RPL Kit BSBWOR502 for CHC52015 Diploma in Community Services

This RPL Kit is for CHC52015 Diploma in Community Services specialising in Case Management. It covers BSBWOR502 Lead and manage team effectiveness. It includes knowledge assessment, workplace evidence, third party report & supervisor testimonial, evidence submission guide checklist.

CHC52015 Diploma in
Community Services
Specialising in Case Management
Recognition of Prior Learning (RPL Kit)
BSBWOR502 – Lead and manage
team effectiveness
ASSESSMENT
WORKBOOK
Assessment Workbook V1.0 Produced 13 September 2017
Copyright © 2017 Inspire Education Pty Ltd. All rights reserved. No part of this publication may
be reproduced or distributed in any form or by any means, or stored in a database or retrieval
system other than pursuant to the terms of the Copyright Act 1968 (Commonwealth), without the
prior written permission of Inspire Education Pty Ltd.

RPL Kit BSBWOR502 Version No.1.0 Produced 13 September
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Version control & document history
Date Summary of modifications
made
Version
13 September
2017 Version 1 developed 1.0
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TABLE OF CONTENTS
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in Acrobat, clicking on a heading will transfer you to that page. If you
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key while clicking for this to work.
TABLE OF CONTENTS...........................................................................3
RPL KIT COVER SHEET.......................................................................4
IMPORTANT! PLEASE READ..................................................................5
BSBWOR502 – LEAD AND MANAGE TEAM EFFECTIVENESS......................6
I. Knowledge Assessment..........................................................................................6
KNOWLEDGE ASSESSMENT...........................................................7
II. Workplace Evidence..................................................................................................9
III. Third Party Report & Supervisor Testimonial..................................................19
IV. Evidence Submission Guide Checklist..............................................................28
RPL KIT CHECKLIST.........................................................................32
FEEDBACK........................................................................................ 33
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RPL KIT COVER SHEET
COURSE CODE AND TITLE:
CHC52015
Diploma of Community Services
specialising in Case Management
UNIT OF COMPETENCY: BSBWOR502 Lead and manage team
effectiveness
FIRST AND SURNAME:
PHONE:
EMAIL:
Please read the Candidate Declaration below and if you
agree to the terms of the declaration sign and date in
the space provided.
By submitting this work, I declare that:
 I have been advised of the assessment requirements, have
been made aware of my rights and responsibilities as an
assessment candidate, and choose to be assessed at this
time.
 I am aware that there is a limit to the number of
submissions that I can make for each assessment, and I am
submitting all documents required to complete this
assessment kit.
 I have organised and named the files I am submitting
according to the instructions provided and I am aware that
my assessor will not assess work that cannot be clearly
identified and may request the work be resubmitted
according to the correct process.
 This work is my own and contains no material written by
another person except where due reference is made. I am
aware that a false declaration may lead to the withdrawal of
a qualification or statement of attainment.
 I am aware that there is a policy of checking the validity of
qualifications that I submit as evidence as well as the
qualifications/evidence of parties who verify my
performance or observable skills (where applicable). I give
my consent to contact these parties for verification
purposes.
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Name : Signature: Date:
IMPORTANT! PLEASE READ
Before proceeding with the RPL assessments included in this kit,
ensure that you:
Have spoken to your Assessor through initial consultation.
Have been provided feedback from your Assessor that you
are eligible for Recognition of Prior Learning for the
following unit of competency:
 BSBWOR502 Lead and manage team
effectiveness
Have submitted the Authority to Release Information
duly completed and signed by your workplace supervisor/
representative to your assessor.
Important: If you have not completed any of the above, contact
your Assessor now for further guidance on how to proceed with
your application for Recognition of Prior Learning (RPL) Kit.
IMPORTANT: If you have already completed the unit
BSBWOR502 – Lead and manage team effectiveness through a
registered training organisation – please upload a certified copy
of the statement of attainment for this unit / copy of
qualification which includes this unit.
The code and name of the unit must exactly match the one
named above – if it does not, please proceed with completion of
this booklet or contact the trainer/assessor for further advice.
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BSBWOR502 – LEAD AND MANAGE TEAM EFFECTIVENESS
I. Knowledge Assessment
The questions in this part of the booklet cover the generic
underpinning knowledge in the following relevant unit of competency:
BSBWOR502 – Lead and manage team effectiveness
You must answer all questions using your own words. Some
questions cover processes you would have likely encountered in your
previous or current workplace. Ideally, you should be able to answer
these questions based on the processes in place at the workplace.
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I. KNOWLEDGE ASSESSMENT
1. How can group dynamics support team performance? Give two (2)
reasons and explain each.
a. Group dynamics greatly supports the performance of the team
and it is seen that a team which boasts of a positive group
dynamics have a higher level of trust among its different team
members. This in turn facilitates the effective completion of the
different tasks or the job roles which are being given to the
team and thereby ensures the fact that the members of the
team are being able to attain the goal or the objective which
