User Guide for the BSB Business Services Leadership and Management qualifications and skill set

Transcription

1 User Guide for the BSB Business Services Leadership and Management qualifications and skill set

2 About this User Guide This User Guide has been developed to support delivery of the following qualifications and skill set: BSB42015 Certificate IV in Leadership and Management BSB51915 Diploma of Leadership and Management BSB61015 Advanced Diploma of Leadership and Management BSB80215 Graduate Diploma in Strategic Leadership BSBSS00063 Team Leader Skill Set. The Guide provides advice and guidance for best practice delivery and assessment of the qualifications or skill set. It contains: an introduction to contemporary leadership and management information for the provider information for the facilitator templates, tools and sample training programs. Note The strategies and advice provided meet the Australian Government s Standards for Registered Training Organisations (RTOs) This Guide should be read in conjunction with the relevant qualifications and/or skill set, the Australian Government s Standards for Registered Training Organisations (RTOs) 2015, and the relevant State/Territory purchasing guide for the specified qualifications and skill set. RTOs wishing to add the qualifications and skill set to their Scope of Registration should refer to processes and documentation from the applicable registering body. (Victorian Registration & Qualification Authority Training Accreditation Council Western Australia Australian Skills Quality Authority Published by: Innovation and Business Skills Australia Ltd Level 11, 176 Wellington Parade East Melbourne VIC 3002 Phone: Fax: [email protected] First published: September 2015 Edition version: 1 Release date: September 2015 ISBN:

3 Contents Section 1 Introduction to leadership and management 2 Work organisation and job profiles 2 Industry needs 4 Government broad policy initiatives 4 New qualifications, skill set and units of competency 4 Section 2 Information for the provider 5 Compliance with standards 5 Delivery and assessment requirements 6 Supporting learner needs 6 Trainer and assessor skills and knowledge 7 Third party arrangements 8 Industry consultation 8 Strategies to attract learners 8 Training and assessment strategy 10 Training and assessment objectives 10 Program planning 10 Delivery environments 10 Resources for delivery and assessment 11 Delivery duration 11 Training and assessment practices 12 Evidence collection 12 Creating an assessment plan 14 Section 3 Information for the facilitator 15 Learner needs 15 Reasonable adjustments 15 Using experiential learning and practice 16 Addressing foundation skills 16 Addressing performance and knowledge requirements 17 Contextualisation advice 21 Delivery methods 21 Clustering for delivery and assessment 22 Practice environments 24 Assessment 25 Planning for assessment 25 Collecting evidence 25 RPL and assessment only pathways 25 Ongoing professional development 25 Section 4 Templates, tools and sample training programs 26 Tool Balancing language, literacy and numeracy (LLN) requirements in training and assessment 26 Tool Checking against the Principles of Assessment and the Rules of Evidence 27 Tool Unit of Competency Dimensions 28 Sample Training Programs Linking learning to real jobs 29 Sample Training Programs Linking learning to real jobs 30 Sample Training Programs Linking learning to real jobs 31 Sample Training Programs Linking learning to real jobs 32 Section 5 Useful links and references 33 Acknowledgement These materials were developed by Innovation & Business Skills Australia in association with the Commonwealth Government through the Department of Education and Training. Copyright Statement 2015 Commonwealth of Australia This work is licensed under a Creative Commons Attribution NonCommercial-ShareAlike 3.0 Australia License. ( This license lets you distribute, remix and build upon the work, but only if it is for non-commercial purposes, you credit the original creator/s (and any other nominated parties) and you license your derivative works under the same terms. The copyright of any adaptations and/or modifications to this material remains with the Commonwealth of Australia. Adapted and/or modified materials must have the Innovation and Business Skills Australia logo removed from the work, and the following attribution made: This is a modified document based on materials prepared by Innovation and Business Skills Australia Ltd, the original of which can be found on the IBSA website Disclaimer While care has been taken in the preparation of this material, the Department of Education and Training and the original developer do not warrant that any licensing or registration requirements specified here are either complete or up-to-date for your State or Territory. The Department of Education and Training and the original developer do not accept any liability for any damage or loss (including indirect and consequential loss) incurred by any person as a result of relying on the information contained in this material. The Commonwealth, through the Department of Education and Training, does not accept any liability to any person for the information or advice (or the use of such information or advice) which is provided in this material or incorporated into it by reference. The information is provided on the basis that all persons accessing this material undertake responsibility for assessing the relevance and accuracy of its content. No liability is accepted for any information or services which may appear in any other format. No responsibility is taken for any information or services which may appear on any linked websites. 1

4 User Guide for the BSB Business Services Leadership and Management qualifications and skill set Section 1 Introduction to leadership and management Contemporary research has identified a number of key issues and themes for leadership and management. Work organisation and job profiles There has been ongoing recognition, across industry and organisations, of the need to enhance the quality of business leaders and managers in Australia. In particular, leaders and managers must possess or develop the key capabilities to support productivity, innovation and performance in the workplace. There are six common themes that represent the capability requirements of leaders and managers and these are described in the following table. 2

5 LEADERSHIP AND MANAGEMENT THEMES Theme Self-management People management Leadership Productivity and performance management Innovation Diversity Description Self-awareness, resilience, perception and insight into own behaviour and the behaviour of others, self-regulation, emotional intelligence, reflection and self-criticism, integrity and ethics Providing guidance and direction, providing feedback, dealing with conflict within teams, communication using multiple forms Modelling behaviours, motivating and leading a group, leading a project team, highly developed communication skills Setting direction, seeking to achieve improvements in productivity and performance, improved skills utilisation, getting the work done, achieving outcomes, corporate social responsibility Generating ideas, taking calculated risks, questioning how to do things better, facilitating change, turning ideas into products, processes and services, encouraging others to innovate Cultural competence, intergenerational teams, inclusion, cultural literacy, globalisation, Asia capabilities During a review of the existing management qualifications in the BSB07 Business Services Training Package during 2013, Innovation & Business Skills Australia (IBSA) asked the question, Are leaders also managers and managers also leaders? This did not emerge as significant in the Australian context. Rather, the requirements for both leaders and managers are seen as a continuum with the softer people management skills at one end and the harder technical skills and knowledge at the other. Leadership and management skills, whilst generic, need to be applied in context in the contemporary workforce. Work organisation levels and associated skills/knowledge areas are outlined in the following table. WORK LEVEL FOCUS KEY SKILLS/KNOWLEDGE Team Leader New, developing and emerging team leaders Relationships Teams Communication Planning Team Leader/ First Front Line Manager Leader and Manager (Generic) Leader and Manager (Specialist) Leader (Strategic) Developing and emerging team leaders and first-front line managers Practising leaders and managers Practising leaders and managers with specialist skills and knowledge Practising leaders and managers with responsibility for organisational strategic planning Relationships Teams Communication Planning PLUS: Innovation, Diversity, Quality, Finance, Risk, Work health and safety (WHS), Intellectual property (IP), Digital, Marketing projects, Research, International, Self Relationships Teams Communication Planning PLUS: Innovation, Diversity, Quality, Finance, Risk, WHS, IP, Digital, Marketing projects, Research, International, Self Change Leadership Planning Finance PLUS: Customer contact, Human resources, Finance and resources, Knowledge management, IP, Innovation, Organisation development, Business plans, Quality, Corporate social responsibility, Governance, Marketing, Sustainability Transformation (Self, Organisation) Strategic Planning PLUS: Collaboration, Diversity, Change, Ethics, Knowledge management, Systems, Decision-making, Research 3

6 User Guide for the BSB Business Services Leadership and Management qualifications and skill set 4 Industry needs According to the Leadership, Employment and Direction (LEAD) Survey, Australia s productivity growth ranks well below the Organisation for Economic Co-operation and Development (OECD) average and significantly below that enjoyed by leading economies. In its survey of 4,000 Australian leaders, managers and employees on workforce issues, about one third of respondents felt their organisation lacked leadership skills and a quarter reported that management skills were lacking. 1 Peter Gahan, Professor of Management at Melbourne University, noted that Australian businesses have a dismal record in improving the drivers of workplace productivity. He attributes poor quality leadership and management in the workplace as one of the main reasons for this failure. As an example he notes Australian Bureau of Statistics figures about the qualifications of different occupation groups, which show that fewer managers have post school qualifications than the unskilled and semi-skilled workers they manage. 2 The industry needs increased provision for leadership and management training and certification that will allow for transferability across and within different workforce sectors. Government broad policy initiatives The consultation process during the review of the existing management qualifications included appraisal of the units of competency and qualifications by industry organisations to ensure that current legislation and government policy were adequately covered. Training and vocational education and training (VET) policies were addressed through consultation with Registered Training Organisations, State Training Agencies and State/Territory Industry Training Advisory Bodies. 1. Leadership, employment and direction survey: new realities, new challenges, new outlook, Leadership Management Australasia, Peter Gahan, Why Australian workplaces need much better leaders, The Conversation, University of Melbourne, September 2014, viewed 12 May 2015, < New qualifications, skill set and units of competency The following qualifications and skill set were developed to reflect common thinking in the workplace about the key capabilities of leaders and managers: BSB42015 Certificate IV in Leadership and Management BSB51915 Diploma of Leadership and Management BSB61015 Advanced Diploma of Leadership and Management BSB80215 Graduate Diploma in Strategic Leadership BSBSS00063 Team Leader Skill Set. The qualifications and skill set: allow for improved flexibility and recognition of the differing environments and work roles where leadership and management competency is required, whilst maintaining common skills and knowledge have broadened the choice in the range of management areas, whilst keeping leadership as a core skill at different levels acknowledge the variety of environments and contexts for leadership and management ensure relevance to the range of management roles found in the workplace provide for access to skills and formal recognition for leaders and managers outside of the large enterprise context, for example, small team leaders have an agreed industry core and a renewed focus on leadership include electives that enable sector specific units to be incorporated along with health and safety, innovation, diversity and sustainability options. 3 National policy to ensure flexibility and usability of qualifications in training packages is reflected in all qualifications. In particular, each qualification has core units with a focus on leadership development, and an extensive grouping of electives that address policy initiatives in productivity, diversity, sustainability, digital engagement and intellectual property. New units of competency have been developed that address convergence and connectivity within leadership and management. These are based on emerging trends in: team leadership skills leadership pressures within traditional management roles workforce diversity productivity and innovation imperative self-management and emotional intelligence importance of the leader as a strategist growth in collaborative business/government engagement models accelerating pace of change within organisations Innovation & Business Skills Australia, Case for Endorsement for BSB Business Services Training Package Version 1.0, September 2014, pages Innovation & Business Skills Australia, Business Services Industry Environment Scan 2014, Melbourne, 2014, viewed 12 May 2015, < Business%20Services_0.pdf>

