUR SITE Ai Group is able to customise the training and workshops to meet your needs. Our recommendation is that the program be delivered as a combination of the following workshops with greatest emphasis being placed on the areas identified by your organisation for development. There is also the opportunity of introducing other electives into the training program. In some cases these may be co-delivered with senior personnel from the organisation. Ai Group is able to offer Implement and monitor ally sustainable work practices and Recruit, select and induct staff as alternative electives. options plus the delivery strategy can be discussed with your Ai Group facilitator. The delivery model is also flexible, so whether it is workshops, recognition of prior learning, work groups; one on one meeting - Ai Group is able to develop a program best suited to the needs of both individual participants and your organisation.

2 COMPLETING THE PROGRAM AT Ai GROUP The Certificate IV in Frontline Management delivered at Ai Group is divided into a series of five workshops. Workshops Duration Mapping to Units of Competency Leadership Skills Communicaton, Conflict Resolution and Negotiation 2 days BSBWOR401A Establish effective workplace relationships BSBMGT401A Show leadership in the workplace High Performance Teams 2 days BSBWOR402A Promote team effectiveness BSBINN301A Promote innovation in a team Project Management for Supervisors Problem Solving and Continuous Improvement in a Competitive Environment 1 day 2 days BSBPMG510A Manage projects BSBRSK401A Identify risk and apply risk management processes BSBMGT403A Implement continuous improvement MSACMC410A Lead change in a manufacturing Workplace OHS for Managers and Supervisors 2 days BSBOHS407 Monitor a safe workplace The final unit required for completing the entire Certificate IV in Frontline Management is BSBMGT402A Implement operational plan. This unit is undertaken in the workplace and is assessed through the completion of workplace activities. MORE ABOUT THE Ai GROUP MODEL Induction: Workshops: Coaching: Assessment: Participants will be provided with pre-reading materials and the opportunity to apply for Recognition of Prior Learning and/or Credit Transfer that relate to previous qualifications and/or experience in the workplace. All participants receive a comprehensive Participant Training Manual including the content required for the workshop and activities. Ai Group recommends attendance at all workshops, however special arrangements can be made if a participant is unable to attend one of the workshop days. Each participant will have access to the facilitator/trainer to monitor their progress throughout the course. Assessment is optional. The decision often depends on your rationale for selecting the training program. Participants completing the training at Ai Group will be provided with details of the assessment at the commencement of each of the workshops. For training conducted at your site these options will be considered during the planning phase and discussed with you prior to the commencement of the program. Assessment of competence is ongoing and includes participation in workshop activities, successful completion of activities in the Participant Manual and successful completion of projects and activities in the workplace. Projects: Support: Qualification: The workplace will be used as a basis of project assessment and assignments. Each participant will require workplace support from their immediate supervisor to provide feedback and discussion on their progress through the program. The Certificate IV in Frontline Management will be awarded to participants who successfully complete the ten Units of Competency including assessment activities.

3 COMPETENCIES The Certificate IV in Frontline Management is made up of (10) compentencies. There are (4) core units and (6) electives. Core Units Compulsory n Show Leadership in the Workplace n Implement operational plan n Monitor a safe workplace n Promote team effectiveness Units Selection n Establish effective workplace relationships n Implement continuous improvement n Manage projects n Promote innovation in a team n Lead change in a manufacturing n Identify risk and apply risk management processes n Implement and monitor ally sustainable work practices n Recruit, select and induct staff Unit of Competency TYPE ELEMENTS KEY BENEFITS Show leadership in the workplace Core n Model high standards of management performance and behaviour n Enhance organisation s image n Make informed decisions n Employees are able to represent company strategies and directions building strong culture and ethics amongst all employees Promote team effectiveness Core n Plan to achieve team outcomes n Develop team cohesion n Participate in and facilitate work team n Employees develop efficient and effective teams, provide supervision and bridge the gap between management and team members. They can manage up as well as manage their teams. Develop action plans and monitor performance Monitor a safe workplace Core n Provide information to the workgroup about OHS policies and procedures n Implement and monitor participative arrangements for the management of OHS n Implement and monitor the organisation s procedures for providing OHS training n Implement and monitor procedures for identifying hazards and assessing risks n Implement and monitor the organisation s procedures for controlling risks n Implement and monitor the organisation s procedures for maintaining OHS records for the team n Employees understand the OHS legislation and codes of practice and their implementation into the workplace. They can identify training needs, report on hazards and risks, implement procedures and control risks, maintain records. Understand legal responsibilities of employers, supervisors and employees Implement operational plan Core n Implement operational plan n Implement resource acquisition n Monitor operational performance n Increase efficiencies and productivity n Risk management, contingency plans, problem identification, reporting methods, outsourcing, cost reduction, recycling, reducing labour costs Manage projects n Define project n Develop project plan n Administer and monitor project n Finalise project n Review project n Meeting timelines, quality standards, budgetary limits, developing project management tools, risk management, record keeping and managing resources Identify risk and apply risk management processes n Identify risks n Analyse and evaluate risks n Treat risks n Monitor and review effective risk treatment/s n Implementing tools to manage risk management processes n Developing control measure for risk management n Monitoring and reviewing risk management processes

