Assessment Criteria for BSBWRK510: Manage Employee Relations - Details

This document outlines the assessment criteria for the BSBWRK510 unit, focusing on managing employee relations. It details the elements of competency, including developing and implementing employee relations policies, managing negotiations, and resolving conflicts. The document specifies performance evidence required, such as analyzing organizational documentation, developing plans, and managing conflicts, alongside the necessary foundation skills like reading, writing, and oral communication. Furthermore, it defines the assessment conditions, tools, and processes, including learner workbook activities, observations, major activities, skills and knowledge activities, case studies, and learner guides. The observation checklist provides a structured framework for assessing practical tasks related to employee relations management, ensuring learners can demonstrate their skills in developing policies, implementing plans, and managing negotiations. The document emphasizes the importance of practical demonstrations and observations in assessing competency, providing clear guidelines for instructors and learners.

Name: ____________________________

P a g e | 3
1. Assessment criteria for BSBWRK510
2. Manage Employ Relations
In this document, you will find the foundation of what is required to become
competent in this unit. For further information on each element, you can refer to the
Assessment Matrix. Included in this document are the elements for the unit,
foundation skills, assessment requirements as well as an assessment tool definition
list and the crucial observation. As well as all the areas covered here, each student
must also complete all workbook activities, case studies and major activities, where
stated, to become competent within this unit.
NOTE – Re-assessment:
Students will have a maximum of two (2) reassessments attempts if competency
is not achieved in the first instance.
The final grade of ‘C’ for Competent or ‘NC’ for Not Competent is only given at the
completion of the unit of competency when all components or parts of the
assessment are graded as ‘S’ for Satisfactory. Unsatisfactory results are marked as
NS.
Elements for Competency Demonstration
Elements for Competency Assessment:
1. Develop employee and industrial relations policies and plans
2. Implement employee relations policies and plans
3. Manage negotiations to resolve conflict.
Performance Evidence:
Evidence of the ability to:
 Analyse organisational documentation to determine long-term
employee relations objectives and current employee relations
performance
 Collaborate with others to develop and review industrial relations
policies and plans
 Develop implementation and contingency plans for industrial relations
policies
 Identify the skills and knowledge needed to implement the plan and
organise training and development for self and staff

 Document and communicate strategies and procedures for eliminating
and dealing with grievances and disputes
 Train others in conflict-resolution techniques
 Manage industrial relations conflicts, including advocating the
organisation’s position during negotiations and documenting,
implementing and following up agreements.
Note: If a specific volume or frequency is not stated, then evidence must be provided
at least once.
Foundation Skills:
Reading
 Interprets, critically analyses and applies appropriate strategies to
construct meaning from complex texts
Writing
 Displays knowledge of required structure and layout, employing broad
vocabulary, grammatical structure and conventions appropriate to
purpose and audience
Oral communication
 Conveys information using language and non-verbal features
appropriate to the audience
 Employs listening and questioning techniques to clarify and confirm
understanding
Numeracy
 Extracts and evaluates the mathematical information embedded in a
range of tasks and texts
Navigate the world of work
 Modifies or develops organisational policies to achieve organisational
goals and comply with legislative requirements
 Keeps up to date on changes to legislation or regulations relevant to
own rights and responsibilities and considers implications of these
Interact with others

P a g e | 5
 Collaborates with others to achieve joint outcomes, playing an active
role in facilitating effective group interaction, influencing direction and
taking a leadership role on occasion
 Actively builds networks that include key people with expert skills and
knowledge
 Uses a range of strategies to facilitate an acceptable outcome for all
parties where conflicts occur
Get the work done
 Sequences and schedules complex activities monitors implementation
and manages relevant communication
 Uses analytical techniques to identify issues and generate possible
solutions, seeking input from others as required, before making
decisions or implementing solutions
 Draws on the diverse perspectives of others to gain insights into
current practices and opportunities for change
Knowledge Evidence:
To complete the unit requirements safely and effectively, the individual must:
 Explain relevant industrial relations legislation or regulations
 Summarise enterprise and workplace bargaining processes
 Summarise key entities in the current Australian industrial relations
system, including courts and tribunals, trade unions and employer
bodies
 Relevant industrial, workplace health and safety, equal employment
opportunity and antidiscrimination legislation in federal, state and territory
jurisdictions.
Assessment Conditions:
Assessment must be conducted in a safe environment where evidence gathered
demonstrates consistent performance of typical activities experienced in the
workforce development – workplace relations field of work and include access to:
 Awards and enterprise bargaining agreements
 Relevant legislation, regulations, standards and codes
 Relevant workplace documentation and resources