7 Section 2 Information for the provider This section focuses on the preparation needed by a registered training organisation (RTO) before implementing delivery of the leadership and management qualifications/skill set: BSB42015 Certificate IV in Leadership and Management BSB51915 Diploma of Leadership and Management BSB61015 Advanced Diploma of Leadership and Management BSB80215 Graduate Diploma in Strategic Leadership BSBSS00063 Team Leader Skill Set. Compliance with standards All RTOs must comply with the requirements set out in applicable national frameworks and standards. The current registering bodies, frameworks and standards, and the applicable RTOs, are shown in the following table. REGISTERING BODY FRAMEWORK STANDARDS APPLICABLE RTOs Australian Skills Quality Authority (ASQA) VET Quality Framework Standards for Registered Training Organisations (RTOs) 2015 RTOs that deliver training in the Australian Capital Territory, New South Wales, the Northern Territory, South Australia, Queensland, or Tasmania RTOs in Victoria and Western Australia that offer training to overseas students and/or students (including online courses) in the Australian Capital Territory, New South Wales, the Northern Territory, South Australia, Queensland, or Tasmania Victorian Registration and Qualifications Authority (VRQA) Western Australian Training Accreditation Council (WA TAC) Australian Quality Training Framework (AQTF) AQTF Essential Conditions and Standards for Initial Registration AQTF Essential Conditions and Standards for Continuing Registration RTOs that deliver vocational education and training solely in Victoria and/or Western Australia and do not intend to apply to be registered on the Commonwealth Register of Institutions and Courses for Overseas Learners (CRICOS) 5

8 User Guide for the BSB Business Services Leadership and Management qualifications and skill set Although the AQTF Standards and the Standards for RTOs 2015 are structured differently, there is no substantial difference in their intentions. Standard 1, in both the AQTF Standards and the Standards for RTOs 2015, describes the RTO s obligation to provide quality training and assessment. Following is a brief summary of requirements, but providers must ensure they are familiar with all obligations in their applicable Standards. 5 RTOs must ensure that they have strategies in place so that training and assessment practices: meet the requirements of the training package are relevant to the needs of industry and informed by engagement with industry determine and support the needs of learners are systematically evaluated and improved. 5. Department of Industry, Standards for Registered Training Organisations (RTOs) 2015, Page 13, viewed 12 May 2015, < Details/F2014L01377>; Standing Council for Tertiary Education Skills and Employment (SCOTESE), AQTF Essential Conditions and Standards for Initial Registration, Australian Government, July 2013, Page 6, viewed 12 May 2015, < StandardsfornonreferringstatesAustralianQualificationTrainingFramework. aspx>; Standing Council for Tertiary Education Skills and Employment (SCOTESE), Users Guide to the Essential Conditions and Standards for Continuing Registration, Department of Industry, Canberra, July 2011, Page 25, viewed 12 May 2015, < StandardsfornonreferringstatesAustralianQualificationTrainingFramework.aspx>. Delivery and assessment requirements Facilities, equipment, and training and assessment materials must meet the requirements of the BSB Business Services Training Package and the RTO s own training and assessment strategies. Assessment (including recognition of prior learning) must be conducted in accordance with the Principles of Assessment and Rules of Evidence 6, outlined in the following tables. Supporting learner needs The RTO is required to: identify any particular support needed by each learner as early as possible (prior to enrolment or commencement) provide access to support throughout the course of study. Some examples of additional support could include: language, literacy and numeracy (LLN) assistive technology additional materials or tutorials assistance in using technology for online delivery components. 6. Department of Industry, Page 13; SCOTESE, Page 6; SCOTESE, Page 25. PRINCIPLES OF ASSESSMENT Fairness Flexibility Validity Reliability Fairness requires consideration of the individual learner s needs and characteristics, and any reasonable adjustments that need to be applied to take account of them. It requires clear communication between the assessor and the learner to ensure that the learner is fully informed about, understands, and is able to participate in, the assessment process, and agrees that the process is appropriate. It also includes an opportunity for the person being assessed to challenge the result of the assessment and to be reassessed if necessary. To be flexible, assessment should reflect the learner s needs; provide for recognition of competencies no matter how, where or when they have been acquired; draw on a range of methods appropriate to the context, competency and the learner; and, support continuous competency development. There are five major types of validity: face, content, criterion (i.e. predictive and concurrent), construct and consequential. In general, validity is concerned with the appropriateness of the inferences, use and consequences that result from the assessment. In simple terms, it is concerned with the extent to which an assessment decision about a learner (e.g. competent/not yet competent, a grade and/or a mark), based on the evidence of performance by the learner, is justified. It requires determining conditions that weaken the truthfulness of the decision, exploring alternative explanations for good or poor performance, and feeding them back into the assessment process to reduce errors when making inferences about competence. Unlike reliability, validity is not simply a property of the assessment tool. As such, an assessment tool designed for a particular purpose and target group may not necessarily lead to valid interpretations of performance and assessment decisions if the tool was used for a different purpose and/or target group. In general, reliability is an estimate of how accurate or precise the task is as a measurement instrument. Reliability is concerned with how much error is included in the evidence. There are five types of reliability: internal consistency; parallel forms; split-half; inter-rater; and, intra-rater. RULES OF EVIDENCE Validity Sufficiency Authenticity Currency The assessor is assured that the learner has the skills, knowledge and attributes as described in the module or unit of competency and associated assessment requirements. The assessor is assured that the quality, quantity and relevance of the assessment evidence enable a judgment to be made of a learner s competency. The assessor is assured that the evidence presented for assessment is the learner s own work. The assessor is assured that the assessment evidence demonstrates current competency. This requires the assessment evidence to be from the present or the very recent past. 6

9 Reasonable adjustment The Disability Standards for Education 2005 were formed under the Disability Discrimination Act They clarify the obligations of training providers to ensure that learners who have a disability are able to access and participate in education and training on the same basis as those without disability. 7 Reasonable adjustment refers to any modification made to the learning environment, certification requirements, training delivery or assessment method to help learners with a disability access and participate in education and training on the same basis as those without disability. Some examples of reasonable adjustments could include: personal support services, e.g. a reader, Auslan interpreter, a scribe assistive technology or special equipment, e.g. screen readers, magnifiers, alternative keyboards modifying the presentation method, e.g. visual, oral, print, electronic adjustments to timeframes, e.g. providing materials prior to class, extended time limits adjustment of the physical environment, e.g. specific furniture, arrangement of classroom. The determination of reasonableness requires judgement that must take into account the impact on the organisation and the need to maintain the integrity of the qualification. While reasonable adjustments can be made to the ways in which evidence of performance is gathered and demonstrated, the criteria for making competent/not yet competent decisions (and/or awarding grades) should not be altered in any way. That is to say, the standards expected should be the same irrespective of the group and/or individual being assessed. 7. Attorney General s Department, Disability Standards for Education 2005, Australian Government, accessed 18 May 2015, < disability-standards-education> Recognition of prior learning RTOs should provide information, advice and feedback to learners seeking RPL in the same way that they provide support and assistance to all other learners. Learners should be encouraged to take charge of their own learning by collecting evidence of their competency against the skills and knowledge requirements of unit(s) of competency. Evidence could be presented in a portfolio, through interview processes and/or direct observation. While RTOs are encouraged to make RPL a user-friendly assessment pathway, they must also ensure that RPL processes are rigorous and require demonstration of competency by the learner. Trainer and assessor skills and knowledge RTOs must ensure that training and assessment activities are conducted by trainers and assessors who: have the necessary training and assessment competencies have the relevant vocational competencies at least to the level being delivered or assessed demonstrate current industry skills directly relevant to the training/assessment being delivered continue to develop their VET knowledge and skills as well as their industry currency and trainer/assessor competence. 8 The qualifications and skill set must be delivered by qualified trainers capable of modelling good practice. When recruiting leadership and management trainers and assessors, RTOs need to consider what the potential staff member will contribute to overall staff capability. Industry knowledge and experience Trainers and assessors delivering the qualifications/skill set need current practical knowledge and skills in the delivery and/ or assessment of leadership and management training, and in working in the typical industry and workplaces of their learners. The following table summarises the skills and knowledge requirements for trainers and assessors. 8. Department of Industry, Page 13; SCOTESE, Page 6; SCOTESE, Page 25. Current skills and knowledge in leadership and management demonstrated by: Relevant work history as a leader/manager Current experience in training and assessing team leaders, managers, executive directors and leaders Attendance at professional development activities focusing on best practice in assessment and/or workplace training Colleague/peer support and participation in business leadership and/or management trainer/assessor professional networks Participation in networks and communities of practice Knowledge of current leadership and management practices Attendance/participation at leadership or management professional development forums Knowledge of language, literacy and numeracy issues in the context of leadership and management. Current knowledge of the industry/workplace of the learners demonstrated by: Familiarity with the industry/enterprise competency standards to be used by the learner as the basis of leadership and/or management An understanding, where applicable, of the leadership and/or management environment in which the learner operates Knowledge of the requisite assessor qualifications for the industry enterprise or organisation Ongoing professional development. 7