4 Unit of Competency TYPE ELEMENTS KEY BENEFITS Establish effective workplace relationships n Collect, analyse and communicate information and ideas n Develop trust and confidence n Develop and maintain networks and relationships n Manage difficulties into positive outcomes n Mentoring, coaching, developing team cohesion, leadership, consultation and building networks. External focus could be a major component Promote innovation in a team n Create opportunities to maximise innovation within the team n Organise and agree effective ways of working n Support and guide colleagues n Reflect on how the team is working n Networking, problem solving creating positive energy n Powers of persuasion, influence and generating ideas n Leadership, guidance, testing and exploring ideas Implement continuous improvement n Implement continuous improvement systems and processes n Monitor and review performance n Provide opportunities for further improvement n Audits, evaluations and review of teams and individual performance n Implementation of quality systems. n Modifications and improvements to systems, processes, services and products Lead change in a manufacturing n Define nature and impact of change n Identify Key Performance Indicators (KPIs) n Liaise with key stakeholders n Develop a strategy to help work teams implement change n Implement change n Monitor implementation of change n Monitoring and gathering data for analysis n Monitoring and evaluating supply chains n Preventative and predictive maintenance strategies n Leading in a lean manufacturing Implement and monitor ally sustainable work practices n Investigate current practices in relation to resource usage n Set targets for improvements n Implement performance improvement strategies n Monitor performance n Identification of workplace procedures and work instructions that relate to industry and government codes and standards n Initiating and/or maintaining appropriate enterprise procedures for operational energy consumption Recruit, select and induct staff n Determine job descriptions n Plan for selection n Assess and select applicants n Appoint and induct successful candidate n Planning, consultation and communication skills required to drive the internal process n Induction strategies to ensure a smooth transition for new employees where to now? There is no doubt a lot of information to consider with implementing the Certificate IV in Frontline Management. It is a good idea to think through your company s rationale for implementing all or part of the training, who may be involved in the training and what your preferred model of training would be just as a starting point. Government training subsidies are available in some states for all or part of the Certificate IV in Frontline Management, subject to eligibility criteria. Ai Group can help fill in the gaps, answer your questions and assist in designing a program for your organisation and participants. Please do not hesitate to contact Robyn or one of our Training and Events Coordinators to discuss the many options. Robyn Campbell Manager, National Training and Learning Services AUSTRALIAN INDUSTRY GROUP Mobile:

5 Leadership Skills Communication, Conflict Resolution and Negotiation Developing expertise in assertive behaviour and conflict resolution is an important skill for those who have responsibility for staff. This powerful two day course covers essential issues such as developing sound strategies, improving communication and understanding why conflict occurs. This program is fully interactive including role plays, case studies and discussion groups a hands on practical approach to dealing with sensitive and difficult issues. Topics include: Leadership and Management Effective leadership can often mean the difference between a group of people working together and becoming a successful unit or failing to realise their potential. This topic explores effective leadership including: n Roles and responsibilities n The qualities of effective leadership n Different leadership styles n Determine the leadership style to use in certain contexts n The influence of personality Communication Communication underpins every thing we do. Without effective communication, you cannot be effective in your role. Good communicators read the situation and structure their communication appropriately. This topic explores effective communication including: n Developing communication skills to manage and prevent crisis situations n Fostering self esteem n Generating mutual respect and enhancing relationships Dealing with Difficult People and Conflict Every group is a collection of individuals. It is often the role of a supervisor/manager to weld them into a group and encourage them to participate, which is not always easy. This topic introduces the theory on conflict, and develops the skills needed to assist in dealing with difficult people in work settings and in all daily life situations including: n Identifying different types of people and behaviours n Defining conflict n Describing reasons that contribute to inappropriate behaviour n Identifying possible strategies to resolve inappropriate behaviour Negotiation Creative negotiation is a process whereby two or more people meet through artful discussion and creativity, confront a problem and arrive at an innovative solution that best meets the needs of all parties and secures their commitment to fulfilling the agreement reached. This topic develops the art of negotiation which is also a method for resolving conflict including: n Identifying the different stages of problem solving n Identifying the different stages of negotiation n Describing the process of consensus Assertiveness Good working relationships and the nature of communications and interpersonal behaviours are strongly influenced by the perception. This topic concentrates on the development of assertive, rather than aggressive behaviours and the value of good working relationships including: n Identifying and describing the differences between aggressive, assertive and submissive behaviour styles n Identifying assertiveness techniques n Applying assertiveness techniques in a range of situations n Identifying the risks of applying assertiveness techniques

6 High Performance Teams In most organisations, individuals rarely operate alone it takes a group effort to get things done, so effective supervisors/managers must understand the dynamics of group behaviour and have skills in team building. High growth organisations understand that innovation is what drives growth, and innovation is achieved by people with a shared passion for problem solving and for turning ideas into realities. This two day course concentrates on team building in a creative and innovative and the development of a positive work culture. With interactive workshops including role plays, case studies and discussion groups, participants will develop the knowledge and skills needed for developing dynamic teams. Topics include: Effective Teams This topic introduces the theory of team behaviour, identifying team roles and how to successfully implement change including: n Identifying problems that teams can face n Determination of the team development stage and the appropriate leadership style n Discussing how changing membership impacts on teams and how this can be managed n Identifying team building techniques Motivation in the Workplace Motivation is one of the primary concerns and challenges for today s supervisors/managers. This topic develops the techniques for creating a motivational climate including: n Application of proven techniques for motivating employees n Causes of low moral n Improving motivation across the workplace n Leadership styles in certain contexts n Developing motivation in a changing work Coaching and Mentoring Both coaching and mentoring are directly related to individual employees and teams performing more effectively. This topic develops the necessary skills required to enhance workplace relationships through coaching and mentoring and includes: n Coaching and mentoring strategies n Analysis of the steps required for successful mentoring and coaching n Developing an action plan for coaching and mentoring Creativity and Innovation Creativity is the generation of new ideas. Innovation is the application of creative solutions to problems and opportunities. This final chapter of High Performance Teams brings together the previous topics with an overlay of creativity and innovation including: n Organisational change n Barriers and benefits of creativity and innovation n Recognising the core elements of an innovative system n Understanding the process of effective creativity and innovation

7 Project Management for Supervisors What is project management? Project Management brings together and optimises the resources necessary to successfully complete a project including, skills, talents, cooperative effort from teams This program is fully interactive including case studies and discussion groups hands on practical approach to successful management of projects. Topics include: Defining the Project The starting point what is the main goal? What are the key objectives? Getting this right from the outset everyone needs to be on the same page. This topic emphasises the importance of understanding the project before kick off: n Establish the Project Manager/Supervisor role n Scoping the Project definition n Selecting the Project team Planning the Project What steps should you take in the planning phase? This topic provides a step by step guide to developing the Project plan: n What activities? n Who should do each activity? n When should each activity be completed? n What is the cost? Implementing the Project When all activities are confirmed, responsibilities have been allocated, resources have been verified and a timetable has been set we move onto implementation. This topic explores the key tasks involved during the implementation of projects: n Control work progress n Providing feedback n Materials, supplies and services resourcing the project n Resolving differences Project Management Tools and Techniques Reports, charts, keeping track, what are they and when should they be used? This topic explores a variety of tools and techniques that can be used in the planning phase, development and monitoring of projects. Risk Management There are always risks associated with an activity or project. The purpose of risk management is to ensure levels of risk and uncertainty are properly managed so that the project is successfully completed. This topic covers the identification and application of risk management processes including: n How to identify hazards? n Undertaking risk analysis and assessment n Undertaking risk evaluation and implementing controls n Contingency planning and documentation