 Case studies and, where possible, real situations
 Interaction with others.
Assessors must satisfy NVR/AQTF assessor requirements.
Links:

P a g e | 7
Companion volumes available from the IBSA website:
http://www.ibsa.org.au/companion_volumes -
http://www.ibsa.org.au/companion_volumesAny observations and practical
assessments must be recorded in the observation checklist. All practical tasks
should be demonstrated during the length of the course. As the instructor, you must
maintain a record demonstrating the date of the practical activities and any
comments relevant to the performance of each student. Where a student is not able
to demonstrate competence in a practical observation activity, further questioning
should be put in its place.
As the instructor, you could be assessing the student’s literacy, numeracy and
language skills, as well as the content and context of his/her answers.
In some cases, you will have to adjust and amend the assessment tools, using
different and varied methods (such as oral assessment), to allow students to be
assessed according to their needs and abilities.

Assessment Tool Definitions
Assessment Tool How is it used? What is it?
Learner Workbook Activities
(Entire completion is required)
Each student should be given a Learner Workbook
which will hold several activities, both formative and
summative, that all need to be completed in
conjunction with the appropriate sessions. The
PowerPoint, Learner Guide and instructor should
provide further information to help with the activities.
Observation/Demonstration
(To be completed for each numbered
point as stated on the checklist)
An observation should be completed for each of the
students by the instructor. If the tasks aren’t
everyday actions, a simulated environment is
acceptable, or a demonstration can be set up. An
observation checklist can be found at the end of this
document.
Major Activity
(Entire completion is required)
A Major Activity is a summative assessment and can
be found in the Learner Workbook, after all the
activities are completed. This is an extended piece of
summative assessment which should take anywhere
between 1-2 hours and every student should
complete this work. It is a requirement for each unit
to check knowledge and understanding.
Skills and Knowledge Activity
(Entire completion is required)
A Skills and Knowledge Activity is a summative
assessment and is found before the Major Activity in
the Learner Workbook. This should take between 1-2
hours and every student should complete this work.
It is a requirement for each unit to check knowledge
and understanding of the foundation skills and
knowledge evidence.
Case Study
(Entire completion is required)
Not all units will have Case Studies but those that do
will be clearly stated within the PowerPoint and the
Learner Workbook. It will appear as any other
activity, but it will be named ‘Case Study’ and will
provide an example of a possible real-life situation
for the learner to read, interpret and then answer
questions on.
Learner Guide
(To be used as an informational guide)
The Learner Guide links with the Learner Workbook
as it provides the information given during sessions
and more. It can help students to further their
knowledge and to also complete the activities.
Evidence Document
(Not a necessity for completion of unit
but can be used as an aid or to collect
further evidence)
The Evidence Document lists all the Elements and
Performance Criteria with an area for written reports
etc, to add evidence to the student’s portfolio. It can
be used for any of the performance criteria,
especially those which may not have been covered
by any other assessment tool. The student can circle
several the criteria that they may feel they need
further evidence of, or it can be used as a guide for
completing further Observations and Third-Party
reports.

P a g e | 9
Observation/Demonstration
Throughout this unit, the learner will be expected to show their competency of the
elements through observations or demonstrations. The observations and
demonstrations will be completed as well as the formative and summative
assessments found in the Learner Workbook. An explanation of demonstrations and
observations:
Demonstration is off-the-job
A demonstration will require:
 Performing a skill or task that is asked of you
 Undertaking a simulation exercise
Observation is on-the-job
The observation will usually require:
 Performing a work-based skill or task
 Interaction with colleagues and/or customers
The observation/demonstration will take place either in the workplace or the training
environment, depending on the task to be undertaken and whether it is an
observation or demonstration. Each task must be observed. You will need to ensure
you provide the learner with the correct equipment and/or materials to complete the
task. You will also need to inform the learner of the time they have to complete the
task; this will once again vary, depending on the task.
Learner should be able to demonstrate they can:
1. Develop employee and industrial relations policies and plans
2. Implement employee relations policies and plans
3. Manage negotiations to resolve conflict.
Learners should also demonstrate the following skills:
 Reading
 Writing
 Oral communication
 Numeracy
 Navigate the world of work
 Interact with others

