For Coc Os HRM Level II - IV Blue Print

Federal Democratic Republic of Ethiopia
OCCUPATIONAL STANDARDS
HUMAN RESOURCE MANAGEMENT
NTQF HRM Level II-IV
Ministry of Labor and Skills

December 2021
Introduction
Ethiopia has embarked on a process of reforming its TVET-System. Within the policies and
strategies of the Ethiopian Government, technology transformation – by using international
standards and international best practices as the basis, and, adopting, adapting and verifying them
in the Ethiopian context – is a pivotal element. TVET is given an important role with regard to
technology transfer. The new paradigm in the outcome-based TVET system is the orientation at
the current and anticipated future demand of the economy and the labor market.
The Ethiopian Occupational Standards (EOS) are - a core element of the Ethiopian National
TVET-Strategy and an important factor within the context of the National TVET-Qualification
Framework (NTQF).They are national Ethiopian standards, which define the occupational
requirements and expected outcome related to a specific occupation without taking TVET
delivery into account.
This document details the mandatory format, sequencing, wording and layout for the Ethiopian
Occupational Standard comprised of Units of Competence.
A Unit of Competence describes a distinct work activity. It is documented in a standard format
that comprises:
 Occupational title, NTQF level
 Unit code
 Unit title
 Unit descriptor
 Elements and Performance criteria
 Variables and Range statement
 Evidence guide
Together all the parts of a Unit of Competence guide the assessor in determining whether the
candidate is competent.
The ensuing sections of this EOS document comprise a description of the respective occupation
with all the key components of a Unit of Competence:
 the chart with an overview of all Units of Competence for the respective occupation (Unit
of Competence Chart) including the Unit Codes and the Unit of Competence titles
 the contents of each Unit of Competence – this includes further directions on the contents
and format of the unit of competence occupational map providing the technical and
vocational education and training (TVET) providers with information and important
requirements to consider when designing training programs for this standards, and for the
individual, a career path
Ministry of Labor and

Human Resource Management Version 2
Page 2 of 97 Skills
Ethiopian Occupational Standard December 2021
Copyright
UNIT OF COMPETENCE CHART
Occupational Standard: Human Resource Management Level II

Occupational Code: LSA HRM
NTQF Level II
LSA HRM2 01 1221 LSA HRM2 02 1221 LSA HRM2 03 1221

Prepare and Implement Perform Human Organize Office Records
Human Resource Resource activities
operational Plan

Develop employee Deliver and sustain Apply Human Resource
participation Service to Customer Communication Skill

Apply 5S Procedures
Utilize and Maintain Participate in a Team
Organizational
Information

Page 3 of 97 Skills
Copyright
Occupational Standard: Human Resource Management Level III

Occupational Code: LSA HRM3
NTQF Level III

Perform Human Resource Apply Human resource Ensure Employee Health
Function Management Rules & and Safety
Regulations

Plan Human Resource Manage Recruitment, Implement Industrial
Selection, Induction and Relations
Promotion
LSA HRM3 07 1221 LSA HRM3 08 1221

Manage Workforce Prevent and Eliminate
Diversity MUDA

Page 4 of 97 Skills
Copyright
Occupational Standard: Human Resource Management Level IV

Occupational Code: LSA HRM
NTQF Level IV
LSA HRM4 01 1221 LSA HRM4 02 1221

Administer Remuneration Manage Performance
and Employee Benefits Management Systems
LSA HRM4 03 1221 LSA HRM4 04 1221

Administer Human Resource Implement Human
Training and Development Resources Management
Programs Information Systems
LSA HRM4 05 1221 LSA HRM4 06 1221

Handle Dispute Management Lead Employees
processes Movement and Separation

Page 5 of 97 Skills
Copyright
Unit Title Prepare and Implement HR Operational Plan
Unit Code LSA HRM2 01 1221
Unit Descriptor This unit describes the performance outcomes, skills, knowledge and
monitors the quality of work operations within an enterprise,
contributing to the operational plan, assisting in recruiting employees
and acquiring resources, and monitoring and adjusting operational
performance.
Elements Performance Criteria