8 Problem Solving and Continuous Improvement in a Competitive Environment In today s highly competitive business it has become a truism that only the fittest survive. Organisations invest in many different aspects of managing their business in order to remain competitive. Yet there is one single concept that can provide a competitive edge a concept which directly contributes to bottom line profit. And that is the concept of continuous improvement. This program is fully interactive including role plays, a simulated manufacturing process, case studies and discussion groups hands on practical approach that will inspire a fresh approach. Topics include: Problem Solving and Continuous Improvement Continuous improvement is a management approach of an organisation centred on quality, based on the participation of all its members and aiming at the long term profitability through customer satisfaction. This topic includes: n Researching and discussing continuous improvement tools and techniques n Understanding customers, their needs, feedback and creating value and building loyalty n Applying quality processes, control, assurance and management Leading Change in a Competitive Environment The process of continuous change that most people are experiencing in their day to day working lives is becoming increasingly chaotic and uncertain. This topic introduces the change concept and the impact of change on individuals and organisations including: n Developing change management strategies n How to implement and facilitate successful change processes in a competitive n Identifying why people resist and the key variables that are affected by change Competitive/Lean Manufacturing The philosophy behind competitive/lean manufacturing is to make only the minimum necessary parts in the smallest possible quantities in the least possible time and with no defects. That is, any process or activity that does not directly add value to the product is eliminated. This topic concentrates on the development of lean principles including: n Understanding the benefits of competitive/lean manufacturing n Moving towards a competitive/lean manufacturing n Exploring the supply chain impact and ways to improve n Participating in the Competitive Manufacturing Simulation game

9 Workplace OHS for Managers and Supervisors Developing and monitoring a safe workplace is a key element of the managers and supervisors role. Knowledge of OHS legislation, systems, OHS performance and injury management are key features of this two day workshop. The course focuses on the development of competencies needed to develop and monitor a safe workplace. This program includes case studies and discussion groups and is ideal for managers and supervisors who have OHS responsibilities for implementing and monitoring their organisation s policies, procedures and programs in their own work area. Topics include: OHS Legislation Knowledge of the key elements of OHS law as it applies to the role of the manager or supervisor is important in managing a safe and healthy work. This topic includes: n Identifying the key elements of OHS law and the role of Statutory Bodies n Discussing and applying the key elements of OHS law OHS Management Systems Employer s Duty of Care responsibilities and the principles of an OHS management system (OHSMS) are explored and discussed as they apply to the role of a supervisor/manager in managing a safe and healthy work. This topic includes: n Determining the employer s Duty of Care responsibilities n The roles and responsibilities of supervisors and managers n OHSMS approaches and models Managing OHS in the Workplace What approaches and methods can supervisors and managers implement to assist in developing and monitoring a safe workplace? This topic incorporates: n OHS policy and programs n Consultative mechanisms n Providing information, instruction, training and supervision n Developing safe systems of work Implementing Risk Management Without question, developing and monitoring a safe workplace requires the application of risk management. This topic includes: n Risk management: principles and process n Consultation requirements for successful risk management n Applying the risk management process OHS Performance Review Continuous improvement is critical to any OHS management system. This topic explores the methods that are used to review and improve OHS performance including: n Incident investigation n Workplace inspections n Maintaining and improving OHS performance Injury Management and Workers Compensation Successful management of injuries is often the task for the supervisor/manager. Knowing employer and employee responsibilities is fundamental in ensuring a successful injury management process. This topic concentrates on the important elements for injury management including: n Employee rehabilitation and injury management n Employer and employee responsibilities n Key elements of an injury management system and how the supervisor/manager can assist in injury management