Elements and Performance Criteria

The range of variables places the competency in context and allows for differences between enterprises and workplaces, including practices, knowledge and requirements. The range of variables also provides a focus for assessment and relates to the unit as a whole. The following variables may be present:

Key stakeholders:
Stakeholders may be internal and/or external to the enterprise. They may be individuals or teams, customers, suppliers, contractors or members of the wider community or their representatives.

Strategies:
May be long-term to achieve the enterprises objectives, mission and/or values, medium-term to satisfy operational plans or short-term to meet immediate priorities.

Relationships with stakeholders:
May be commercial, contractual or social.

Each unit of competency has an evidence guide that relates directly to the performance criteria and the range of variables. Its purpose is to guide assessment of the unit in the workplace and/or training program. The following components provide information to assist this purpose.

Underpinning knowledge
The essential knowledge and understanding a person needs to perform work to the required standards include:
· roles and responsibilities of the range of stakeholders
· codes of practice, standards and regulations affecting the enterprise
· community, cultural, social and political issues affecting the enterprise
· communication needs and opportunities
· purpose, structure and relationship of an enterprises mission, goals, values, objectives and tactics in the business and wider community environment
· business, community and political environment analysis techniques.

Practical skills
The essential skills a person needs to perform work to the required standards include:
· communicating with stakeholders, management and workteams in a clear and concise manner
· providing leadership
· interpreting government regulations
· utilising technology
· applying consultative techniques, processes and methods
· managing development options and opportunities
· presenting enterprise statements to the community, stakeholders and the workforce
· use culturally appropriate communication and protocols in relationships

Oral and written workplace communication skills used for:
· preparing public presentations
· reading and writing correspondence
· reading and interpreting information from wide-ranging sources
· compiling reports
· developing cogent arguments
· inspiring confidence
· clearly articulating information verbally
· verbal presentations to groups and individuals.

Numeracy skills used for:
· determining financial impact/values
· preparing complex analyses
· preparing financial reports/returns.

Critical aspects of competence
Assessment must confirm the ability to:
· develop relationships with key stakeholders outside the enterprise who may be influential to the success of the enterprise, to manage those relationships and monitor changes in social, cultural or political attitudes which may affect those relationships
· analyse trends, opportunities and constraints to the business
· influence and articulate the enterprise's vision
· make decisions within the responsibility and authority of the position.

Assessment must confirm knowledge of:
· strategies which strengthen and reinforce relationships
· collaborative processes to gain ownership and commitment.

Interdependent assessment of units
This unit may be assessed after/with:
· No recommendations.

Context of assessment
Assessment will need to address an appropriate cycle of events in the range experienced by the enterprise.

Method of assessment
Practical demonstration in the workplace combined with a case-study and/or third-party or collaborative assessment.

Resources required for assessment
· enterprise strategic plan
· regulations, codes of practice relevant to the enterprise
· documentation relating to any formalising of relationships
· access to candidates peers and/or managers
· access to key stakeholders.