10 User Guide for the BSB Business Services Leadership and Management qualifications and skill set Continuing professional development Staff delivering the qualifications/skill set need strategies for maintaining industry knowledge and for incorporating that into delivery. It is therefore essential that staff members are given opportunities for participation in activities to maintain their industry currency, such as: attainment of higher level qualifications in leadership and management undertaking planned work experience to development specific areas of expertise attendance at conferences/workshops focusing on best practice in leadership and management practices colleague/peer support and mentoring participation in professional networks and communities of practice. To demonstrate that trainers and assessors are maintaining industry currency, RTOs could implement professional development plans that: identify gaps in competence and areas for development outline activities to address the gaps outline further developmental requirements. Third party arrangements The RTO is responsible for the quality of its training and assessment, regardless of arrangements where a third party conducts training and/or assessment on its behalf, e.g. partnerships, sub-contracting arrangements. There must also be a written agreement with any party that delivers services on behalf of an RTO. 9 Industry consultation RTOs delivering the qualifications and skill set must identify industry/employer stakeholders who will form part of the consultation process to ensure that training and assessment practices meet industry needs. RTOs must also have strategies for systematically using the outcomes of industry engagement to ensure ongoing relevance of training and assessment strategies, practices, resources and the skills of trainers and assessors. Strategies to attract learners Attracting the right learners is very important for the success of a training program. The following table provides information on target groups and marketing approaches to attract suitable learners for each qualification and the skill set. Note: The leadership and management qualifications/skill set are not suitable for VET in Schools delivery. 9. Department of Industry, Page 18; SCOTESE, Page 7; SCOTESE, Page 59. BSBSS00063 TEAM LEADER SKILL SET Target group Developing team leaders and managers Marketing approach to attract suitable learners Advertising to existing employees of enterprises and community organisations Advertising via recruitment companies to improve the quality of potential team leader and management job applicants Informing appropriate industry associations about the target group and the benefits of this skill set and encouraging them to promote the skill set via their networks BSB42015 CERTIFICATE IV IN LEADERSHIP AND MANAGEMENT Target group Developing team leaders and managers Marketing approach to attract suitable learners Advertising to existing employees of enterprises and community organisations Advertising via recruitment companies to improve the quality of potential team leader and management job applicants Informing appropriate industry associations about the target group and the benefits of this qualification and encouraging them to promote the qualification via their networks Informing career information agencies that attaining this qualification creates career pathway options 8

11 BSB51915 DIPLOMA OF LEADERSHIP AND MANAGEMENT Target group Individuals with considerable workplace experience and ideally at least two years leadership and management responsibility experience Marketing approach to attract suitable learners Advertising to existing employees of enterprises and community organisations who have two years management experience Advertising via recruitment companies to improve the quality of potential leaders and managers for appropriate positions Informing appropriate industry associations about the target group and the benefits of this qualification and encouraging them to promote the qualification via their networks Note: Advertisements need to nominate target group to ensure potential learners for right level. If learners with inappropriate experience apply they should be directed to BSB42015 or BSBSS BSB61015 ADVANCED DIPLOMA OF LEADERSHIP AND MANAGEMENT Target group Learners with considerable workplace experience and ideally at least two years leadership and management responsibility experience, with exposure to many leadership and management practices and concepts such as business planning, financial management, sustainability, etc. Marketing approach to attract suitable learners Advertising to existing employees of enterprises and community organisations who have two years management experience and exposure to a range of leadership and management practices and concepts Advertising via recruitment companies to improve the quality of potential leaders and managers for appropriate positions Informing appropriate industry associations about the target group and the benefits of this qualification and encouraging them to promote the qualification via their networks Note: Advertisements need to nominate target group to ensure potential learners for right level. If learners with inappropriate experience apply they should be directed to BSB42015, BSB51915 or BSBSS BSB80215 GRADUATE DIPLOMA IN STRATEGIC LEADERSHIP Target group Individuals who have completed a Diploma or Advanced Diploma qualification in related fields of study and three years equivalent full-time relevant workplace experience at a significant level of leadership and management responsibility and/or complexity in an enterprise Individuals who have completed a Bachelor degree in related fields of study and two years equivalent full-time relevant workplace experience at a significant level of leadership and management responsibility and/or complexity in an enterprise Individuals with five years full-time relevant workplace experience at a significant level of leadership and management responsibility and/or complexity in an enterprise Marketing approach to attract suitable learners Advertising to existing employees of enterprises and community organisations who meet the target group criteria Advertising via recruitment companies to improve the quality of potential leaders and managers for appropriate positions Advertising via higher education institutions to attract learners who have completed appropriate qualifications and have the nominated experience Informing appropriate industry associations about the target group and the benefits of this qualification and encouraging them to promote the qualification via their networks Note: Advertisements need to nominate target group to ensure potential learners for right level. If learners with inappropriate experience apply they should be directed to BSB42015, BSB51915, BSB61015 or BSBSS Entry requirements must be observed for entry to this qualification. 9

12 User Guide for the BSB Business Services Leadership and Management qualifications and skill set Training and assessment strategy A training and assessment strategy documents the characteristics of the learner group, the clustering of units, resource requirement, the delivery schedule, assessment activities, and evidence collection modes that ensure principles of assessment and rules of evidence are met. The aim is to achieve high quality outcomes that meet client, industry and community expectations. Training and assessment strategies require planning, development and review. 1. Planning and design This will include input from external sources, e.g. industry, community, and internal sources, e.g. trainers/assessors within the RTO. The development and delivery of learning and assessment programs need to be linked to key components of the particular qualification/skill set. Following is an example of how this might be achieved. a. Identify the characteristics of the learner group. b. Organise clusters of units into thematic categories where appropriate and develop suitable learning activities. c. Integrate assessment activities mapped to performance, knowledge and assessment conditions. d. Ensure that the assessment activities reflect the AQF level and can be used to gather evidence that demonstrates: the depth and breadth of the learners knowledge and understanding at the required level of complexity skills at the required level of complexity underpinned by cognitive, technical, communication, creative, interpersonal and other foundation skills application of knowledge and skills in context with the required level of autonomy, responsibility and accountability. 2. Development and delivery Learning and assessment programs, practices and resources should: reflect innovation and flexibility have technology support be responsive to learners needs. 3. Review and evaluation Learning and assessment programs, practices and resources should be reviewed to ensure that they are: well-designed supported by well-understood processes for proactively engaging with learners, clients, stakeholders and other best-practice organisations locally, nationally and beyond to continuously improve leadership and management practices. Training and assessment objectives Consider the overall objectives of training and assessment as a first step to determining appropriate delivery and assessment practices for the selected qualifications/skill set. Program planning Planning should consider the delivery environment, delivery duration, together with training and assessment processes and practices. Delivery environments Various factors may impact on a particular RTO s approach to the planning, delivery and assessment of the qualifications/skill set. OBJECTIVE New entrants have appropriate experience before enrolling in qualifications/skill set POINTS TO CONSIDER RTOs screen applicants to ensure they have relevant management experience, particularly for the higher level qualifications, from the Diploma to the Graduate Diploma RTOs, employment services, career advice services and other brokers ensure that marketing includes information on target learners (see section Potential strategies to attract learners ) The Diploma of Management has been listed by the Australian Skills Quality Authority (ASQA) as a high risk qualification. RTOs should ensure that trainers delivering and assessing this qualification have appropriate experience in leadership and management positions (at least five years) Focus on new industry skill requirements including leadership, innovation, organisational change, relationship management, and diversity Robust and reliable assessment approaches are applied, including demonstrating competence through workplace projects The qualifications and skill set are robust and respected by employers and industry New learning materials are developed for relevant units which highlight new industry skill requirements for leaders and managers Learners are required to have access to an environment (i.e. a workplace with staff) in which they can put their skills and knowledge into practice New assessment tools are developed with examples of workplace projects for each unit of competency RTOs utilise assessment methods and tools similar to those recommended in this Guide Training and assessment methods aim to produce quality graduates, and the methods used are communicated to industry and employers 10