are given to them (Levi, 2015).
b. A positive group dynamics among the different members of a
particular team also fosters innovation as well as creativity
among its various members. This is important since over the
years it had been seen that the teams or the individuals who
take the help of the entities of innovation and creativity are
more likely to gain success than the ones who do not (Nollet,
Beaulieu & Fabbe, 2017).
2. How can group dynamics hinder team performance? Give two (2)
reasons and explain each.
a. In some of the cases it is seen that a positive group dynamics
can adversely affect the performance of the team. For example,
if a high level of engagement exists between the different team
members then this is likely to shift the focus of the members of
the team from the task that had been given to them to mere
social interactions or engagement (Han, Kim & Jeong, 2016).
Thus, the team leaders need to ensure the fact that the right
level of group dynamics exists within the team which rather
than affecting its performance boosts it.
b. It is seen that if a negative attitude or dynamics exists between
the different members of a team then this can substantially
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influence the behaviour as well as the attitude of the members
of the team (Barsade, & Knight, 2015). This in turn is likely to
adversely affect not only the work that the members of the
team perform but at the same time can hinder the attainment of
the objectives or the goals outlined for the entire team itself.
3. List and briefly explain, three (3) strategies that a team leader can
implement that would support cohesion, participation and
performance among team members.
Guidance: Each response must be no more than 100 words.
a. A team leader in order to support cohesion, participation
and performance among the different members of the team
needs to take the help of the strategy of effective
communication. The adequate usage of this strategy is likely
to help the team leader to effectively cascade information
not only regarding the work that the members of the team
are required to perform but also about the individual
members of the team as well (Zona,Minoja & coda, 2013).
This in turn is likely to facilitate the effective completion of
the job roles or the tasks that the team had been assigned or
delegated to perform.
b. A team leader has the option to take the help of the strategy
of employee engagement. The effective usage of this
strategy would not only help the team leaders to enhance
the level of engagement among the employees but also the
trust that the different members of the team have on each
other (Zona,Minoja & coda, 2013). This in turn would help
them to effectively complete the different tasks that had
been allocated to them and thereby attain the performance
standard outlined for them.
c. The usage of an adequate leadership style is another
important strategy that the team leaders can take the help of
for the enhancement of performance, cohesion and
participation among the team members (Saafein, &
Shaykhian, 2014). For example, the usage of an adequate
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leadership style would enable the leaders to influence the
behaviour or the attitude of the team members in the best
possible manner and thereby the team goals or objectives.
4. Explain three (3) strategies that can be used to gain consensus in a
team meeting.
a. The usage of ethical leadership style is an important strategy
that the team leaders can use to not only gain consensus
within the team but also for the purpose of gaining the trust
of the members of the team as well. For example, through
the establishment of ethical relationship with the different
members of the team, the leaders have the opportunity to
influence their behaviour and decision making process in the
best possible manner in a team meeting (Dyer, Dyer & dyer,
2013).
b. The team leaders in order to gain consensus in a team
meeting can take the help of the strategy of effective
negotiation (Senge, 2014). In this regard, it needs to be said
that the effective usage of this strategy requires the team
leaders to certain proposals and then through the process of
discussion or negotiation they can reach a consensus or a
unanimous decision.
c. The team leaders have the option to take the help of the
strategy of effective communication or more precisely the
tool of persuasion. The effective usage of this strategy would
enable the leaders to not only effectively convey the central
message of the meeting but also to persuade the team
members to agree to the points that they are making (Eden
& Ackerman, 2013).
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5. Identify and explain three (3) strategies that may be used to
resolve a conflict between members of a team.
a. An important strategy that the team leader can use for the
resolution of a conflict among the members of a team is the
strategy of effective communication (Flogger, Poole &
Stutman, 2017). For example, the usage of this strategy
would help the team leader to make the conflicting team
members sit down and resolve their disputes in the best
possible manner without disrupting the dynamics of the
team.
b. Conflict resolution is another important strategy that the
team leaders can follow for the resolution of the conflicts
among the different members of a team. According to Rahim,
(2017), the effective usage of this strategy would require the
team leader to hear the grievances of all the individuals
involved in the conflict and thereby take the kind of decision
which would address the issues faced by all the individuals
involved in the conflict.
c. Social competency is another important strategy that the
team leaders can take the help of for the resolution of the
conflicts among the different members of a team (Coleman,
Deutsch, & Marcus, 2014). The usage of this strategy would
help the team leaders to understand the root causes of the
conflicts among the different members of the team and
thereby take the required action for the effective resolution
of the same.
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II. WORKPLACE EVIDENCE
This part of the RPL Kit requires you to provide evidence from the
workplace. The evidence could be from your current workplace or one
