Unit of competency Outline
Date retreived
23/07/2026 2:34 AM AWST
23/07/2026 2:34 AM AWST
Whilst all efforts are made to provide accurate and timely information from the relevant source/documentation, please be aware that the information supplied may not be the most current version. The accuracy of the detail has not been confirmed by the Department and therefore should not be relied upon without first confirming the contents.
Manage and oversee bargaining
Manage and oversee bargaining
Unit of competency
National Code
BSBWRK508A
BSBWRK508A
State Code
D1053
D1053
TGA Status
Deleted
Deleted
DTWD Status
Deleted
Deleted
State Implementation and Classification
Approved Date
10/07/2014
Field of Education
080309 - Industrial Relations
Original Release Date
10/07/2014
Nominal Hours
40
Description
This unit describes the performance outcomes, skills and knowledge required to effectively manage the process of bargaining to ensure collective agreements are implemented that maintain and promote rights and conditions for union members.No licensing, legislative, regulatory or certification requirements apply to this unit at the time of endorsement.
Notes
Elements and Performance Criteria
1. Prepare for bargaining
- 1.1. Analyse workplace structures to support bargaining processes
- 1.2. Identify training and development needs
- 1.3. Identify existing industrial arrangements and impact of legislation relevant to bargaining
- 1.4. Prepare an initial draft of claims and ensure compliance
- 1.5. Develop bargaining strategy and negotiating tactics which complement organising activities
2. Oversee and develop workplace organisation
- 2.1. Develop and implement methods to identify issues in the workplace
- 2.2. Establish consultative and communication processes
- 2.3. Develop key campaign messages
- 2.4. Ensure recruitment of workers is undertaken and members are moved towards activism
- 2.5. Inoculate members to possible employer strategies and propose union responses
- 2.6. Coordinate, plan and commence workplace activities
3. Undertake negotiations and take action
- 3.1. Participate in formal negotiations
- 3.2. Keep records of formal meetings and outcomes
- 3.3. Initiate action against employer where appropriate
- 3.4. Apply negotiating techniques to achieve a favourable outcome
- 3.5. Respond to employer positions, strategy and tactics as appropriate
4. Reach and evaluate outcomes
- 4.1. Finalise agreed outcomes of negotiations and document agreement
- 4.2. Seek approval of endorsement process with members on final agreement
- 4.3. Ensure agreement is lodged and ballots are conducted appropriately by the employer
- 4.4. Review outcomes against initial plan with members
- 4.5. Establish a plan for implementation of the agreement
RANGE STATEMENT
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.
Workplace structures may include:
delegates and activists
membership numbers and union workplace density
union workplace committees or structures
workplace organising committees
Training and development needs may include:
formal training in bargaining and other skills
information and awareness raising for all members and workers
one-to-one development in campaign skills
workplace meetings to discuss issues
Methods to identify issues may include:
one-to-one contact with members and workers
surveys
workplace meetings to discuss issues
Consultative and communication processes may include:
email, newsletters, union memos
one-to-one contact by delegates and activists
phone trees
regular workplace meetings
workplace organising committee meetings
Possible employer strategies may include:
benevolence
contracting out
creating a climate of fear and hostility
creating an in-house union
non union agreements
terminating agreements
Action may include:
petitions
protected industrial action including strikes, bans, limitations
resolutions
using the media or other bodies or groups to exert pressure or seek influence
workplace meetings
Negotiating techniques may include:
changing of position
gathering information
preparing a compromise
referring back
spiralling
taking action
using third parties
Endorsement process may include:
ballot processes
workplace meetings of members
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.
Workplace structures may include:
delegates and activists
membership numbers and union workplace density
union workplace committees or structures
workplace organising committees
Training and development needs may include:
formal training in bargaining and other skills
information and awareness raising for all members and workers
one-to-one development in campaign skills
workplace meetings to discuss issues
Methods to identify issues may include:
one-to-one contact with members and workers
surveys
workplace meetings to discuss issues
Consultative and communication processes may include:
email, newsletters, union memos
one-to-one contact by delegates and activists
phone trees
regular workplace meetings
workplace organising committee meetings
Possible employer strategies may include:
benevolence
contracting out
creating a climate of fear and hostility
creating an in-house union
non union agreements
terminating agreements
Action may include:
petitions
protected industrial action including strikes, bans, limitations
resolutions
using the media or other bodies or groups to exert pressure or seek influence
workplace meetings
Negotiating techniques may include:
changing of position
gathering information
preparing a compromise
referring back
spiralling
taking action
using third parties
Endorsement process may include:
ballot processes
workplace meetings of members
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.
Overview of assessment
Critical aspects for assessment and evidence required to demonstrate competency in this unit
Evidence of the following is essential:
examples of agreements and a range of supporting documents generated prior to lodgement
documented analysis of a bargaining process with descriptions and critique of bargaining strategies employed
knowledge of relevant industry and workforce.
Context of and specific resources for assessment
Assessment must ensure:
access to workplace and union documents.
Method of assessment
A range of assessment methods should be used to assess practical skills and knowledge. The following examples are appropriate for this unit:
direct questioning combined with review of portfolios of evidence and third party workplace reports of on-the-job performance by the candidate
observation of demonstrated techniques in negotiation
observation of presentations
oral or written questioning to assess knowledge of industrial laws and processes
review of documentation about training and development needs
review of bargaining strategy and negotiating tactics
evaluation of agreement documentation
review of plan established to implement the agreement.
Guidance information for assessment
Holistic assessment with other units relevant to the industry sector, workplace and job role is recommended, for example:
other workplace relations units.
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.
Overview of assessment
Critical aspects for assessment and evidence required to demonstrate competency in this unit
Evidence of the following is essential:
examples of agreements and a range of supporting documents generated prior to lodgement
documented analysis of a bargaining process with descriptions and critique of bargaining strategies employed
knowledge of relevant industry and workforce.
Context of and specific resources for assessment
Assessment must ensure:
access to workplace and union documents.
Method of assessment
A range of assessment methods should be used to assess practical skills and knowledge. The following examples are appropriate for this unit:
direct questioning combined with review of portfolios of evidence and third party workplace reports of on-the-job performance by the candidate
observation of demonstrated techniques in negotiation
observation of presentations
oral or written questioning to assess knowledge of industrial laws and processes
review of documentation about training and development needs
review of bargaining strategy and negotiating tactics
evaluation of agreement documentation
review of plan established to implement the agreement.
Guidance information for assessment
Holistic assessment with other units relevant to the industry sector, workplace and job role is recommended, for example:
other workplace relations units.
Replaces
| State Code | National Code | Title | Type |
|---|---|---|---|
| C7095 | BSBUN406A | Undertake bargaining | Unit of competency |
| State Code | National Code | Title | Type |
|---|---|---|---|
| D180 | BSB51807 | Diploma of Unionism and Industrial Relations | Qualification |