13 Some factors to consider are: size of the organisation location of the organisation resources and capabilities business goals and over arching philosophy or purpose whether delivery is for internal staff development or for external clients. All of these factors have implications for: the packaging of units and selection of electives offered to learners moderation and validation practices access to practice environments decisions about delivery duration. While a real workplace environment is highly desirable for both practice and assessment, it may be necessary to simulate an appropriate workplace environment. Where simulated environments are used to deliver the leadership and management qualifications or skill set, the RTO must ensure that the delivery and assessment replicates the workplace activities in the range of contexts addressed by the units of competency. Resources for delivery and assessment The planning process should identify the resources that need to be revised, developed or acquired. Existing products may need to be revised and customised to meet the particular learning needs of individuals. Commercial off-the-shelf material, particularly assessment instruments, must be revised to reflect the learning environment and context in which they are being used and the audience to whom they are directed. Validation and moderation activities that feed into continuous improvement processes can also be applied to the revision and updating of these learning and assessment resources. Delivery duration Nominal hours are not described within training packages; training packages are designed to provide competency-based training. However, nominal hours may be provided in purchasing or implementation guides produced by State or Territory Training Authorities to support funded delivery of qualifications. Contact your State or Territory Training Authority for a copy of the relevant guide. Ideally the duration of delivery should be established during the planning process by considering the requirements of the qualification and the needs of the target learners. The time required for the delivery of the qualifications and skill set may vary and will be influenced by: location/accessibility of training in remote areas, transport and seasonal variations may limit access to training sites at certain times of year demands on learner time learners may have limited time available to participate in training or assessment activities due to other commitments, so the program may need to be spread over a longer timeframe access to practice environments learners who are not currently working in a suitable practice environment will need access to a simulated environment, which may take time for the RTO to establish learner support needs some learner cohorts may need more assistance with aspects of the performance and knowledge evidence and assessment conditions than others, particularly if their pathway into this qualification has been through experiential learning. In taking these variables into account, RTOs should also remain conscious of guidance contained in the Australian Qualifications Framework (AQF), which outlines an expected volume of learning for qualifications. These are outlined in the following table. AQF QUALIFICATION TYPE/LEARNING OUTCOME DESCRIPTORS 10 AQF level Certificate IV Level 4 Diploma Level 5 Advanced Diploma Level 6 Graduate Diploma Level 8 Purpose The Certificate IV qualifies individuals who apply a broad range of specialised knowledge and skills in varied contexts to undertake skilled work and as a pathway for further learning. The Diploma qualifies individuals who apply integrated technical and theoretical concepts in a broad range of contexts to undertake advanced skilled or paraprofessional work as a pathway for further learning. The Advanced Diploma qualifies individuals who apply specialised knowledge in a range of contexts to undertake advanced skilled or paraprofessional work and as a pathway for further learning. The Graduate Diploma qualifies individuals who apply a body of knowledge in a range of contexts to undertake professional/highly skilled work as a pathway for further learning. Volume of Learning Typically 0.5 to 2 years. There may be variations between short duration specialist qualifications that build on knowledge and skills already acquired and longer duration qualifications that are designed as entry level requirements for work. Typically 1 to 2 years. Typically 1.5 to 2 years Typically 1 to 2 years. 10. Australian Qualifications Framework Council, Australian Qualification Framework, Second Edition, Australian Qualifications Framework Council, South Australia, 2013, Pages 14 to

14 User Guide for the BSB Business Services Leadership and Management qualifications and skill set In its explanation of volume of learning, the Australian Qualifications Framework Council makes the following points: 11 along with other factors such as breadth and depth of knowledge, volume of learning defines the complexity of the qualification the volume of learning for a qualification must fall within the stated range the concept of typically is intended to provide some flexibility, but it is not intended as a justification for not applying the requirement the volume of learning allocated to a qualification should include all teaching, learning and assessment activities required to be undertaken by the typical student to achieve the learning outcomes the volume of learning is defined in equivalent full time years with the generally accepted length of a full time year being 1200 hours. Training and assessment practices Systems and processes RTOs need systems, processes and templates that provide the basis for planning, delivering, assessing and reporting the qualification/skill set. These include: a planning framework for delivery and assessment of the qualification/skill set a tool for mapping learning activities against: performance evidence knowledge evidence assessment conditions a process for gathering workplace evidence guidelines for using simulation, e.g. guidance on where it is and isn t applicable an RPL process that meets the requirements of the training package and applicable Standards mechanisms for validation and moderation processes to monitor any training or assessment services that are conducted on behalf of the RTO (if applicable). Further information See Section 4: Tool Unit of Competency Dimensions ASQA s Guide to developing assessment tools available at: assessment_tools.pdf. Validation and moderation RTOs are obliged to undertake systematic validation and/or moderation of assessment practices. Validation is a quality review process. It involves checking that the assessment tool produced valid, reliable, sufficient, current and authentic evidence to enable reasonable judgements to be made as to whether the requirements of the relevant aspects of the training package or accredited course have been met. It includes reviewing and making recommendations for future improvements to the assessment tool, process and/or outcomes. Moderation is a process that ensures consistency of judgments. It is the process of bringing assessment judgments and standards into alignment. It is a process that ensures the same standards are applied to all assessment results within the same unit(s) of competency. It is an active process in the sense that adjustments to assessor judgments are made to overcome differences in the difficulty of the tool and/or the severity of judgments. Moderation occurs prior to results being recorded. The following people could be involved in validation and/or moderation: trainers and assessors industry representatives learners other external representatives, e.g. employees of TAFE institutes, universities, RTOs, industry bodies; State/Territory Curriculum Maintenance Managers (CMMs); external members of RTO advisory/governance bodies/boards; members of VET networks or communities of practice. Further information See Section 4: Template Assessment validation report Template Validation action sheet. Evidence collection When planning for the delivery and assessment of any competency based training program it is wise to start at the end by asking, What are the competency requirements? In other words, address the aspects of the required work performance represented by: task skills task management skills contingency management skills job/role environment skills. Following are the steps in the strategic planning process for the assessment of the leadership and management qualifications/ skill set. 11. Australian Qualifications Framework Council, Volume of Learning: An Explanation 2012, viewed 25 May 2015 < uploads/2013/06/volume-of-learning-explanation.pdf> 12

15 Step 1 Evidence requirements What evidence needs to be collected in realistic environments? What other evidence is needed? Does the evidence meet the principles of validity in terms of its: content the match between the required knowledge and skills specified in the competency standards and the assessment tool s capacity to collect such evidence face the relationship between assessment tasks and real workbased activities, i.e. the extent to which the assessment tasks reflect real work-based activities construct the degree to which the evidence collected can be used to infer competence in the intended area, without being influenced by other unrelated factors (e.g. literacy levels)? Step 2 Evidence collection and recording Assessment methods What methods of collection will form the assessment plan? For each method chosen, will it actually measure what it intends to measure and is it practical to use? Does the evidence collected cover the performance and skills evidence that are essential to competent performance as set out in the unit of competency? Benchmarking criteria What marking guides and/or exemplars and assessment records will have to be developed to: ensure fairness and flexibility with reasonable adjustments outlined record expected responses appropriate to the Australian Qualification Framework (AQF) level describe the decision-making rules to be implemented to define satisfactory responses? What kind of instructions will be needed to ensure intra/inter rater reliability? Mapping How will assessment activities be mapped against the unit of competency s assessment requirements in terms of: performance evidence knowledge evidence assessment conditions? Recording and reporting documentation What are the documentation requirements regarding: summary report and assessor signoff feedback to and from learner organisational requirements? Step 3 Processes and tools to implement the assessment plan What are the learning needs of the specific learners and are any support strategies necessary? What is the context of the learning program (e.g. workplace, distance, online, institution, enterprise)? What does this mean in terms of: packaging of qualification (clusters or electives) facilities and resources (e.g. technology, support personnel, subject expertise) recognition of prior learning (RPL) process flexibility of delivery information for learners? Are there existing resources or do customised resources need to be designed and developed? 13

16 User Guide for the BSB Business Services Leadership and Management qualifications and skill set Creating an assessment plan The following table outlines the requirements for the administration, scoring, recording and reporting of assessments. This information can be used to create an assessment plan that will enable all assessors to implement assessments in a consistent manner National Quality Council, Guide for the Development of Assessment Tools, Australian Government, 2009, Page 21. MAJOR COMPONENT The context Competency mapping Information to learner Evidence from learner Decision making rules Assessment conditions Materials/resources required Assessor intervention Reasonable adjustments Evidence of validity Evidence of reliability Recording requirements Reporting requirements Supplementary information DESCRIPTION The purpose of assessment (e.g. formative, summative) Target group (including a description of any background characteristics that may impact on performance) Unit(s) of competency Selected methods Intended uses of the outcomes Mapping of key components of task to unit(s) of competency Standard instructions on what the assessor has to say or do to get the learner to perform the task in a consistent manner (e.g. a listing of questions to be asked by the assessor) Required materials and equipment Any reasonable adjustments allowed to the standard procedures Level of assistance permitted (if any) Ordering of the task(s) How the learner will respond to the task, e.g. oral response, written response, creating a product and/or performance demonstration The evidence criteria, i.e. instructions for making decisions about whether competency has been achieved Scoring rules if grades and/or marks are to be reported (if applicable) Decision-making rules for handling multiple sources of evidence across different methods and/or tasks Decision-making rules for determining authenticity, currency and sufficiency of evidence Location (where) Time restrictions (when) Any specific assessor qualifications and/or training required to administer the tool Resources required by learner Resources required by the assessor to administer the tool Type and amount of intervention and/or support permitted Justification that the alternative procedures for collecting learner evidence do not impact on the standard expected by the workplace, as expressed by the relevant unit(s) of competency. The assessment tasks are based on or reflect work-based contexts and situations (face validity) The tool, as a whole, represents the full-range of skills and knowledge specified within the unit(s) of competency (content validity) The tool has been designed to assess a variety of evidence over time and context (predictive validity) The boundaries and limitations of the tool in accordance with the purpose and context for the assessment (consequential validity) The tool has been designed to minimise the influence of extraneous factors on learner performance (construct validity) The tool has been designed to adhere to the literacy and numeracy requirements of the unit(s) of competency (construct validity) There is clear documentation of the required training, experience and/or qualifications of assessors to administer the tool (inter-rater reliability) The tool provides model responses and/or examples of performance at varying levels in order to determine competency to guide assessors in their decision making (inter-rater and intra-rater reliability) There are clear instructions on how to synthesise multiple sources of evidence to make an overall judgement of performance (inter-rater reliability) If marks or grades are to be reported, there are clear procedures for scoring performance, for example marking guidelines, scoring rules and/or grading criteria (inter-rater reliability) The type of information to be recorded How it is to be recorded and stored, including duration What will be reported and to whom Any other information that will assist the assessor in administering and judging the performance of the learner 14