that you have recently been involved in however it must be in the
community services sector whilst performing the role of a case manager.
You may need to obtain permission from your workplace supervisor to be
able to submit the documents requested. Please also ensure that you
maintain confidentiality and remove or cross out any identifying names
etc. on the documentation.
This documentation is to demonstrate that the candidate has the skills
and knowledge required to lead teams in the workplace and to actively
engage with the management of the organisation. The candidate is to be
working at a managerial level with a work team.
This unit of competency requires you to provide evidence of completing
the following:-
1. Establishing team performance plan/s
2. Developing and facilitating team cohesion
3. Facilitating teamwork
4. Liaising with stakeholders
1. Establishing team performance plan/s
a) Consult with team members to establish a common
understanding of team purpose, roles, responsibilities and
accountabilities in accordance with organisation goals, plans
and objectives
b) Develop performance plans to establish expected outcomes,
outputs key performance indicates (KPSs) and goals for work
team
c) Support team members in meeting expected performance
outcomes
2. Developing and facilitating team cohesion
a) Develop strategies to ensure team members have input into
planning, decision making and operational aspects of work
team
b) Develop policies and procedures to ensure team members take
responsibility for own work and assist others to undertake
required roles and responsibilities
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c) Provide feedback to team members to encourage, value and
reward individual and team efforts and contributions
d) Develop processes to ensure that issues, concerns and
problems identified by team members are recognised and
addressed
3. Facilitate teamwork
a) Encourage team members and individuals to participate in and
to take responsibility for team activities, including
communication processes
b) Support the team in identifying and resolving work
performance problems
c) Ensure own contribution to work team serves as a role model
for others and enhances the organisation’s image for all
stakeholders
4. Liaise with stakeholders
a) Establish and maintain open communication processes with all
stakeholders
b) Communicate information from line manager/management to
the team
c) Communicate unresolved issues, concerns and problems raised
by team members and follow-up with line
manager/management and other relevant stakeholders
d) Evaluate and take necessary corrective action regarding
unresolved issues, concerns and problems raised by internal or
external stakeholders
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A. Evidence to be Submitted
1. Establishing team performance plan/s
a) Consult with team members to establish a common understanding
of team purpose, roles, responsibilities and accountabilities in
accordance with organisation goals, plans and objectives
Provide a copy of a team performance plan. Whilst this can be in
any suitable format it is important that it identifies :-
 Team purpose
 Roles within the team
 Responsibilities and accountabilities; and
 Shows a clear link to the organisational goals, plans and
objectives
Other documents may be suitable for this requirement. This will
depend on the individual workplace.
Please save and submit the document to your assessor using the
filename:
Subject 12-1aTeamPlan
[Last Name, First Name]_Subject 12 – 1aTeamPlan
b) Develop performance plans to establish expected outcomes,
outputs, key performance indicators (KPIs) and goals for work team
The training package requires that the Candidate must submit a
completed Team Performance Plan (individual workers) they
developed with at least two (2) members of their work team. This
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plan must have been discussed with at least (1) client whom the
team is supporting.
The team performance plan may be based from the work team’s
current team performance plan.
Candidate’s supervisor must also sign off the document and
confirm that it was discussed with both workers and a client.
Responses in the Team Performance Plan will vary and depend on
the team’s tasks.
Please save and submit the document to your assessor using the
filename:
Subject 12-1bTeamPlan
[Last Name, First Name]_Subject 12 – 1bTeamPlan
c) Support team members in meeting expected performance outcomes
Evidence for this aspect of the unit is to show that the candidate has
supported others in the team in meeting their individual performance
outcomes. Suitable documentation may include a copy of the
employee’s individual performance review that was facilitated (and
signed) by the candidate. It is important to consider privacy of the
individual in this requirement.
Other suitable documents may be submitted but are to show support
of others in the team and feedback provided to enhance and improve
their own work responsibilities.
Please save and submit the document to your assessor using the
filename:
Subject 2-1cTeamPlan
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[Last Name, First Name]_Subject 12 – 1cTeamPlan
2. Developing and facilitating team cohesion
a) Develop strategies to ensure team members have input into
planning, decision making and operational aspects of work team
Evidence for this aspect of the unit may include :-
Minutes of meetings where team members had input into planning,
decision making and operational aspects of the work team. These
minutes must have action items detailing how members of the team
will be included and have been allocated tasks.
Please save and submit the document to your assessor using the
filename:
Subject 12-2aTeamCohesion
[Last Name, First Name]_Subject 12 – 12aTeamCohesion
b) Develop policies and procedures to ensure team members take
responsibility for own work and assist others to undertake required
roles and responsibilities
Evidence for this may be included in the minutes provided above as
long as they show the steps (procedures) that will be taken by each
member to achieve their allocated tasks.
Other evidence such as copies of individual goal plans facilitated by
the candidate may be suitable.
Please save and submit the document to your assessor using the
filename:
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Subject 12-2bTeamCohesion