 Get the work done

P a g e | 11
Observation/Demonstration Checklist
Unit of Competence
(Code and Title) 3.
Demonstration Tasks
Materials and Equipment
Tasks to be observed, demonstrated or
simulated if appropriate
Yes No Comment
1.1 Analyze strategic plans and operational plans
to determine long term employee relations:
Did they:
 Analyze at least one strategic plan
 Analyze at least one operational plan
 Factor in employee relations to strategic
and operation plans
 Identify employee communication,
discipline, rights and involvement?
1.2 Analyze existing employee relations
performance in relation to workforce
objectives:
Did they:
 Monitor performance through:
o Observation
o Manager and supervisor reports
o Informal meetings
o Annual reviews
o Discussions
o Formal meetings
o Performance Management
Plans?
 Monitor performance based on:
o Workplace Health and Safety
(WHS) issues such as accidents,

incidents and near misses
o Absenteeism and sickness
o Lateness
o Productivity
o Staff turnover
o Performance appraisals and
reviews
o Staff training and development
o Staff satisfaction based on
surveys and feedback
o Complaints and grievances?
1.3 Evaluate options in terms of cost-benefit, risk-
analysis and current legislative requirements
policies and plans:
Did they:
Evaluate cost benefit, through:
 Productivity
 Employee loyalty
 Quality
 Fair pay?
Conduct risk management in the workplace, by
evaluating:
 Likelihood
 Consequence?
Evaluate options against:
 Fair Work act
 National Employment Standards
 WHS and environmental issues
 Codes of practice
 Anti-discrimination?
1.4 Work with the management team to develop
industrial relations policies and plans:
Did they:
Consider site, enterprise and statutory
requirements, including:
 Award and enterprise agreements,
and relevant industrial instruments?
 Dispute settlement procedures?
 Grievance mechanisms?
 Relevant industry codes of practice
 WHS and environmental issues
 Equal opportunity

P a g e | 13
 Industrial relations and anti-
discrimination
 Reporting channels and
procedures?
Did they come up with policies
regarding?
 Agreement principles
 Staffing
 Remuneration
 Hours of work
 Performance management
 Leave
 Termination?
1.5 Identify the skills and knowledge needed by
management and the workforce to effectively
implement these strategies and policies:
Did they identify the following skills and
knowledge:
 Communication
 Interpersonal understanding
 Problem solving
 Giving feedback
 Team leadership
 Influence
 Providing motivation
 Planning
 Monitoring?
2.1 Develop an implementation plan and a
contingency plan for the employee relations
policies and strategies:
Did they:
Develop at least one implementation plan?
e.g.
 Posters in common areas
 General staff meetings
 Conferences
 Informal staff discussions
 Emails to staff
 Annual performance review?
Develop at least one contingency plan,
including the following information:
 Description of the possible nature of

the risk
 How the risk is going to impact the
organisation if it occurs
 Financial implications if the risk
occurs
 Options for response
 Cost of response options
 How the options chosen will affect
team members?
2.2 Decide for training and development for
identified needs to support the employee
relations plan:
Did they:
 Consider staff emotions
 Identify skill gaps that require training
 Arrange for face-to-face training
 Listen to staff concerns and compromise, if
necessary
 Consult with staff unions/representatives
 Have a formal process for recognition of
training completion?
2.3 Undertake associated employee relations
activities to reach agreement on changes
required by the organizational policies or
implementation plan:
Did they conduct/implement:
 Briefings
 Workplace meetings
 Staff newsletters
 Suggestion schemes
 Employee attitude surveys
 Profit-related bonus schemes
 Deferred profit schemes
 Employee shared ownership
schemes?
2.4 Ensure procedures for addressing grievances
and conflict to stakeholders are properly
documented:
Did they:
 Keep a log of informally solved grievances
 Keep a log of formally solved grievances?
Did they document the following:
 Confidentiality agreements