17 Section 3 Information for the facilitator This section focuses on what RTOs, trainers and assessors should consider in relation to planning for the delivery of the following qualifications and skill set: BSB42015 Certificate IV in Leadership and Management BSB51915 Diploma of Leadership and Management BSB61015 Advanced Diploma of Leadership and Management BSB80215 Graduate Diploma in Strategic Leadership BSBSS00063 Team Leader Skill Set. Key points 1. The learning needs of each and every cohort must be considered and programs tailored to meet those needs. 2. The suite of qualifications and skill set reflect the roles of individuals at various levels, but all qualifications will equip individuals to take a leading role in an organisation. 3. Leadership and management roles entail working in ever changing, vibrant and dynamic environments. Learner needs VET s role to promote social inclusion and civic participation demands that it provide educationally or vocationally disadvantaged groups with access to vocational education. These groups may include: women people from Indigenous backgrounds people from a non-english speaking background people with disabilities people from socially and geographically isolated areas. RTOs are required, under the applicable Standards, to address access and equity needs by: establishing the needs of learners delivering training, assessment and support services that meet the needs of individual learners. 13 Ideas that trainers and assessors could use to address the needs of particular learners include: clustering or ordering units of competency in a way that makes sense to learners and is compatible with their background knowledge and learning context offering elective choices that are relevant to the learning and vocational goals of learners considering a learner s age, gender and ability levels when planning activities considering cultural beliefs, traditional practices and religious observances when scheduling sessions contextualising delivery and assessment (and learning and assessment materials) to the learning environment in which the learners will be working organising additional support services, e.g. LLN support, community or workplace-based mentors equity checks and, where necessary, revision of proposed assessment methods and tools making reasonable adjustments as appropriate for individual learners. Reasonable adjustments Reasonable adjustment refers to any modification made to the learning environment, certification requirements, training delivery or assessment method to help learners with a disability access and participate in education and training on the same basis as those without disability. Some examples of reasonable adjustments that could be available for trainers and assessors, include: personal support services, e.g. a reader, Auslan interpreter, a scribe assistive technology or special equipment, e.g. screen readers, magnifiers, alternative keyboards modifying the presentation method, e.g. visual, oral, print, electronic adjustments to timeframes, e.g. providing materials prior to class, extended time limits adjustment of the physical environment, e.g. specific furniture, arrangement of classroom. Trainers and assessors should be aware that the evidence criteria for making competent/not yet competent decisions (and/or awarding grades) should not be altered as a result of a reasonable adjustment, i.e. the same standard of performance is still required. 13. Department of Industry, Page 14; SCOTESE, Page 6; SCOTESE, Page

18 User Guide for the BSB Business Services Leadership and Management qualifications and skill set Using experiential learning and practice During the development of the leadership and management qualifications and skill set, stakeholders strongly encouraged the use of experiential learning, practical activities and peer review to ensure that high standards were maintained in the achievement of competence. As a result, there is a strong focus on communication, team work and effective practice reflected in the units of competency. Further information See Section 4: Sample Training Programs for examples of planning and implementing programs that allow for experiential learning and practice. Addressing foundation skills Foundation skills are the non-technical skills that are required for successful participation in work, in adult education and training, and in the community. Although foundation skills underpin vocational learning and skills development, it should not be assumed that they are basic low-level skills. In fact, some of the leadership and management qualifications require high-level abilities, for example, the ability to read and interpret complex written texts, such as regulations. In all qualifications administered by IBSA, foundation skills comprise skills described in the Core Skills for Work Framework (CSfW) and the Australian Core Skills Framework (ACSF). The ACSF describes the required learning and English language, literacy and numeracy (LLN) skills. The CSfW describes employability skills, e.g. understanding and complying with laws and organisational requirements; problem solving and decision making; working with others; conflict resolution; planning and organising; creating and innovating; digital literacy. The required foundation skills are in the each unit of competency, and are: embedded in the elements and performance criteria, and identified and described in the foundation skills section. By finding particular trigger words in a unit of competency and considering the documents, activities or contexts to which the words are being applied, an understanding of the required foundation skills can be established, as shown in the following example. 16

19 PERFORMANCE CRITERIA Prepare written report on outcomes according to legislative and organisational requirements Lead and encourage other members of the work team to follow examples set according to organisation s policies and procedures FOUNDATION SKILL(S) ACSF: Writing (written report); Reading (legislative and organisational material) CSfW: Navigate the world of work (application of organisational and legislative requirements) ACSF: Oral communication CSfW: Interact with others; Navigate the world of work (application of organisational requirements) It is essential that the foundation skills are considered when planning for the delivery and assessment of units of competency. Documentation of how delivery and assessment strategies address the embedded components should be clearly linked to the relevant parts of the unit/s of competency. The ACSF requirements can also be mapped to ACSF levels and used to develop pre-training assessments to gather information about the LLN skill development or support the needs of target learners. A number of resources have been developed to help practitioners think about the LLN requirements of their learners, their training program and the training specification. Practitioners delivering and assessing the qualifications or skill set should be conscious of the need to ensure that training and assessment: reflects the LLN requirements of the unit of competency accommodates the LLN skills of learners matches the LLN demands of the workplace. Further information See Section 4: Tool Balancing LLN requirements in training and assessment includes a diagram explaining the need to balance LLN requirements in training and assessment. The Foundation Skills Training Support Resources is a central repository of resources. It is available at: Addressing performance and knowledge requirements The leadership and management qualifications and skill set require knowledge of methods, processes and strategies, as well as cognitive, technical, communication, creative, interpersonal and other foundation skills. The table summarises the performance and knowledge requirements. BSBSS00068 TEAM LEADER SKILL SET Performance evidence may include: Demonstrating effective communication in the workplace as a team leader Identifying actions as a result of communication and following up actions in a timely manner Working towards planned outcomes and organisational goals Managing upwards and downwards to achieve organisational goals Dealing with poor performance Demonstrating effective time management skills Demonstrating ability to manage contingencies Knowledge evidence may include: Communication methods Feedback processes Techniques for promoting positive work relationships Conflict resolution processes Delegation techniques Goal setting techniques Techniques for motivating others Planning processes Leadership styles Methods conducive to effective group dynamics and innovative processes Time management processes Presentation methods Performance management processes. 17

20 User Guide for the BSB Business Services Leadership and Management qualifications and skill set BSB42015 CERTIFICATE IV IN LEADERSHIP AND MANAGEMENT Performance evidence may include: Demonstrating effective communication in the workplace as a team leader Identifying actions as a result of communication and following up actions in a timely manner Working towards planned outcomes and organisational goals Managing upwards and downwards to achieve organisational goals Dealing with poor performance Demonstrating effective time management skills Demonstrating ability to manage contingencies Organising and presenting financial data Monitoring WHS procedures Managing business networks. Knowledge evidence may include: Communication methods Feedback processes Techniques for promoting positive work relationships Conflict resolution processes Delegation techniques Goal setting techniques Techniques for motivating others Planning processes Leadership styles Methods conducive to effective group dynamics and innovative processes Time management processes Presentation methods Performance management processes Financial operational methods WHS maintenance processes Network management methods. Note: Performance and knowledge evidence will vary depending on electives chosen. BSB51915 DIPLOMA OF LEADERSHIP AND MANAGEMENT Performance evidence may include: Communicating effectively with a range of stakeholders and relating to people from various cultural backgrounds Negotiating effectively Facilitating team cohesion Developing policy and procedures relevant to team management Developing performance plans Developing and implementing operational plans that includes resource requirements, key performance indicators, monitoring process and contingency plans Establishing processes to address issues and resolve performance issues Managing upward and downwards to achieve organisational goals Developing and implementing processes that achieve operational plan, including recruiting, inducting and developing personnel, acquiring physical resources and services, protecting intellectual property, etc. Establishing and/or implementing policies to ensure that the organisation s cultural diversity and ethical values are adhered to Providing leadership by displaying professional conduct Managing conflict and conducting grievance management Guiding, counselling Organising and presenting information Managing and monitoring WHS procedures Establishing and managing business networks Model behaviours that demonstrate management of emotions and promote the development of emotional intelligence in others. Knowledge evidence may include: Communication methods Techniques required for positive management processes and work relationships Delegation processes Goal setting methods Motivating techniques Planning processes Leadership styles Methods conducive to effective group dynamics and innovative processes Time management processes Strategies for gaining consensus Conflict resolution strategies Strategies that support team cohesion Budgetary processes The importance of the organisational plan Legislation and regulations that impact upon organisational practices WHS maintenance processes Key performance indicator setting processes Staff counselling processes Organisational management processes including conflict and grievance resolution, performance management processes etc. Financial management processes Presentation methods Performance management processes Financial management processes Emotional intelligence in the workplace. Note: Performance and knowledge evidence will vary depending on electives chosen. 18

21 BSB61015 ADVANCED DIPLOMA OF LEADERSHIP AND MANAGEMENT Performance evidence may include: Communicating effectively with a range of stakeholders using appropriate media and language Relating to people from various cultural backgrounds Negotiating effectively Contributing to innovation and improvements Facilitating management team cohesion Analysing and researching business vision, mission, values, objectives, goals, competitors, financial targets, management arrangements, marketing approaches and business and operational plans Developing policy and procedures to ensure sound management Displaying ethical conduct Developing and implementing operational plans that includes resource requirements, key performance indicators, monitoring process and contingency plans Developing change management processes Arranging reporting protocols and addressing barriers Establishing processes to address issues and resolve performance issues Managing upward and downwards to achieve organisational goals Developing and implementing processes that achieve organisational plan, risk and resource management Developing, establishing and/or implementing policies to ensure that the organisation s cultural diversity and ethical values are adhered to Providing leadership by displaying professional conduct Managing conflict and conducting grievance management Guiding, counselling Organising and presenting information Managing and monitoring WHS procedures Implementing processes to develop business networks. Knowledge evidence may include: Communication methods relating to all aspects of organisational management, including change management Techniques required for positive management processes and work relationships Techniques required to manage the external environment Delegation processes Goal setting methods Motivating techniques Planning processes Leadership styles Methods conducive to effective group dynamics and innovative processes Time management processes Strategies for gaining consensus and inspiring innovative practices Conflict mitigation and resolution strategies Strategies that support management cohesion Budgetary processes Financial systems and probity Trade agreements and international commercial terms Requirements of the australian taxation office The importance of business vision, mission, values, objectives, goals, competitors, financial targets, management arrangements, marketing approaches and business and operational plans Legislation and regulations that impact upon organisational practices WHS management and maintenance processes Key performance indicator setting processes Staff counselling processes Organisational management processes including conflict and grievance resolution, performance management processes, etc. Financial management processes Presentation methods Performance management processes Financial management processes Emotional intelligence in the workplace. Note: Performance and knowledge evidence will vary depending on electives chosen. 19