[Last Name, First Name]_Subject 12 – 2bTeamCohesion
c) Provide feedback to team members to encourage, value and reward
individual and team efforts and contributions
Copies of emails sent to individual workers recognising their
contribution
Copy of individual performance reviews facilitated by the
Candidate where feedback has been given
Evidence to support organising of team reward events (i.e. dinners
etc.) to acknowledge team efforts and contributions
Please save and submit the document to your assessor using the
filename:
Subject 12-2cTeamCohesion
[Last Name, First Name]_Subject 12 – 2cTeamCohesion
d) Develop processes to ensure that issues, concerns and problems
identified by team members are recognised and addressed
The evidence will depend on the Candidate’s workplace but must
address the above points. It could include meeting minutes where
issues and concerns have been recognised and addressed.
Please save and submit the document to your assessor using the
filename:
Subject 12-2dTeamCohesion
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[Last Name, First Name]_Subject 12 – 2dTeamCohesion
3. Facilitate teamwork
a) Encourage team members and individuals to participate in and
to take responsibility for team activities, including
communication processes
Evidence may vary depending on the workplace but must show
that the Candidate actively encourages team members as above.
May include emails, minutes of meetings and
organisation/facilitation of team building activities.
Please save and submit the document to your assessor using the
filename:
Subject 12-3aTeamwork
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[Last Name, First Name]_Subject 12 – 3aTeamwork
b) Support the team in identifying and resolving work performance
problems
Please provide an agenda and meeting minutes from a team
meeting held to discuss any work performance problems or
issues. A review of the team goal plan (or other such document)
would also meet this requirement. The candidate must have
been the facilitator of the meeting or at least been responsible
for this aspect of the meeting. Minutes and agenda must clearly
identify this.
Please save and submit the document to your assessor using the
filename:
Subject 12-3bTeamwork
[Last Name, First Name]_Subject 12 – 3bTeamwork
c) Ensure own contribution to work team serves as a role model for
others and enhances the organisation’s image for all stakeholders
Evidence for this point will vary depending on the candidate’s
workplace but may include – copies of awards from within the
organisation relating to the candidates ability to support others,
positive feedback from stakeholders, copies of client feedback
forms relating to the candidate.
Please save and submit the document to your assessor using the
filename:
Subject 12-3cTeamwork
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[Last Name, First Name]_Subject 12 – 3cTeamwork
4. Liaise with stakeholders
a) Establish and maintain open communication processes with all
stakeholders
Copies of meeting invites, minutes, agendas, emails showing that the
candidate has regular communication with stakeholders (other
services etc. that the organisation works with). Please provide
evidence showing regular contact with at least three (3) stakeholders.
Please save and submit the document to your assessor using the
filename:
Subject 12-4aStakeholders
[Last Name, First Name]_Subject 12 – 4aStakeholders
b) Communicate information from line manager/management to the
team
This unit assumes that the Candidate is responsible for other workers
and is a conduit between management and the team.
Copies of team meeting minutes where information is disseminated
would be suitable evidence or copy of an email sent to team members
sharing information from Management.
Please save and submit the document to your assessor using the
filename:
Subject 12-4bStakeholders
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[Last Name, First Name]_Subject 12 – 4bStakeholders
c) Communicate unresolved issues, concerns and problems raised by
team members and follow-up with line manager/management and
other relevant stakeholders
Evidence will vary depending on the Candidate’s workplace. May
include minutes of meetings with line manager/management etc. or
emails between the Candidate and the line manager etc. to raise
unresolved issues. Copies of submitted workplace forms may also
meet this requirement.
Please save and submit the document to your assessor using the
filename:
Subject 12-4cStakeholders
[Last Name, First Name]_Subject 12 – 4cStakeholders
d) Evaluate and take necessary corrective action regarding
unresolved issues, concerns and problems raised by internal or
external stakeholders
Evidence will vary depending on the Candidate’s workplace. May
include minutes of meetings with line manager/management etc. or
emails between the Candidate and the line manager, or others
external to the organisation to develop strategies to deal with
unresolved issues. Copies of submitted workplace forms may also
meet this requirement.
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Please save and submit the document to your assessor using the
filename:
Subject 12-4dStakeholders
[Last Name, First Name]_Subject 12 – 4dStakeholders
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III. THIRD PARTY REPORT & SUPERVISOR TESTIMONIAL
Third Party Report -Instruction for Supervisors
Dear Supervisor,
Thank you for agreeing to verify the evidence provided for this
Recognition of Prior Learning (RPL) application. Kindly read through the
instructions below to guide you in fulfilling your role.
NOTE: You MUST have the necessary experience and
qualification/s in the area of Community Services Case
Management (e.g., you are/were the designated workplace
supervisor for the candidate, or you have the relevant VET
qualification/s, Diploma of Community Services (Case
Management) or higher
Your role
You are asked to testify that the candidate has completed the tasks
outlined below according to the quality standards set by the workplace,
and in compliance with the industry standards relevant to the candidate’s
work role in the Community Services Case Management area by
completing the form that begins on the next page.
Before you complete this form, please:
- Read through the Form
- Discuss any queries about this form with the candidate. If the
