UNIT
This unit describes the performance outcomes, skills and knowledge required to develop, implement and maintain a strategic approach to the management of human resources in an organisation.
The unit is critical for any human resources manager and should be undertaken after a firm grounding has been established across a range of human resources activities.
No licensing, legislative, regulatory or certification requirements apply to this unit at the time of endorsement.
This unit describes the performance outcomes, skills and knowledge required to develop, implement and maintain a strategic approach to the management of human resources in an organisation.
The unit is critical for any human resources manager and should be undertaken after a firm grounding has been established across a range of human resources activities.
No licensing, legislative, regulatory or certification requirements apply to this unit at the time of endorsement.
This unit applies to human resources managers or policy and planning staff who have specific responsibility for ensuring that the organisation has the structure and staff to meet current and foreseeable business and performance objectives.
In most instances this role will be undertaken by someone from a large organisation and will support an established strategic and/or business plan.
This unit applies to human resources managers or policy and planning staff who have specific responsibility for ensuring that the organisation has the structure and staff to meet current and foreseeable business and performance objectives.
In most instances this role will be undertaken by someone from a large organisation and will support an established strategic and/or business plan.
Refer to Unit Descriptor
This unit contains employability skills.
This unit contains employability skills.
Elements describe the essential outcomes of a unit of competency.
Performance criteria describe the performance needed to demonstrate achievement of the element. Where bold italicised text is used, further information is detailed in the required skills and knowledge section and the range statement. Assessment of performance is to be consistent with the evidence guide.
Elements describe the essential outcomes of a unit of competency.
Performance criteria describe the performance needed to demonstrate achievement of the element. Where bold italicised text is used, further information is detailed in the required skills and knowledge section and the range statement. Assessment of performance is to be consistent with the evidence guide.
The evidence guide provides advice on assessment and must be read in conjunction with the performance criteria, required skills and knowledge, range statement and the Assessment Guidelines for the Training Package. | |
Evidence of the following is essential: development of a strategic human resources plan which includes relevant research and data and which demonstrates a clear alignment with broader business objectives methods for the implementation and review of the plan knowledge of the requirements of a strategic plan. | |
Assessment must ensure: access to appropriate documentation and resources normally used in the workplace. | |
A range of assessment methods should be used to assess practical skills and knowledge. The following examples are appropriate for this unit: assessment of written reports on strategic human resources issues and human resources planning direct questioning combined with review of portfolios of evidence and third party workplace reports of on-the-job performance by the candidate evaluation of strategic objectives and targets for human resources services review of human resources plan and risk management plans oral or written questioning to assess knowledge of human resources practices and functions. | |
Holistic assessment with other units relevant to the industry sector, workplace and job role is recommended, for example: other units from the Advanced Diploma of Management. | |
The range statement relates to the unit of competency as a whole. It allows for different work environments and situations that may affect performance. Bold italicised wording, if used in the performance criteria, is detailed below. Essential operating conditions that may be present with training and assessment (depending on the work situation, needs of the candidate, accessibility of the item, and local industry and regional contexts) may also be included. | |
changes in consumer patterns or community expectations economic trends labour market trends new products or services new technologies political or legislative changes qualification or educational changes | |
number, type, competency and quality of labour required to achieve organisation's strategic objectives | |
various ways in which labour can be brought to the job or accessed: employing a range of recruitment options hiring causal labour hiring new graduates or trainees outsourcing using contractors or consultants | |
equal employment opportunity and diversity human resources information systems induction industrial relations job analysis and design occupational health and safety performance management professional development recruitment and selection remuneration staff retention and succession planning | |
external provision by a consultant or contractor/s having the work performed elsewhere (outsourcing) internal human resources provision of the service/s internal non-human resources provision of the service/s merging of business units | |
priorities objectives timeframes | |
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Workforce Development - Human Resource Management
Workforce Development - Human Resource Management
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