P a g e | 15
 Investigation request
 Witness statements
 Actions taken documentation
 Any signed or written agreements
between the involved parties?
2.5 Communicate key issues about procedures for
addressing grievances and conflict to
stakeholders:
Did they communicate the following to
stakeholders:
 The stages of proceedings
 Timeframe
 Representation
 The monitoring and reviewing
processes?
2.6 Review employee relations policies and plans
to establish whether they are meeting their
intended outcomes:
Did they use the following review strategies:
 Asking staff
 Conducting surveys?
Did they:
 Assess outcomes against
performance benchmarks?

3.1 Train individuals in conflict-
management techniques and
procedures:
Did they train individuals in:
 Mediation
 Dispute resolution
 Apparent conflict
 Hidden conflict
 Destructive conflict
 Constructive conflict?
Did they train individuals in the
following conflict resolution
styles?
 Collaborating
 Competing
 Compromising
 Accommodating
 Avoiding?
Workplace
observation
Written
assessment
Question and
answer
Simulated
environment
Group activity
Role play
3.2 Identify and where possible alleviate
or eliminate sources of conflict or
grievance according to legal
requirements:
Did they identify the following signs
of difficulties:
 Staff absence increases
 Decreased productivity
 Increase in resignations
 Behavioral changes
 Increase in workplace injuries
 Increase in complaints and
grievances
 Bickering and backbiting
 Low morale
 Increase in employees
accessing support services
 Negative feedback?
Did they identify the following
alleviation techniques:
 Conciliation
 Mediation
 Arbitration?
Workplace
observation
Written
assessment
Question and
answer
Simulated
environment
Group activity
Role play

P a g e | 17
3.3 Check documentation and other
information sources to clarify issues
in dispute:
Did they check documentation for
the following facts:
 What happened?
 When did it happen?
 Who was involved?
 How did it happen?
Workplace
observation
Written
assessment
Question and
answer
Simulated
environment
Group activity
Role play
3.4 Obtain expert or specialist advice
and/or refer to precedents, if
required:
Did they obtain expertise from:
 Employment relations
consultants
 Industrial relations and
employment lawyers
 Industry peak bodies or
chambers of commerce
 HR officers and managers?
Workplace
observation
Written
assessment
Question and
answer
Simulated
environment
Group activity
Role play
3.5 Determine desired negotiation
outcomes, negotiation strategy and
negotiation timeframes:
Did they demonstrate the following
negotiation processes:
 Preparation
 Presentation
 Finding common ground
 Concluding the agreement
 Documenting the
agreement?
Workplace
observation
Written
assessment
Question and
answer
Simulated
environment
Group activity
Role play
3.6 Advocate the organization's position
in negotiation to obtain agreement:
Did they:
 Explain the organization's official
position on points of negotiation?
Workplace
observation
Written
assessment
Question and
answer
Simulated
environment
Group activity
Role play

3.7 Document, and if necessary certify,
the agreed outcomes with the
relevant jurisdiction:
Did they implement documentation
for:
 Workplace Agreements, as per
the Workplace Relations Act
1996?
 Enterprise Agreements, under
the Fair Work Act?
Workplace
observation
Written
assessment
Question and
answer
Simulated
environment
Group activity
Role play
3.8 Implement agreements:
Did they use effective
implementation strategies, including:
 Training?
 Posters in common areas?
 General staff meetings?
 Conferences?
 Informal discussions with
staff members?
 Emails to staff?
 During annual performance
reviews?
Workplace
observation
Written
assessment
Question and
answer
Simulated
environment
Group activity
Role play
3.9 Take remedial action where groups
or individuals fail to abide by
agreements:
Did they take remedial action against
offending parties, including:
 Disciplinary action?
 Dismissal?
Workplace
observation
Written
assessment
Question and
answer
Simulated
environment
Group activity
Role play

P a g e | 19
The candidate’s
performance was:
Not Satisfactory Satisfactory
Further Comments:

Support Questions for observation checklist
Candidate’s Name
Assessor or Observer’s Name
Unit of Competence
(Code and Title)
Date of Assessment
Location
The candidate’s performance was: Not Satisfactory
Client Feedback
Candidate’s Signature
Assessor/Observer’s Signature

P a g e | 21

4. Table of Contents
1.Assessment criteria for BSBWRK510...................................................................3
2.Manage Employ Relations......................................................................................3
Elements for Competency Demonstration.............................................................3
1.Develop employee and industrial relations policies and plans..........................3
2.Implement employee relations policies and plans...............................................3
3.Manage negotiations to resolve conflict...............................................................3
Assessment Tool Definitions..................................................................................8
Observation/Demonstration...................................................................................9
Observation/Demonstration Checklist..................................................................11
3.BSBWRK510 Manage Employ Relations.............................................................11
Support Questions for observation checklist.......................................................22
4.Table of Contents..................................................................................................24
5.Candidate Details...................................................................................................26
Assessment –BSBWRK510: Manage Employee Relations................................26
Competency Record to be completed by Assessor.............................................28
6.Activities.................................................................................................................31
Activity 1A.............................................................................................................31
Activity 1B.............................................................................................................32
Activity 1C............................................................................................................34
Activity 1D............................................................................................................35
Activity 2A.............................................................................................................37
Activity 2B.............................................................................................................38
Activity 2C............................................................................................................39
Activity 2D............................................................................................................40
Activity 3A.............................................................................................................42
Activity 3B.............................................................................................................44
Activity 3C............................................................................................................45
Activity 3D............................................................................................................47
Activity 3E.............................................................................................................49
Activity 3F.............................................................................................................50

P a g e | 23
Skills and Knowledge Activity..............................................................................52
Major Activity ................................................................................................53
2.Implement employee relations policies and plans.............................................54
3.Manage negotiations to resolve conflict.............................................................54

5. Candidate Details
Assessment –BSBWRK510: Manage Employee Relations
Please complete the following activities and hand in to your trainer for marking. This
forms part of your assessment for BSBWRK510: Manage employee relations.
Name:
_____________________________________________________________
Address:
_____________________________________________________________
_____________________________________________________________
Email:
_____________________________________________________________
Mobile Phone:
_____________________________________________________________
Declaration
I declare that no part of this assessment has been copied from another person’s
work except for where I have listed or referenced documents or work and that no
part of this assessment has been written for me by another person.
Signed:
____________________________________________________________
Date:
____________________________________________________________
If activities have been completed as part of a small group or in pairs, details of
the learners involved should be provided below;
This activity workbook has been completed by the following persons and we
acknowledge that it was a fair team effort where everyone contributed equally to the
work completed. We declare that no part of this assessment has been copied from
another person’s work except for where we have listed or referenced documents or
work and that no part of this assessment has been written for us by another person.
Learner 1:
____________________________________________________________

P a g e | 25
Signed:
____________________________________________________________
Learner 2:
____________________________________________________________
Signed:
____________________________________________________________
Learner 3:
____________________________________________________________
Signed:
____________________________________________________________

Competency Record to be completed by Assessor
The learner has been assessed as competent in the elements and performance
criteria and the evidence has been presented as;
Assessor Initials
Authentic
Valid
Reliable
Current
Sufficient
Learner is deemed: COMPETENT NOT YET
COMPETENT (Please circle)
If not yet competent, date for re-assessment:
____________________________________
Comments from Trainer / Assessor:

P a g e | 27
Observation/Demonstration
Throughout this unit, you will be expected to show your competency of the elements
through observations or demonstrations. Your instructor will have a list of
demonstrations you must complete or tasks to be observed. The observations and
demonstrations will be completed as well as the activities found in this workbook. An
explanation of demonstrations and observations:
Demonstration is off-the-job
A demonstration will require:
Performing a skill or task that is asked of you
Undertaking simulation exercise
Observation is on-the-job
The observation will usually require:
Performing a work-based skill or task
Interaction with colleagues and/or customers
Your instructor will inform you of which one of the above they would like you to do.
The demonstration/observation will cover one of the unit’s elements.
The observation/demonstration will take place either in the workplace or the training
environment, depending on the task to be undertaken and whether it is an
observation or demonstration. Your instructor will ensure you are provided with the
correct equipment and/or materials to complete the task. They will also inform you of
how long you must complete the task.
You should demonstrate that you can:
1. Develop employee and industrial relations policies and plans
2. Implement employee relations policies and plans
3. Manage negotiations to resolve conflict.
You should also demonstrate your:
Communication skills
Innovation and problem-solving skills
Planning and time-management skills.