candidate cannot answer your questions about the observation
form, you may contact the candidate’s RPL assessor.
You are asked to review each criteria item in this Third Party Report
Form and rate the candidate’s performance against each criteria item by
providing a rating of one (1) – five (5). When providing the rating for the
candidate’s performance, refer to the Rating Matrix found on the next
page. You are also required to provide specific written comments about
the candidate’s performance against each criteria item.
Please complete all parts of the form, including the Observer’s
Declaration and the Workplace Supervisor Details found in this form.
Once done, please return this form to the candidate.
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References:
Barsade, S. G., & Knight, A. P. (2015). Group affect. Annu. Rev. Organ. Psychol. Organ.
Behav., 2(1), 21-46.
Coleman, P. T., Deutsch, M., & Marcus, E. C. (Eds.). (2014). The handbook of conflict
resolution: Theory and practice. John Wiley & Sons.
Dyer Jr, W. G., Dyer, J. H., & Dyer, W. G. (2013). Team building: Proven strategies for
improving team performance. John Wiley & Sons.
Eden, C., & Ackermann, F. (2013). Making strategy: The journey of strategic management.
Sage.
Folger, J., Poole, M. S., & Stutman, R. K. (2017). Working through conflict: Strategies for
relationships, groups, and organizations. Routledge.
Han, H., Kim, W., & Jeong, C. (2016). Workplace fun for better team performance: Focus on
frontline hotel employees. International Journal of Contemporary Hospitality
Management, 28(7), 1391-1416.
Levi, D. (2015). Group dynamics for teams. Sage Publications.
Nollet, J., Beaulieu, M., & Fabbe-Costes, N. (2017). The impact of performance
measurement on purchasing group dynamics: The Canadian experience. Journal of
Purchasing and Supply Management, 23(1), 17-27.
Rahim, M. A. (2017). Managing conflict in organizations. Routledge.
Saafein, O., & Shaykhian, G. A. (2014). Factors affecting virtual team performance in
telecommunication support environment. Telematics and Informatics, 31(3), 459-462.
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Senge, P. M. (2014). The fifth discipline fieldbook: Strategies and tools for building a
learning organization. Crown Business.
Zona, F., Minoja, M., & Coda, V. (2013). Antecedents of corporate scandals: CEOs’ personal
traits, stakeholders’ cohesion, managerial fraud, and imbalanced corporate
strategy. Journal of Business Ethics, 113(2), 265-283.
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RATING MATRIX
Note to the supervisor:
Use this RATING MATRIX to guide you in evaluating the candidate’s performance against
each criteria item provided in this Third Party Report Form.
In instances where a criteria item has not been demonstrated or has not been performed
yet by the candidate in the workplace, tick the box that corresponds to N/A.
The N/A mark or rating for a criteria item means: The criteria item does not apply to the
candidate’s work role in the organisation; the criteria item does not apply in the
organisation’s service operations; or for other reasons. When ticking the N/A box, please
ensure that you include specific written comments explaining the reasons.
Rating Knowledge Standard of
Work Autonomy Coping with
Complexity
Perception of
Context
1
Novice
Minimal or
'textbook'
knowledge
without
connecting it to
practice
unlikely to be
satisfactory
unless closely
supervised
Needs
supervision or
instruction
Little or no
conception of
dealing with
complexity
Tends to see
actions in
isolation
2
Beginner
Working
knowledge of
key aspects of
practice
Straightforward
tasks likely to be
completed to an
acceptable
standard
Able to achieve
some steps
using own
judgement, but
supervision
needed for
overall task
Appreciates
complex
situations but
only able to
achieve partial
resolution
Sees actions as
a series of steps
3
Competent
Good working
and background
knowledge of
area of practice
Fit for purpose,
though may lack
refinement
Able to achieve
most tasks
using own
judgment
Copes with
complex
situations
through
deliberate
analysis and
planning
Sees actions at
least partly in
terms of longer
goals
4
Proficient
Depth of
understanding
of discipline and
area of practice
Fully acceptable
standard
achieved
routinely
Able to take full
responsibility for
own work (and
that of others
where
applicable)
Deals with
complex
situations
holistically,
decision making
more confident
Sees overall
'picture' and
how individual
actions fit within
it
5
Expert
Authoritative
knowledge of
discipline and
deep tacit
understanding
across area of
practice
Excellence
achieved with
relative ease
Able to take
responsibility for
going beyond
existing
standards and
creating own
interpretations
Holistic grasp of
complex
situations,
moves between
intuitive and
analytical
approaches with
ease
Sees overall
'picture' and
alternative
approaches;
vision of what
may be possible
N/A
The criteria item does not apply to the candidate’s work role in the organisation; the
criteria item does not apply in the organisation’s service operations; or for other
reasons.
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THIRD PARTY REPORT FORM
BSBWOR502 – Lead and manage team effectiveness
Important reminders for the supervisor:
 Make specific, written comments about the candidate’s performance. These
comments are valuable evidence of the candidate’s competency.
 Tick the boxes corresponding your rating for the candidate’s performance for this
criteria item. Tick only one rating for each criteria item.
 Complete all parts of the form, including signing the Declaration and the
Supervisor’s Details.
 You may discuss any queries about the forms with the candidate. If the candidate
cannot answer your questions, you may contact Inspire Education at 1800-506-
509. We’ll be happy to help
 The assessor may need clarification and or further verification regarding the
information you provide here. In these instances, then he/she may contact you
directly to get more information about the candidate’s performance.
CANDIDATE’S INFORMATION
Full Name
(Last Name, First
Name)
CRITERIA ITEM 1 2 3 4 5 N/
A
1. Candidate performs managerial
responsibilities in relation to supervision
of a team of case managers (at least 2
others)
PLEASE NOTE: If this is not/applicable
then do not continue with the rest of this
report form