22 User Guide for the BSB Business Services Leadership and Management qualifications and skill set BSB80215 GRADUATE DIPLOMA IN STRATEGIC LEADERSHIP Performance evidence may include: Communicating effectively and creatively with a range of stakeholders using appropriate media and language Facilitating effective diversity management and organisational cohesion Negotiating at high level Facilitating innovation change management Analysing and researching organisational vision, mission, values, objectives, goals, competitors, financial targets, management arrangements, marketing approaches and business and operational plans Developing policy and procedures to ensure sound management Displaying ethical conduct Developing and implementing operational plans that includes resource requirements, key performance indicators, monitoring process and contingency plans Arranging reporting protocols and addressing barriers Establishing processes to address issues and resolve organisational shortfall issues Leading effectively to facilitate effective management at all levels Leading effectively to facilitate processes that achieve organisational plan, risk and resource management Developing, establishing and/or implementing policies to ensure that the organisation s cultural diversity and ethical values are adhered to Providing leadership by displaying professional conduct Conducting conflict mitigation, risk management and resolution Presenting high level information Facilitating processes for effective WHS management Attracting business networks that will assist with organisational vision Demonstrating the application of leadership styles and approaches appropriate to individuals involved Cognitive, technical, communication, creative, interpersonal and generic skills. Knowledge evidence may include: Communication methods relating to all aspects of organisational leadership, including change management Techniques required for positive leadership styles work relationships Issues related to managing the external environment Delegation processes Vision/objective/goal setting methods Motivating techniques High level planning processes Leadership styles Methods conducive to effective group dynamics and innovative processes Organisational time management processes Strategies for gaining consensus and inspiring innovative practices Conflict mitigation and resolution strategies Financial management and budgetary processes Financial systems and probity Trade agreements and international commercial terms Requirements of the australian taxation office The importance of business vision, mission, values, objectives, goals, competitors, financial targets, management arrangements, marketing approaches and business and operational plans Legislation and regulations that impact upon organisational practices WHS management and maintenance processes Organisational management processes including conflict and grievance resolution, and performance management processes Presentation methods Performance management processes Emotional intelligence in the workplace Methodologies for the design and development of management strategies. Note: Performance and knowledge evidence will vary depending on electives chosen. 20

23 Contextualisation advice Any contextualisation of units of competency from the qualifications and skill set: must not remove or add to the number and content of elements and performance criteria may add specific industry terminology to performance criteria where this does not distort or narrow the competency outcomes may add detail to the assessment requirements where these expand the breadth of the competency but do not limit its use. Delivery methods Delivery of the qualifications and skill set should model the training and assessment practices required in the delivery of all training package qualifications. It should be noted that the leadership and management qualifications and skill set have the potential to contribute significantly to the development of workplace culture, organisational development and capability building, through effective delivery and assessment methods. Many delivery approaches are suitable and can be selected according to the specific needs of the learner group. Some of the benefits and challenges of various delivery methods are described in the following table. DELIVERY METHOD BENEFIT(S) CHALLENGE(S) Online/distance Learners and trainers can participate from anywhere Generating learner and trainer interaction requires time and effort Online delivery requires that all participants have suitable technology the skills to use it Classroom-based Clustered Work-based Opportunities for discussion and for learners to share and learn from each other Delivery and assessment can be streamlined by linking related content from different units of competency Learning can be directly to linked to workplace requirements Direct observation assessment methods can be used Relating learning and assessment to real workplaces can be difficult if learners do not have access to one Careful mapping and documentation is required to ensure that all aspects of each unit of competency are assessed Scheduling of learning and assessment opportunities can be impacted by organisational operations Self-paced Learners can proceed at a pace that suits them There may be limited access to discuss and share ideas and experiences with others 21

24 User Guide for the BSB Business Services Leadership and Management qualifications and skill set Clustering for delivery and assessment There is no set rule for clustering units of competency, but it should be used to provide meaningful adult learning experiences that link common concepts and reinforce learning within a relevant context. Clustering also provides the opportunity for integrated, holistic assessment instruments that can meaningfully address the dimensions of competency. The interrelated nature of units of competency in the leadership and management qualifications and skill set presents opportunities for clustered delivery and/or assessment. The following tables illustrate how a holistic assessment model could be applied to assessment of three units of competency because of the logical connection between the performance and knowledge evidence of each unit. BSBLDR401 Communicate effectively as a workplace leader BSBLDR404 Lead a diverse workforce BSBREL402 Build client relationships and business networks Evidence of the ability to: Evidence of the ability to: Evidence of the ability to: Identify the context for communication and adjust approach and responses accordingly Create and present clear messages using written, personal and digital modes Undertake effective two-way communication Communicate in the workplace from the perspective of a team leader relevant to the industry context Engage co-operatively in two-way feedback Clearly identify actions as a result of communication and follow-up in a timely manner. Identify diversity within a team based workforce Apply relevant legislation, regulation and business policies that impact on the diverse workforce Positively remove barriers to workforce engagement Promote the benefits of diversity within the workplace and identify the business benefits of incorporating diversity into planning and operations Communicate, behave and use language that supports inclusion Demonstrate communication style and methods that encourage inclusion identifying and compensating for own bias and assumptions Integrate a diverse workforce into a work plan, adjusting the plan and operations to meet antidiscrimination legislation, regulations and policy Structure continuous feedback and review processes into team activities. Access and analyse information to achieve planned outcomes Apply techniques for resolving problems and conflicts and dealing with poor performance within organisational and legislative requirements Review and improve workplace outcomes in consultation with relevant personnel Adjust interpersonal style and communications to respond to cultural and social diversity Apply relationship management and communication skills with a range of people that: Demonstrate integrity, respect, empathy and cultural sensitivity and promote trust Forge effective relationships with internal and/or external people and help to maintain these networks Encourage participation and foster contribution of and respect for ideas and feedback Provide support to colleagues to resolve difficulties. To complete the unit requirements safely and effectively, the individual must: List effective management communication characteristics Describe communication methods using personal and electronic means Nominate effective listening techniques Explain feedback process and methods Identify team leadership communication responsibilities Explain barriers to communication in a workplace context List verbal and non-verbal communication characteristics List legislation, regulation and organisational policies that impact on workplace communication. To complete the unit requirements safely and effectively, the individual must: Outline legislation, regulation and business policy and procedures relevant to diversity and anti discrimination in the workplace Explain the origins and types of diverse groups/ persons in the workplace Give examples of strategies, tools and techniques for integrating and engaging a diverse workforce Explain the potential impacts of gender, race, age, disability, sexual orientation, form of work engagement and flexible work arrangement on workforce engagement Identify benefits to business of having a diverse workforce and barriers to inclusive engagement. To complete the unit requirements safely and effectively, the individual must: Give examples of how work relationships and the cultural and social environment can support or hinder achieving planned outcomes Explain techniques for developing positive work relationships and building trust and confidence in a team including interpersonal styles, communications, consultation, cultural and social sensitivity, networking Identify relevant legislation from all levels of government that affects business operation with reference to work health and safety (WHS), environmental issues, equal opportunity, industrial relations and anti-discrimination Describe a range of methods and techniques for communicating information and ideas to a range of stakeholders Outline problems solving methods Explain methods to resolve workplace conflict Explain methods to manage poor work performance Explain how to monitor, analyse and introduce ways to improve work relationships. 22

25 Summary of performance and knowledge evidence for assessment clustering for: BSBLDR401 Communicate effectively as a workplace leader BSBLDR404 Lead a diverse workforce BSBREL402 Build client relationships and business networks. Performance evidence: Apply high level oral and written communication skills Analyse information Resolve problems and conflicts Consult with relevant personnel to improve workplace outcomes Communicate effectively and respond to cultural and social diversity Apply effective team leadership Knowledge evidence: Identify techniques for positive work relationships and how to improve work relationships Identify team leadership communication responsibility List effective management responsibilities Describe a range of methods and techniques for communicating effectively Explain methods to resolve workplace conflict Explain methods to manage poor work performance Give examples of how work relationships and cultural social environment can support or hinder achieving planned outcomes 23

26 User Guide for the BSB Business Services Leadership and Management qualifications and skill set Many other units can be grouped to form logical clusters for delivery and assessment purposes. However, it is important to remember that: units of competency are selected to meet workplace or learner needs, rather than to fit a particular delivery approach learner needs and pathways should be used to inform decisions about clustering programs must give those learners undertaking individual units, rather than the full qualification, the opportunity to develop and demonstrate all of the individual unit s requirements. Practice environments Learners need access an environment where they are able to find information and apply their skills and knowledge in leadership and management; ideally, this would be their own workplaces. In this case, trainers will need to collaborate with the individual s supervisor to discuss learning and assessment requirements and make arrangements for observations and/or third party reports. Where a learner is not employed in a suitable workplace, a practice environment should be arranged. The practice environment should be: as realistic as possible reflect the environment (or industry face) in which learners will be working in future as much as possible. Some examples of possible practice environments include: community or sporting organisations neighbourhood houses local council offices. It is essential that a practice environment allows learners opportunities to use their leadership and management skills. Trainers will need to collaborate with a suitable person in the practice environment to discuss learning and assessment requirements and make arrangements for observations and/or third party reports. Learners who are participating in distance or e-learning programs, may be able to use an online environment as their practice environment. Facilitators may be able to establish a virtual learning community that enables the online demonstration of leadership and management skills. However, if learners intend working in other environments on completion of their qualifications it is inadvisable for the virtual learning community to be the sole practice environment. Trainers delivering class-room based programs might make arrangements for learners to apply their skills on fellow learners, e.g. in role-plays. This can be an effective mechanism for practising skills, but for assessment purposes the environment should be as realistic as possible. The assessment requirements document for each unit of competency provides specific advice on conditions that apply to the gathering of evidence. 24