P a g e | 29
6. Activities
Activity 1A
Estimated
Time
30 Minutes
Objective To provide you with an opportunity to outline your organization’s vision,
values and mission statement.
Activity Define the vision, values and mission of your organisation.
Vision statement of woolsworth is to become leader brand in the
world that appeal to people through high quality products.
Mission is to support members of firm to achieve well-being and
financial security by giving relevant lending and other services.
Values of Woolworth state that company is responsible, obsessed,
collaborative towards customers.

P a g e | 31
Activity 1B
Estimated
Time
30 Minutes
Objective To provide you with an opportunity to monitor existing
employee relations performance in relation to workforce
objectives.
Case Study What employment relations performance areas are monitored
in your organization?
Employment relations performance areas that are monitored in
Woolworth such as monitoring the safety , productivity of workers.
Further, company performs monitoring on various issues like work
life balance, safe working conditions etc.

Activity 1C
Estimated
Time
30 Minutes
Objective To provide you with an opportunity to evaluate options in terms of cost-
benefit, risk analysis, and general impact to the organization.
Activity What methods are used to improve employee relations in your
organization?
Methods like focussing on mission and values, communication with
employees, offering career development programmes etc.
Do you think they are cost effective?
The above methods involves less cost. Therefore, communication
methods and career development programmes are very cost
effective.
What risk factors may be involved with Employee relations?
Zero flexibility to employees, lack of honesty etc.

P a g e | 33
Activity 1D
Estimated
Time
30 Minutes
Objective To provide you with an opportunity to discuss the legislation
required when developing industrial relations policies and
plans.
Activity What legislation you need to consider in the development of
industrial relations policies and plans?
Woolsworth will have to consider various legislations while
developing policies and procedures related with industrial relations.
Such as Fair Work Act, 2009. It defines various employment
requirements that business have to comply.

P a g e | 35
Activity 2A
Estimated
Time
30 Minutes
Objective To provide you with an opportunity to identify parties or
individuals that may be involved in the implementation of employee
relations policies and strategies.
Activity Who is responsible in the implementation of employee
relations policies and strategies in the organization?
Employee Relations Manager of Woolworth is responsible for
implementing policies and strategies regarding employee relations
in the organization in the best interest of workers. They work
together with HR Manager to develop benefit package for
employees.

Activity 2B
Estimated
Time
30 Minutes
Objective To provide you with an opportunity to identify training
requirements for a new policy, and to deal with opposition to
this, as well as reaching agreements with employees.

P a g e | 37
Activity What training is required to introduce employee-management
improvement policy?
Woolsworth conducts formal training programmes or in person
information sessions and events etc. for implementing employee-
management improvement policy in the company. It helps to
introduce changes to workers.
Activity 2C
Estimated
Time
30 Minutes
Objective To provide you with an opportunity to outline your
organisation’s grievance procedure, and the required

documentation for it.
Research
activity
Define your organisation’s grievance procedure. Explain what
documentation is required by your organisation?
There are various steps in grievance procedure of firm such as
informal action, investigation, grievance meeting, decision making
and appealing. Management have to document every step in
writing. Document will describe method for handling grievances.

P a g e | 39
Activity 2D
Estimated
Time
30 Minutes
Objective To provide you with an opportunity to detail what methods
your workplace uses to provide information on employee
relations to management and other relevant people.

Activity You have gathered feedback on improving employee relations.
How have you gathered this feedback? Describe different
methods, its advantages and disadvantages.
Methods chosen /
used
Advantages Disadvantages
1 Meetings It is one of the cost
effective method for
collecting details
regarding employee
relations.
It is a time-
consuming method.
2 Using
worksheet
It provides personal
insight to the
employees.
It may be possible
that employee
provides wrong
answer.