Supervisor’s comments / feedback:
cons
CRITERIA ITEM 1 2 3 4 5 N/
A
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2. Candidate consults with team members
to establish a common understanding of
team purpose, roles, responsibilities and
accountabilities in accordance with
organisation goals, plans, objectives

Supervisor’s comments / feedback:
Yes, the candidate takes into account the perceptions of others in order to
execute the supervisory roles and establishing purposes.
CRITERIA ITEM 1 2 3 4 5 N/
A
3. Candidate supports team members in
meeting expected performance outcomes 
Supervisor’s comments / feedback:
Yes, the candidate supports and encourages the team members on meeting the
expected outcomes.
CRITERIA ITEM 1 2 3 4 5 N/
A
4. The candidate develops performance
plans to establish expected outcomes,
outputs, key performance indicators
(KPSs) and goals for the work team
(minimum of 2 others)

Supervisor’s comments / feedback:
The candidate puts enough thoughts in order to develop a performance plan
and puts forward exquisite goals to increase the productivity or the
performance of the employees.
CRITERIA ITEM 1 2 3 4 5 N/
A
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5. The candidate develops strategies to
ensure team members have input into
planning, decision making and operation
aspects of work team

Supervisor’s comments / feedback:
The candidate has a good understanding of the planning and the strategies
that are to be done, and is very decisive in orientation.
CRITERIA ITEM 1 2 3 4 5 N/
A
6. The candidate develops policies and
procedures to ensure team members take
responsibility for own work and assist
others to undertake required roles and
responsibilities

Supervisor’s comments / feedback:
The candidate has a good understanding of the roles and responsibilities and
also have an understanding for the development of the policies and procedures
that may prove helpful.
CRITERIA ITEM 1 2 3 4 5 N/
A
7. Candidate provides
feedback to team
members to
encourage, value
and reward
individual and team
efforts and
contributions whilst
undertaking
managerial
responsibilities

Supervisor’s comments / feedback:
The candidate believes in providing continuous feed backs as they help, for
future improvement, and encourages the subordinates.
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CRITERIA ITEM 1 2 3 4 5 N/
A
8. The candidate
develops processes
to ensure that
issues, concerns and
problems identified
by team members
are recognised and
addressed.