27 Assessment Assessment is the process of collecting evidence and making judgments about whether competency has been achieved to confirm that an individual can perform to the standards expected in the workplace. In the areas of work covered by the BSB Business Services Training Package, the endorsed units of competency are the benchmarks for assessment. Planning for assessment Following are some good practice principles for developing an assessment plan. Develop a planning framework (or use an existing framework) for delivery and assessment of the whole qualification. Develop a tool for mapping assessment activities against elements, performance evidence and knowledge evidence requirements in the units of competency. Link performance and knowledge evidence to observed leadership and/or management practice, workplace evidence and/or simulation in the mapping exercise. Implement an RPL process which meets the principles of assessment and the rules of evidence. Plan for validation and moderation of the assessment process and practices. Collecting evidence The assessment requirements for each unit of competency include: performance evidence requirements what learners must do to show that they can perform the tasks described in the unit of competency safely and effectively knowledge evidence requirements what learners must know to perform the tasks described in the unit of competency safely and effectively assessment conditions the conditions under which evidence for assessment must be gathered, e.g. details of equipment, materials, reference material and timeframes. An assessor must be confident that the learner has met all aspects of the unit of competency when making an assessment decision. Documentation of the planning, delivery, assessment and reporting of outcomes against the training package requirements should support the decision-making. It is the RTO s responsibility to check whether all completed examples of assessment evidence must be kept for audit purposes. However, there must be sufficient evidence on file for an auditor to make a judgment on the validity, fairness, flexibility, reliability and sufficiency of the evidence to support the assessment decision. For further advice contact your State/Territory Training Authority. RPL and assessment only pathways The same principles of assessment and rules of evidence apply to RPL and assessment only pathways as apply to all other assessment activities. The same level of planning against the training package, the design of evidence collection and the decision making processes should apply. Validity, reliability, fairness and flexibility should underpin the design of the strategy and the instruments. Further information See Section 4: Tool Unit of Competency Dimensions Tool Checking against Principles of Assessment and the Rules of Evidence. Ongoing professional development Leadership and management programs should prepare learners for the ongoing learning and development that will be expected of them in leadership and management roles. Through the program learners should understand: the changing nature of leadership and management concepts, styles and practices the need to continue building their skills and knowledge as their workplace experiences become increasingly demanding the range of formal and informal opportunities that can contribute to continuing professional development how to manage their own professional development. To start learners on this pathway, programs can: model good practice by letting learners know about the professional development and ongoing learning that their trainers are undertaking encourage learners to join networks and online discussion groups encourage learners to subscribe to relevant leadership and management publications make learners aware of current relevant research encourage learners to read broadly and compare knowledge gained to experiential practice discuss individual leadership and management pathways with learners to identify the next steps in their career/personal development. 25

28 User Guide for the BSB Business Services Leadership and Management qualifications and skill set Section 4 Templates, tools and sample training programs Tool Balancing language, literacy and numeracy (LLN) requirements in training and assessment LEARNER C A Training and assessment B Specification /benchmark A Does the learner have the LLN skills described by the training specification (unit of competency)? If they do not yet have the required level of LLN skill then the training program should help them develop the required level and allow for practice of the skill within the required context. B Does the LLN content of the training program match the LLN demands of the workplace? The key words within the unit of competency describe the skills required in the workplace. Include extensive practice using appropriate exercises in the training program. C Does the training program demand LLN skills that are higher than those of the learner? It will be necessary to include appropriate strategies to support learners or adjust aspects of training. Many learners will absorb information more effectively through listening or observing rather than reading. Once again include extensive practice. 26

29 Tool Checking against the Principles of Assessment and the Rules of Evidence PRINCIPLES OF ASSESSMENT Validity Reliability Flexibility Fairness Does the assessment instrument actually assess what it is designed to assess? For example: Does the evidence address the performance and knowledge requirements of the unit of competency? Is the evidence collection method one that involves demonstration and explanation or is it a written test? Is assessment consistent? For example: Do all assessors use and know how to use the assessment tool? Is there a marked variation in the amount/quality of evidence collected? Are there processes in place to reduce inconsistency between assessor judgements? Are learners needs identified before assessment? Are these needs taken into account when planning assessment? Can assessment tools, context and timing of assessment be adjusted to meet the needs of learners? Is the information about the assessment easily understood and accessed by all potential learners? Do all learners receive feedback about their assessments? Do assessors make assumptions about the learners and the value of their experience? Is the timing of the assessment appropriate? Do learners get the support that they need? Are learners over-assessed? RULES OF EVIDENCE Validity Currency Authenticity Sufficiency Is the evidence relevant to the benchmark? Can you infer competence from the evidence? Is it consistent with the other evidence presented by the learner? Are the following dimensions of competency met? task skills task management skills contingency management work/environment skills The evidence demonstrates that the learner can apply the competency. Can it be substantiated that the evidence (products, documents, etc.) is the learner s own work? If electronic evidence is the source verifiable, has it been tampered with? Has the evidence been verified by a reliable third party where relevant? Is the scope of the unit of competency addressed including: the elements/performance criteria the assessment requirements competency over a period of time competency in different contexts? 27

30 User Guide for the BSB Business Services Leadership and Management qualifications and skill set Tool Unit of Competency Dimensions PRINCIPLES OF ASSESSMENT Address dimensions of competency analyse the job role Address evidence requirements in the Assessment Requirements Attain evidence Develop assessment record Benchmarks Decision making rules defining what constitutes a satisfactory response and how to deal with incomplete responses Intra-rater/inter-rater reliability Mapping document Content validity Recording and reporting documentation Links Task skills Task management skills Contingency skills Job/role environment skills Transfer skills Safe working skills LLN skills Realistic simulated environments Content Industry requirements Construct of evidence Methods/instruments consider the range of ways an assessment plan. Method needs to be chosen to address benchmark criteria. Address flexibility, fairness, reasonable adjustment (use predictive skills). Expected responses at AQF level. Observation checklists list what needs to be addressed Procedure to be followed if insufficient information is offered What context would require repeating the assessment? Fairness Flexibility Mapping of assessment against unit requirements Elements and performance criteria Foundation skills Range of conditions if not stated no specific conditions are required Performance evidence Skills evidence Assessment conditions What are you measuring are you covering the knowledge and skills as set out in the unit/s? Summary report Assessor signoff Feedback to and from learning what does this look like? What does it mean? Are organisational requirements met? Are the links between the assessment plan and the process and tools clear? Does the learning process and resources link to this assessment plan? 28

31 Sample Training Programs Linking learning to real jobs Team Leader Responsible for a team of up to 10, the Team Leader will be dealing with inbound or outbound calls within a service environment. The position plays a key role in coaching, developing and driving performance across the team. Other duties include holding performance reviews and target setting. Note: The Sample Training Programs use some of the available elective units in the qualifications. Other unit options are available for all the nominated occupations. POTENTIAL PACKAGING SOLUTION Qualification: BSB42015 Certificate IV in Leadership and Management Packaging: 4 core units (C) and 8 elective units. Functions Unit Code Title Demonstrating respectful and positive approaches to communications and ensuring understanding Seeking feedback from team members Encouraging cooperative and effective work practices working towards organisational objectives BSBLDR401 BSBLDR402 Communicate effectively as a workplace leader (C) Lead effective workplace relationships (C) Monitoring of quality service Managing day to day customer contact operations Implementing innovative processes to facilitate continuous improvement in operational capacity Setting parameters for effective customer contact activity Providing training opportunities for staff from induction to on-going developmental purposes BSBLDR403 BSBCUS403 BSBINN301 TAEDEL404 Lead team effectiveness (C) Implement customer service standards Promote innovation in a team environment Mentor in the workplace Handling difficult customer enquiries Working with a diverse range of people BSBLDR404 Lead a diverse workforce BSBCUS402 Address customer needs Analysing and implementing appropriate resources to meet business needs BSBMGT402 Implement operational plan (C) Monitoring work processes Measuring effectiveness of resource planning and assessing against actual costs, identified shortfalls and surpluses. Conducting recruitment of customer contact officers BSBADM409 Coordinate business resources Providing information to all employees about WHS (including ergonomic practices and regular breaks) and ensuring safe work practices are maintained at all times. Identifying and documenting risk in the workplace (such as stress) and implementing appropriate practices, e.g. utilising effective stress management strategies for customer contact officers BSBWHS401 BSBRSK401 Implement and monitor WHS policies, procedures and programs to meet legislative requirements Identify risk and apply risk management processes 29