1.1 Details of resource requirements are collected, recorded and reported
to relevant personnel
1. Contribute to
1.2 The HR operational plan contributes to the achievement of the
implementation
organization’s performance plan is ensured
of HR
1.3 Key performance indicators are identified to measure own and work
operational plan
team's performance
1.4 Contingency planning is undertaken as required
2.1 Employee recruitment and/or induction are assisted as required,
within the organization’s policies, practices and procedures
2. Assist in recuing
2.2 Physical resources and services are acquired according to the
employee and
organization’s policies, practices and procedures and in consultation
acquiring
with relevant personnel
resources
2.3 The development and presentation of proposals are supported for
resource requirements as required
3.1 Efficiency and service levels are monitored on an ongoing basis.
3. Improve 3.2 .Operations in the workplace support overall organizational goals and
workplace quality assurance initiatives.
operations 3.3 Quality problems and issues are promptly identified and adjustments
are made accordingly.
3.4 Procedures and systems are changed in consultation with immediate
supervisors to improve efficiency and effectiveness.
3.5 Colleagues are consulted about ways to improve efficiency and
service levels.
4.1 Work is scheduled in a manner which enhances efficiency and
4. Plan and customer service quality.
organise 4.2 Work is delegated to appropriate people in accordance with
workflow principles of delegation.
4.3 Workflow is assessed against agreed objectives and timelines and
colleagues are assisted in prioritisation of workload.
4.4 Input is provided to appropriate management regarding staffing
needs.
Page 6 of 97 Skills
Copyright
5. Maintain 5.1 Workplace records are accurately completed and submitted within
workplace required time frames.
records 5.2 Where appropriate completion of records is delegated and
monitored prior to submission.
5.3 Workplace problems are promptly identified and considered from
an operational and customer service perspective
6. Solve problems 6.1 Short term action is initiated to resolve the immediate problem
and make where appropriate.
decisions 6.2 Problems are analysed for any long term impact and potential
solutions are assessed and actioned in consultation with relevant
colleagues.
6.3 Where problem is raised by a team member, they are encouraged
to participate in solving the problem.
6.4 Follow up action is taken to monitor the effectiveness of solutions
in the workplace.
Variables Range
May includes but not limited:
Relevant personnel  colleagues, supervisors Directors, Coordinators and managers
 HRM committees and other people with specialist responsibilities
 specialist resource managers
 workers representatives
 other employees
Operational plan:  organizational long and medium term plans
 Tactical monthly and weekly plans developed by the department or
section to detail service performance.
Key performance  measures for monitoring or evaluating the efficiency or effectiveness
indicators of a system, and which may be used to demonstrate accountability
and identify areas for improvements
 Absenteeism rate, training costs, gender ratio
The organization’s  organizational guidelines which govern and prescribe operational
policies practices functions, such as the acquisition and management of human and
and procedures physical resources
 organizational culture
 Standard Operating Procedures
 Undocumented practices in line with organizational operations.
 Organizational values