Supervisor’s comments / feedback:
The candidate put focus on the problem solution, however, needs to develop
more regarding including the policies to ensue developed problem skills
among the subordinates.
CRITERIA ITEM 1 2 3 4 5 N/
A
9. Whilst in a
managerial capacity,
the candidate
encourages team
members and
individuals to
participate in and to
take responsibility
for team activities,
including
communication
processes

Supervisor’s comments / feedback:
The candidate essentially focuses on the developing among the subordinates
an attitude to develop a sense of responsibility and to participate in the team
affairs.
CRITERIA ITEM 1 2 3 4 5 N/
A
10. The candidate
supports the team in
identifying and
resolving work
performance
problems

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Supervisor’s comments / feedback:
The candidate is very much involved with the team and puts much focus on the
performances of the employees.
CRITERIA ITEM 1 2 3 4 5 N/
A
11. The candidate
ensures own
contribution to work
team serves as a
role model for
others and enhances
the organisation’s
image for all
stakeholders

Supervisor’s comments / feedback:
The candidate is very dedicated towards team and focus on the productivity of
the team and ensures a good position as a whole in front of the stakeholders.
CRITERIA ITEM 1 2 3 4 5 N/
A
12. The candidate
establishes and
maintains open
communication
processes with all
stakeholders

Supervisor’s comments / feedback:
The candidate practices a very good system of communication within the team.
CRITERIA ITEM 1 2 3 4 5 N/
A
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13. Candidate
communicates
information from
line
manager/manageme
nt to the team

Supervisor’s comments / feedback:
The candidate also exercises a good system of communication with the
management section of the organization as well.
CRITERIA ITEM 1 2 3 4 5 N/
A
14. Candidate
communicates
unresolved issues,
concerns and
problems raised by
team members and
follows-up with line
manager/manageme
nt and other
relevant
stakeholders

Supervisor’s comments / feedback:
The candidate also practices a good problem solving attitude within the team
raised by the members and proposes the same to the management.
CRITERIA ITEM 1 2 3 4 5 N/
A
15. The candidate
evaluates and takes
necessary corrective
action regarding
unresolved issues,
concerns and
problems raised by
internal or external
stakeholders