32 User Guide for the BSB Business Services Leadership and Management qualifications and skill set Sample Training Programs Linking learning to real jobs Operations Manager Responsible for human resource management and helping and creating organisational and program budgets, the Operations Manager will collaborate with senior management to facilitate organisational effectiveness. The position involves providing leadership for the organisation s financial functions, improving operational systems and monitoring performance against set targets. POTENTIAL PACKAGING SOLUTION Qualification: BSB51915 Diploma of Leadership and Management Packaging: 4 core units (C) and 8 elective units Functions Unit Code Title Supervising and coaching office mangers effectively Modelling workplace behaviours that demonstrate management of emotions Encouraging staff to develop their own emotional intelligence to build productive relationships and maximise workplace outcomes Ensuring strategies and processes are in place to communicate information associated with the achievement of work responsibilities to all staff Using and managing business networks that build workplace relationships providing identifiable outcomes for the team and the organisation Establishing a common understanding of team purpose, roles, responsibilities and accountabilities in accordance with organisational goals, plans and objectives. Monitoring and evaluating team effectiveness in terms of internal and external relationships and meeting operational targets Developing and agreeing on performance indicators or KPIs with relevant staff Monitoring and evaluating performance, measuring outcomes against performance indicators or KPIs BSBLDR503 BSBLDR501 BSBLDR502 BSBWOR502 BSBHRM512 BSBMGT502 Communicate with influence Develop and use emotional intelligence(c) Lead and manage effective workplace relationships (C) Lead and manage team effectiveness (C) Develop and manage performance-management processes Manage people performance Analysing and interpreting budget and actual financial information to monitor and review profit and productivity performance BSBMGT517 Manage operational plan (C) Identifying areas of under-performance, recommending solutions and taking action to rectify the situation Implementing innovative policies to enable flexible workforce arrangements. Identifying internal and external factors, issues, events, or directions that are likely cause changes to organisation policy Implementing necessary contingency processes when required Recommending priority areas for policy development to higher management BSBMGT518 BSBMGT520 Develop organisation policy Plan and manage the flexible workforce Implementing processes to monitor actual expenditure and to control costs across work teams and work sections Monitoring expenditure and costs on a cyclical basis to identify cost variations and expenditure overruns BSBFIM501 Manage budgets and financial plans Planning and implementing systems to ensure that mentoring and coaching are provided to support individuals and teams to effectively, economically and safely use resources BSBWHS501 Ensure a safe workplace Ensuring compliance with the WHS legislative framework and implementing policies to maximise safety Analysing all relevant information to determine scope and impact of risk and evaluating options in order to make decisions about risk management treatment and processes BSBRSK501 Manage risk 30

33 Sample Training Programs Linking learning to real jobs Policy Manager Responsible for organisational policy development, the Policy Manager will convene internal management meetings to consult and inform others about organisational objectives, targets, monitoring processes. The position involves evaluating organisational performance against objectives and targets and presenting findings to the company directors. The position also entails providing leadership for the organisation s financial performance, and in doing so, striving for continual improvement. Note: The Sample Training Programs use some of the available elective units in the qualifications. Other unit options are available for all the nominated occupations. POTENTIAL PACKAGING SOLUTION Qualification: BSB61015 Advanced Diploma of Leadership and Management Packaging: 4 core units (C) and 8 elective units Functions Unit Code Title Setting goals and strategies by gathering relevant information (including human and physical resources) and using systematic, analytical processes Analysing data and evaluating possible solutions to formulate policy Sequencing and scheduling complex activities, monitoring implementation and managing relevant communication when formulating policy Planning strategic priorities and outcomes within a flexible, efficient and effective context in a diverse environment Using digital technologies to manage business operations Exploring new and innovative ideas through unconstrained analysis and critical thinking to develop and improve the organisation s goals Gathering and analysing all relevant information and defining options to implement innovations Evaluating outcomes to identify opportunities for improvement BSBCUE604 BSBMGT616 BSBINN601 BSBHRM602 BSBMGT619 Develop and maintain a service level strategy Develop and implement strategic plans Lead and manage organisational change (C) Manage human resources strategic planning Identify and implement business innovation Planning and sequencing complex tasks and workload of self and others, negotiating key aspects with others taking into account capabilities, efficiencies and effectiveness BSBMGT605 Provide leadership across the organisation (C) Applying problem solving processes to identify risks evaluate options and determine solutions Facilitating a workplace in which creativity and innovation are accepted as an integral part of achieving outcomes Identifying systems, devices and applications with potential to meet current and/or future needs Collaborating with others to achieve joint outcomes, and facilitating effective group interaction, managing communication, influencing direction and taking a leadership role Planning, organising, implementing and reviewing processes to ensure effective implementation of intellectual property strategy Presenting organisational performance information to company directors BSBMGT615 BSBMGT617 BSBIPR601 Contribute to organisation development Develop and implement a business plan (C) Develop and implement strategies for intellectual property management Circulating budgets and ensuring managers and supervisors are clear about budgets, reporting requirements and financial delegations BSBFIM601 Manage finances (C) Managing risks by checking there are no opportunities for misappropriation of funds and that systems are in place to properly record all financial transactions Revising budgets, as required, to deal with contingencies Maintaining audit trails to ensure accurate tracking and to identify discrepancies between agreed and actual allocations Ensuring compliance with due diligence Monitoring compliance with program and project budgets and taking corrective action where necessary Ensuring structure and format of reports are clear and conform to organisational and statutory requirements BSBMGT622 BSBCOM603 Manage resources Plan and establish compliance management system 31

34 User Guide for the BSB Business Services Leadership and Management qualifications and skill set Sample Training Programs Linking learning to real jobs Executive Director Responsible for overall organisational performance, the role of the Executive Director is to design, develop and implement strategic plans for the organisation to maximise business performance. Being a leadership position, it involves motivating and mentoring staff and being the key figure head of the company, responsible for establishing and maintaining business networks and relationships. The position also entails providing leadership for the organisation s brand, assets, financial performance, and continual improvement in WHS, sustainability and diversity practices. POTENTIAL PACKAGING SOLUTION Qualification: BSB80215 Graduate Diploma in Strategic Leadership Packaging: 2 core units (C) and 6 elective units Functions Unit Code Title Setting goals and strategies by gathering relevant information (including human and physical resources) and using systematic, analytical processes Applying transformational and transactional leadership practices and analysing leadership styles and practices in times of change Analysing data and evaluating possible solutions to formulate policy Sequencing and scheduling complex activities, monitoring implementation and managing relevant communication when formulating policy Planning strategic priorities and outcomes within a flexible, efficient and effective context in a diverse environment Using digital technologies to manage business operations Exploring new and innovative ideas through unconstrained analysis and critical thinking to develop and improve the organisation s goals Gathering and analysing all relevant information and defining options to implement innovations Evaluating outcomes to identify opportunities for improvement BSBLDR801 BSBLDR805 BSBLDR802 Lead personal and strategic transformation (C) Lead and influence change Lead the strategic planning process for an enterprise (C) Circulating budgets and ensuring managers and supervisors are clear about budgets, reporting requirements and financial delegations Managing risks by checking there are no opportunities for misappropriation of funds and that systems are in place to properly record all financial transactions Revising budgets, as required, to deal with contingencies Maintaining audit trails to ensure accurate tracking and to identify discrepancies between agreed and actual allocations Ensuring compliance with due diligence Monitoring compliance with program and project budgets and taking corrective action where necessary Writing reports that are clear and conform to organisational and statutory requirements BSBFIM601 BSBLDR806 BSBMGT803 Develop and cultivate collaborative partnerships and relationships Lead and influence ethical practice Use financial and economic information for strategic decision making Evaluating and reflecting on the need for knowledge management strategies and research to contribute to the organisation s practices Putting processes in place to ensure that the organisation s knowledge management and research strategy supports the overall business plan and business strategy and contributes to ongoing effectiveness and continuous improvement Accessing appropriate sources of information and contributors relevant to organisational research Using suitable technology and technology services to support data collection and analysis BSBMGT801 BSBRES801 Direct the development of a knowledge management strategy for a business Initiate and lead applied research 32

35 Section 5 Useful links and references Australian Core Skills Framework (ACSF) AUSTRALIANCORESKILLSFRAMEWORK/Pages/default.aspx Australian Skills Quality Authority, Users Guide to the Standards for Registered Training Organisations Australian Skills Quality Authority, Guide to developing assessment tools developing_assessment_tools.pdf. Australian Qualifications Framework Core Skills for Work Framework (CSfW) CoreSkillsForWorkDevelopmentalFramework/Pages/default.aspx Foundation Skills (FS) Training Support Resources Standards for non-referring states Australian Quality Training Framework Pages/StandardsfornonreferringstatesAustralianQualification TrainingFramework.aspx Standards for Registered Training Organisations (RTOs) Standards for Training Packages industry.gov.au/skills/trainingpackages/pages/default.aspx Standards for VET Accredited Courses Standards for VET Regulators Attorney General s Department, Disability Standards for Education 2005, Australian Government, accessed 18 May 2015 < Australian Qualifications Framework Council, Australian Qualification Framework, Second Edition, Australian Qualifications Framework Council, South Australia, Department of Training and Workforce Development, Reasonable adjustment: A guide to working with learners with disability, Second edition, Government of Western Australia, Department of Industry, Standards for Registered Training Organisations (RTOs) 2015, viewed 12 May 2015, < Gahan Peter, Why Australian workplaces need much better leaders, The Conversation, University of Melbourne, September 2014, viewed 12 May 2015, < Innovation & Business Skills Australia, Business Services Industry Environment Scan 2014, viewed 12 May 2015, < org.au/sites/default/files/media/ibsa%20escan%202014%20 Business%20Services_0.pdf> Innovation & Business Skills Australia, Case for Endorsement for BSB Business Services Training Package Version 1.0, September Leadership, employment and direction survey: new realities, new challenges, new outlook, Leadership Management Australasia, National Quality Council, Guide for the Development of Assessment Tools, Australian Government, Standing Council for Tertiary Education Skills and Employment (SCOTESE), AQTF Essential Conditions and Standards for Initial Registration, Australian Government viewed 12 May 2015, < Pages/StandardsfornonreferringstatesAustralianQualification TrainingFramework.aspx> Standing Council for Tertiary Education Skills and Employment (SCOTESE), AQTF Users Guide to the Essential Conditions and Standards for Continuing Registration, Australian Government, viewed 12 May 2015, < Pages/StandardsfornonreferringstatesAustralianQualification TrainingFramework.aspx> 33

36 Innovation and Business Skills Australia Ltd Level 11, 176 Wellington Parade East Melbourne VIC 3002 Phone: Fax: [email protected]