Business Services Training

Unit of Competency

Develop teams and individuals

Unit Descriptor

This unit describes the performance outcomes, skills and knowledge required to implement an organisation's remuneration and benefit plans. It incorporates all functions associated with remuneration including packaging, salary benchmarking, market rates reviews, bonuses and the legislative aspects of remuneration and employee benefits.

Employability Skills

This unit contains employability skills.

Pre-requisite Units

Nil

Application of the Unit

This unit applies to individuals with a broad knowledge of learning and development who apply their skills in addressing development needs to meet team objectives. They may have responsibility to provide guidance or to delegate aspects of tasks to others.

Competency Field

Workforce Development – Learning and Development

Develop teams and individuals This book supports BSBLED401A, Develop teams and individuals in the Business Services Training Package. © Copyright Sandra Griffith, January 2009

Author: Sandra Griffith Editor: Lloyd Jones ISBN: 1-74123-851-X Disclaimer All rights reserved. No part of this publication may be reproduced or transmitted in any form or by any means, electronic or mechanical, including photocopying, scanning, recording, or any information storage and retrieval system, without permission in writing from the publisher, Software Publications Pty Ltd. No patent liability is assumed with respect to the use of the information contained herein. While every precaution has been taken in the preparation of this book, the publisher and the authors assume no responsibility for errors or omissions. Neither is any liability assumed for damages resulting from the use of the information contained herein. These learning materials have been prepared for use as part of a structured vocational education and training course and should only be used within that context. The information contained herein was correct at the time of preparation. Legislation and case law is subject to change and readers need to inform themselves of the current law at the time of reading.

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Develop teams and individuals

Provide workplace learning opportunities

2.3 Provide workplace learning opportunities “Provide workplace learning opportunities, and coaching and mentoring assistance to facilitate individual and team achievement of competencies”

Learning and development team Medium and large organisations may have sufficient resources to establish a separate specialist learning and development team. The learning and development team is responsible for encouraging a learning and development culture in the organisation. This will also make recommendations to senior management in relation to the delivery of learning and development programs. Importantly, they will identify common learning and development needs across the organisation and consider appropriate strategies that are aligned to the organisation’s objectives. The learning and development team are usually equipped to deliver group training sessions. They will evaluate and report the effectiveness of learning and development activities to senior management. RTOs with specific qualifications or units of competency on their scope of registration can issue nationally recognised qualifications and Statements of Attainment. In your role as a frontline manager or team leader you will need to liaise with the learning and development team to identify learning opportunities for your team, maintain records of competence and gather feedback on team member performance. The learning and development team may maintain a database of learning resources, information about networking or professional associations; and forms and templates related to learning and development on your workplace Intranet. In those cases where you identify a specific learning need for a member of your team or the unit you should contact the Learning and Development team for assistance in developing a learning solution. Specialist learning and development teams may also be responsible for implementing online or distance learning for employees. Electronic learning solutions require a coordinated approach and would not usually be managed by individual team leaders. You may believe that the learning needs of your team members require a learning solution that offers flexibility, independent learning and the opportunity to undertake learning in a remote location (such as in the team member’s actual work location or at home after work hours). The learning and development team will be able to advise you on the E-Learning options that are available.

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Task 23, Learning and development team You are to investigate the role of specialist learning and development teams. Your objective is making sure you understand the role of this department. You may investigate the learning and development team in your workplace or use printed and electronic sources to investigate their role in a range of organisations. You can use the following focus questions to guide your research:


What industries or types of organisations establish learning and development teams?




What services do they provide?




How do employees access them?




What processes do they use?




What forms do they use?




How can the learning and development teams assist the frontline manager or team leader?

Australian apprenticeships Your workplace may employ apprentices. The Australian Government and State Governments offer financial incentives and assistance to eligible employees to help reduce the cost of training for people employed under Australian Apprenticeships arrangements. Australian Apprenticeships are available not only for technical or trade job roles. You will find more information on the Australian Apprenticeship website at www.australianapprenticeships.gov.au that will help you to establish whether your organisation could participate in the scheme. Australian Apprenticeships:


are available to anyone of working age




combine time at work with training




can be full-time, part-time or school based




provide additional assistance for apprentices with a disability, school-based apprentices and mature aged apprentices

Coaching Coaching is another method that you could consider using to help improve team member performance. You may either facilitate the coaching yourself or you may choose to contract an external workplace coach. This involves engaging an individual who does not perform the normal daily activities of the workplace, rather, their role is to observe, provide feedback and advice to team members with the objective of improving their performance.