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Supervisor’s comments / feedback:
The candidate takes necessary steps as propounded by the internal or the
external stakeholders and further maintains the same.
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Supervisor Testimonial
I hereby certify that the documents submitted by
(student name) , and described in this RPL Kit for BSBWOR502 – Lead and
manage team effectiveness, have been created by the candidate as part of
his/her role as a
(job title)
within (name of organisation) .
I confirm that I have completed the Third Party Report included in this kit and
added comments where applicable.
I understand that I may be contacted by an Inspire Education Assessor and
agree to verify or elaborate on the information supplied in this report.
I do solemnly swear that the declaration made on this report is true and I am in
the position to make this statement.
Additional comments (if required):
Supervisor Details
Name:
Qualifications:
Organisation: Signature:
Job Title: Date:
Contact Best Time to
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Number: Contact:
Please save and submit these documents to your assessor using the
filename: Subject12 – BSBWOR502-Third Party & Supervisor Testimonial
[Last Name, First Name]_Subject 12 – BSBWOR502-Third Party &
Supervisor Testimonial
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IV. EVIDENCE SUBMISSION GUIDE CHECKLIST
The Evidence Submission Guide is provided to guide you in collating all your
evidence submissions for the unit of competency: BSBWOR502 – Lead and manage
team effectiveness.
This Guide contains an outline of all the evidence you are required to submit.
Guidelines for submission:
1. Ensure the information enclosed in the evidence you submit is true and
accurate. In instances when the assessor needs to verify something in your
evidence submission, he/she will contact your supervisor.
2. Where applicable, your evidence submissions must always be signed off by
relevant personnel. For example, when submitting meeting minutes, ensure
this document has all the signatures of the meeting attendees.
3. Where applicable, your evidence submissions must clearly state that this has
been completed by you, and has been signed off by relevant personnel. For
example, when submitting incident reports, ensure that your name appears in
the relevant fields of the report.
4. Remember to maintain the privacy and confidentiality of the staff and clients
in your organisation. Avoid providing their real names in your RPL
submissions and use aliases instead.
To guide you in collating your evidence submissions, the checklist found in the
next page is provided for you. Complete this checklist by providing the type of
document you submitted for each evidence requirement and the filename of
your evidence submission (only when you are submitting these online)
A sample is provided below:
01 Communication with families about
child’s health needs (Instance 1) Meeting minutes
Smith_John –
Meeting
Minutes 1
5. Do note that one evidence submission may meet more than one requirement.
You may submit the same document for these requirements, as seen below:
01 Communication with families about
child’s health needs. (Instance 1) Meeting minutes
Smith_John –
Meeting
Minutes 1
02 Communication with colleagues about
children’s health needs. (Instance 1) Meeting minutes
Smith_John –
Meeting
Minutes 1
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Evidence Submission Guide Checklist
BSBWOR502 – Lead and manage team effectiveness
Document submission
Complete the table below to guide you in collating evidence that you will be submitting along with your
RPL Kit submission (e.g. Job Description, Curriculum Vitae, Certificate of Employment, and others).
Type of document submitted:
Check if
included in
submission
Filename(s)
01
Part I – KNOWLEDGE ASSESSMENT
Completed Knowledge assessment questions
1-5
02
Part II – WORKPLACE EVIDENCE
(a) Establishing team performance plan/s
 Copy of team performance plan
(b) Develop performance plans to establish
expected outcomes, outputs, key
performance indicators
 Individual Team Performance Plan
Two (2) required (1 for two workers)
 Other suitable evidence
 Must be signed by candidate’s
supervisor to confirm that it was
discussions with both workers and
clients in the organisation
(c) Support team members in meeting
expected performance outcomes
 Copy of an individual
performance review that was
facilitated (and signed) by the
candidate
 Other suitable evidence
[Last Name, First Name]_Subject 12
– 1aTeamPlan
[Last Name, First Name]_Subject 12
– 1bTeamPlan
[Last Name, First Name]_Subject 12
– 1cTeamPlan
(a) Develop strategies to ensure team
members have input into planning,
decision making and operational
aspects of work team
 Minutes of meetings
 Other suitable evidence
(b) Develop policies and procedures to
ensure team members take
responsibility for own work and
assist others to undertake required
[Last Name, First Name]_Subject 12
– 2aTeamCohesion
Last Name, First Name]_Subject 12 –
2bTeamCohesion
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roles and responsibilities
 Minutes of meeting
 Other suitable evidence
(c) Provide feedback to team members
to encourage, value and reward
individual and team efforts and
contributions
 Copies of emails
 Copies of individual
performance reviews
facilitated by Candidate
 Evidence regarding
organising of team reward
events
(d) Develop processes to ensure that
issues, concerns and problems
identified by team members are
recognised and addressed
 Meeting minutes
 Other suitable evidence
Last Name, First Name]_Subject 12 –
2cTeamCohesion
Last Name, First Name]_Subject 12 –
2dTeamCohesion
Facilitate Teamwork
(a) Encourage team members and
individuals to participate in and to take
responsibility for team activities,
including communication processes
 Suitable evidence (will vary depending
on the workplace)
 May include, emails, minutes of
meetings and organisation/facilitation of
team building days
(b) Support the team in identifying and
resolving work performance problems
 Copy of Agenda and meeting minutes
 Evidence to support review of the team
goal plan
(c) Ensure own contribution to work team
serves as a role model for others and
enhances the organisation’s image for
all stakeholders
 Copies of awards
 Positive feedback from stakeholders
 Copies of client feedback forms
[Last Name, First Name]_Subject 12
– 3aTeamwork
[Last Name, First Name]_Subject 12
– 3bTeamwork
[Last Name, First Name]_Subject 12
– 3cTeamwork
(a) Establish and maintain open
communication processes with all
stakeholders
 Meeting invites [Last Name, First Name]_Subject 12
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 Meeting minutes
 Meeting agenda
 Copies of emails
(Must demonstrate regular contact with at least
three (3) stakeholders)
(b) Communicate information from line
manager/management to the team
 Copies of meeting minutes
 Copy of email sent to team members
 Other suitable evidence
(c) Communicate unresolved issues, concerns
and problems raised by team members and
follow-up with line manager/management and
other relevant stakeholders
 Copies of meeting minutes
 Copies of emails
 Completed workplace forms
 Other suitable evidence
(d) Evaluate and take necessary corrective
action regarding unresolved issues, concerns
and problems raised by internal or external
stakeholders
 Copies of meeting minutes
 Copies of emails
 Completed workplace forms
 Other suitable evidence
– 4aStakeholders
[Last Name, First Name]_Subject 12
– 4bStakeholders
[Last Name, First Name]_Subject 12
– 4cStakeholders
[Last Name, First Name]_Subject 12
– 4dStakeholders
03 Part III BSBWOR502 Third Party Report &
Supervisor Testimonial
[Last Name, First
Name]_BSBWOR502-Third Party &
Supervisor Testimonial
04 Part IV Completed Evidence Submission Guide
Checklist
[Last Name, First
Name]_BSBWOR502-Third Party &
Supervisor Testimonial
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RPL KIT CHECKLIST
Before submitting this RPL Kit for assessment, ensure that you have:
Completed and included the RPL Kit Cover Sheet
Completed all requirements
Ensure that you have completed all assessments relevant to this unit
of competency:
Knowledge Assessment
Workplace Evidence
Third Party Report & Supervisor Testimonial
Evidence Submission Checklist
IMPORTANT REMINDER
Candidates must achieve a satisfactory result in ALL RPL
assessment tasks to be awarded COMPETENT for the unit
relevant in this Assessment Workbook.
To award the candidate competent in the units relevant to this subject, the candidate must successfully
complete all the requirements listed above according to the prescribed benchmarks.
RPL Kit BSBWOR502 Version No.1.0 Produced 13 September
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