P a g e | 41
Activity 3A
Estimated
Time
30 Minutes
Objective To provide you with an opportunity to recount and evaluate
how you have trained individuals in conflict management
techniques and procedures.

Case Study You have been appointed as Conflict-Management Officer.
Consider a situation in your workplace where you had to use
conflict management techniques. Explain the situation and
describe what methods of conflict management you used?
Personality clashes between subordinates and Manager of firm
may develop different range of interpersonal conflicts. To manage
the conflict method for understanding perspective of both is used.
Was the technique used successful? If not, could another
method have been used explain why?
The above technique is successful in resolving the conflict.

P a g e | 43
Activity 3B
Estimated
Time
40 Minutes
Objective To provide you with an opportunity to identify sources of conflict, and how to
alleviate them.

Case Study Identify three possible sources of conflict within your
workplace.
Suggest ways to contain or resolve the problem.
Conflicts in Woolworth may arise due to poor management by
Managers, inadequate training, poor communication, lack of equal
opportunities to workforce etc.
Management should focus on listen perspectives of both the parties,
focus on behaviour not on personality.
Activity 3C
Estimated 30 Minutes

P a g e | 45
Time
Objective To provide you with an opportunity to design a report form for checking
documentation.
Activity Design a format/template for your organizations to check
documentation received.
CHECKING OF DOCUMENTATION RECEIVED
Grievance letter - Received
Documents related with investigation – Not received
of greivance

Activity 3D
Estimated
Time
15 Minutes
Objective To provide you with an opportunity to identify specialists used for workplace
grievances.
Activity What is the role of employment relations specialist dealing
with workplace grievances?
Employment relations specialist provide advice to employees
regarding firm, procedures, government rules and regulations and
the need for compliance etc. They also helps in handling employee
complaints ad give advice on legal action when necessary.

P a g e | 47
Activity 3E
Estimated
Time
30 Minutes
Objective To provide you with an opportunity to outline the procedure
for certifying agreed outcomes.
Activity Outline the procedure for certifying agreed outcomes in
relation to your organisation.
First step is enquiry it helps to develo proper proposal. After this,
firm will review information provided in profile. Now, company will
send a quotation covering the period of certification cycle. Then,
Management select Auditor then auditor will review documents.
After this, certification assessment will be performed.

Activity 3F
Estimated
Time
30 Minutes
Objective To provide you with an opportunity to outline a disciplinary procedure for
non-compliance with company policies.
Activity Outline a typical disciplinary procedure in your workplace.
Firstly, verbal warning is provided to employee. After this,
management provides first written warning. If, there is no
improvement then second written warning will be given. After this,
final written warning is provided. At last, firm dismiss the employee.

P a g e | 49
Skills and Knowledge Activity
Estimated
Time
45 Minutes
Objective To provide you with an opportunity to demonstrate your knowledge of the
foundation skills, knowledge evidence and performance evidence.
Activity
The answers to the following questions will enable you to demonstrate
your knowledge of:
 Reading
 Writing
 Oral communication Numeracy Navigate the world of work
 Interact with others
 Get the work done
 Explain relevant industrial relations legislation or regulations
 Summarise enterprise and workplace bargaining processes
 Summarise key entities in the current Australian industrial

relations system, including courts and tribunals, trade unions
and employer bodies
 Relevant industrial, workplace health and safety, equal
employment opportunity and antidiscrimination legislation in
federal, state and territory jurisdictions.
1. Select two departments in your company and describe what
training is required to develop policies on WHS Legislative
requirements?
Two departments are Human Resource department and Health and
safety department should be given proper training with the help of
on-line training package and training sessions should be conducted.
This will help Manager to develop policies regarding Workplace
Health and Safety.
2. Create a presentation on Employee-Management
improvement policy for manager in the organization.
The policy will include policy statement, scope of the policy like who
should read this policy, who will be affected by the policy etc., terms
related with policy such as performance goals etc., procedure for
improving employee-management etc.
3. What resistance you may encounter from staff members and
propose ways to resolve and document any issues. You may
consider defining and explaining Negotiation skills, finding
common ground and Documenting any agreements.
Workers working in the organisation may resist towards the change
in process of production like using advanced technology etc.
Workers will resist due to fear of losing job, due to fear of unknown
etc. Negotiation will help to create win win situation for management
as well as for employees.
Major Activity
Estimated
Time
1 Hour
Objective To provide you with an opportunity to demonstrate your knowledge of the
entire unit.