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Develop teams and individuals

Provide workplace learning opportunities

Coaching involves training and teaching, observation and feedback. The role of the workplace coach is to help a team member to develop the habits and behaviours they need to successfully perform their work role. Workplace coaches play a valuable role in helping team members develop the employability skills that you examined in Section 1.1. These may include aspects of behaviours such as attitude, approach to work, communication, planning, and organisational skills. You should consider using coaching to address such learning needs as:


correction of behavioural and performance problems




development of employee competence




explaining standards of the team or department




follow-up of a training session




implementation of a new job skill




orientation and training of new employee




preparation for more challenging work assignment




promote team cohesiveness




promotion of productive working relationships




promotion of a more positive workplace culture




to assist an employee in setting priorities

You will need a range of skills to be a competent workplace coach. You will need to create an environment that supports and encourages workplace learning. You should consider what the team member needs from you in the coaching relationship.

Task 24, Skills Self-Assessment Team Coach Use the checklist below and identify whether you are competent to perform the role of coach in your workplace. Attribute or skill

I posses this 

Commitment Good communication skills Interpersonal skills Technical skills and knowledge Expertise in training and assessing competence Positive role model Encourage workplace learning

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Create a positive learning environment Create an atmosphere where the learner does not feel threatened if they make mistakes during coaching

Panache Printing Panache Printing has recently employed Hatsue to provide customer service. Her role includes assisting customers in the store and by telephone. She helps customers to identify their printing needs and explains the products and services offered by Panache Printing. She is also responsible for processing orders using the store’s customised software. Toby is the store manager and he will be coaching Hatsue to develop the skills and knowledge she needs to perform a range of tasks. This is the process he intends to follow:


identify the skills and knowledge needed




identify the reason for the learning need




discuss the expectations of coaching




determine the expected goals or learning outcomes of the coaching program




establish the time frame for the program




establish learning strategies




implement the coaching program




encourage Hatsue to ultimately take responsibility for their own learning




regularly monitor performance and review progress




evaluate the coaching program

Mentoring Mentoring involves assisting and empowering others to shape their workplace performance and behaviours. Mentoring differs from coaching in so far as mentoring usually involves a greater range of activities than instruction and giving feedback. Mentors provide guidance and advice to the person they are mentoring and do not necessarily work in the same department or organisation as the person they are mentoring.

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Develop teams and individuals

Provide workplace learning opportunities

You may have identified a more experienced colleague that you admire and feel would have knowledge, experience and professional relationships that you could learn from. You may feel that it would be appropriate to contact this person and ask them to guide you as you progress in your career. You would hope that this person would mentor you by providing advice, helping you source appropriate learning and development activities, sharing their insights into work practices and, where appropriate, introducing you to business contacts that may be helpful in performing your current job role or furthering your career. Mentoring offers an effective method for integrating new employees into the organisation and for facilitating their ongoing career development. Your workplace may also promote the use of mentoring as a tool for developing individuals identified as having great potential within the organisation. The objectives of mentoring programs include:


development of leadership and interpersonal skills in mentors




orientation of new employees to the organisation’s culture




providing a framework for successful interaction between team members and other employees in the organisation




providing positive role models




reduction of staff turnover

It is important to remember that being involved in a mentoring program offers benefits to both the mentor and the person they are mentoring (sometimes referred to as the mentee). In your role as a frontline manager you may assume the role of mentor or you may identify more experienced members of the team who are willing to adopt the role. Team members who perform the role of mentor would usually demonstrate the following qualities:


active listening skills




commitment to the goals of the team




desire and capability to share knowledge, skills and experience with others




embraces new ideas and perspectives




encourages excellence in others




models ethical and responsible behaviours




offers support, enthusiasm and patience




passion and a positive attitude




promotes workplace diversity




sensitive to differences in others




technical knowledge




willing to share resources and information

If you are approached by a team member or other employee to act as their mentor you should give careful consideration to the leadership and interpersonal skills you could potentially develop.

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Task 25, Mentor Using the criteria described in the above section, identify an individual that you believe would be an appropriate mentor for you. Describe the reasons why you would select this individual.

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