P a g e | 51
Activity This is a major activity – your instructor will let you know whether you will
complete it during class or in your own time.
Completed answers should be attached to the workbook.
You must individually, answer the following questions in full to show
your competency of each element:
1. Develop employee and industrial relations policies and plans
2. Implement employee relations policies and plans
3. Manage negotiations to resolve conflict.
1. What the four key elements of strategic planning?
There are different key elements that are essential for strategic
planning.
 Mission, values and vision.
 Strengths, weaknesses, opportunities and threats.
 Objectives, operational tactics and strategies.
 Funding and measurement streams.
2. Why monitoring is important for analysing employee
relations?
Monitoring is important in analysing employee relations because it
helps to measure satisfaction of employees which is a major
function of employee relations with management. Further,
monitoring helps to create positive impact on employer and
employee relations.
3. What are the sequential steps in the risk management
process?
 First step is identifying the risk.
 Second stage is analysing the risk.
 Next is evaluating or giving rank to identified risk.
 Treating the risk. It is also called risk response planning.
 Monitoring the risk.
4. What does an enterprise agreement include?
Enterprise agreement involves various types of things such as the
rate of pay. The number of hours for which employee will have to
work, employment terms and conditions, timing of meal breaks and
the payment for overtime work.
5. What skills and knowledge are required for managers to
effectively implement employee relations strategies and

policies?
There are various skills and knowledge that is required in
Managers to develop and implement strategies and policy
regarding employee relations. Such as negotiation skills, good
communication skills, analytical skills, knowledge of needs of
employees etc.
6. Name some of the reasons why implemented change
may fail.
Implemented changes in the firm may fail due to various reasons
like inadequate support from leader, poor planning regarding
organisation change, inadequate leadership skills, due to poor
timing of implementation etc. All these things lead to failure of
change in firm.
7. What training methods used in your organisation?
Woolworth uses different methods for providing training like -
 E-learning training method.
 Coaching and mentoring helps to support performing work in
effective way..
 Video training.
 Simulators are used to provide real work experience to
employees.
8. What financial incentives may be used to encourage
employees adopt new practices?
Financial incentives are monetary nature incentives that are offered
by firm to motivate employees for adopting new practises. Such as
allowances like rent allowance etc. Bonus is also offered above the
basic salary to employees.
9. What documents do you need to complete when dealing
with grievances?
Documents such as grievance letter has to provide by employee to
grievance resolving committee. It includes name, address and
mobile number of employee, all the facts regarding complaint.
Further, manager have to document all steps of grievance
procedure.

P a g e | 53
10. What are the purposes of the grievance
procedure?
The main aim of grievance procedure is to provide a means to
employee or employer through which they can easily deal with
employee grievances in a consistent and fair manner. It provide
employee a way to communicate their concerns.
11. What is 360-degree feedback?
It can be defined as a process through which employees of the firm
receives confidential feedback from the individuals that are working
around them. It includes direct reports, employee's managers and
subordinates etc. It allows to use various raters.
Manager uses 360 degree method of collecting feedback because
it helps to improve the understanding of strengths and weaknesses.
It also supports the recipient to develop plan. Further, it is a useful
tool for those who are not involved in management role.
12. Define these conflict resolution terms?
a. Apparent Conflict:
It is a type of conflict related with interest in which individual
think that professional judgement will be compromised.
b. Destructive Conflict:
This type of confit develops poor quality decisions from people
that can cause harm to group or individual. It also discourage
learning of employees.
13. What are the signs of conflict in any
organization? How will you determine that organization is
suffering from internal conflicts?
Signs of conflict are slowdown in productivity, anxiety among
employees, clique forming, repetitive disagreement between
management and employees. Manager should communicate with
employees to determine whether there are internal conflicts.
14. What are the four facts of an incident you need to
know when documenting it?
Four facts that should be known by management before
documenting it are as follows -
 Root causes of the incident
 Parties involved in the incident