Page 7 of 97 Skills
Copyright
May include but not limited to:
Problems  difficult internal and external customer service situations
 equipment breakdown/technical failure
 delays and time difficulties
 competence/skill gap
May include but is not limited to:
Workplace records  staff records and regular performance reports
 Job Specification
 Materials safety data sheet
 Relevant agreement, codes of practices and other legislative
requirements
Evidence Guide
Demonstrates skills and knowledge in:
Critical Aspects of  sharing information with members of the work team about
Competence implementing and monitoring the operational plan
 assisting in planning resource acquisition and usage including human
resources, risk management and contingency planning
 ability to effectively monitor and respond to a range of common HR
operational
 understanding of the role of staff involved in work plan monitoring
 knowledge of quality assurance, principles of workflow planning,
delegation and problem solving
Must demonstrate knowledge of:
Underpinning  principles and techniques of short term operational scheduling
Knowledge and  Performance monitoring with defined job note, performance
Attitudes reporting, problem identification and resolution.
 alternative approaches to improving resource usage and eliminating
resource inefficiencies and waste within defined job role
 roles and responsibilities in monitoring HR operations
 overview of leadership and management responsibilities
 principles of work planning and principles of delegation
 quality assurance principles and time management
 problem solving and decision making processes
 industrial and/or legislative issues which affect short term work
organization as appropriate to industry sector
Underpinning Skills Demonstrate skills to:
 maintain a safe working environment
 access and use feedback to improve HR operational performance
 prepare recommendations to improve HR operations
 Access and use established systems and processes

Page 8 of 97 Skills
Copyright
 monitor and improve workplace operations
 plan and organize workflow
 maintain workplace records
Resource Access is required to real or appropriately simulated situations, including
Implications work areas, materials and equipment, and to information on workplace
practices
Methods of Competence may be assessed through:
Assessment  Interview / Written Test
 Observation / Demonstration with Oral Questioning
Context of Competence may be assessed in the work place or in a simulated work
Assessment place setting.

Page 9 of 97 Skills
Copyright
Unit Title Perform Human Resources Activities
Unit Descriptor
This unit describes the performance outcomes, skills and knowledge
required to organize and complete work activities, and to obtain
feedback on work performance..

1.1. Work goals and plans are negotiated and agreed with assistance
1. Prepare work from appropriate persons
schedule 1.2. An understanding of the relationship between individual work
goals and plans, and organizational goals and plans is developed
1.3. Workload is planed and prioritized within allocated timeframes
2.1. Tasks are completed within designated time lines and in
2. Perform work tasks accordance with organizational requirements and instructions
2.2. Factors affecting work requirements is identified and appropriate
action is taken
2.4. Office technology is used efficiently and effectively to complete
work tasks
2.5. Progress of task is communicated to supervisor or colleagues as
required
3.1. Feedback on work performance is sought from supervisors or
3. Review work colleagues
performance 3.2. Work is monitored and adjusted according to feedback obtained
through supervision and comparison with established team and
organizational standards
3.3. Opportunities for improvement are identified and planned in
liaison with colleagues
Variable Range
may include but not limited to:
Appropriate persons  HR Directors,
 Senior staff members /colleagues
 supervisors, mentors or trainers
Organizational  employment posters
requirements  employee hand book
 personnel files
 job description
Page 10 of 97 Skills
Copyright
 access and equity principles and practice
 anti-discrimination and related policy
 performance plans
 ethical standards
 goals, objectives, plans, systems and processes of the organization
 legal and organization policies, guidelines and requirements
work requirements  changes to procedures or new procedures
 competing work demands
 environmental factors such as time, weather
 other work demands
 resource issues
 technology/equipment breakdowns
Office technology  computer applications
 computers
 electronic diaries
 facsimile machines
 photocopiers, printers, scanners
Colleagues  coach/mentor
 other members of the organization
 peers/work colleagues/team
 supervisor or manager
may include but not limited to:
Feedback on  formal/informal performance appraisals
performance  obtaining feedback from clients
 obtaining feedback from supervisors and colleagues
 personal, reflective behavior strategies
 routine organizational methods for monitoring service delivery
Standards  Ethiopian Standards
 legislation
 organizational policies and procedures
 specified work standards
 standards set by work group
Opportunities for  coaching, mentoring and/or supervision
improvement  internal/external training provision

Copyright
 personal study
 recognition of current competence (RCC)/skills recognition/initial
assessment
 workplace skills assessment
Evidence Guide
Evidence of the following is essential:
Critical aspects of  organizing and completing own work activities
Competence  seeking and acting on feedback from clients, colleagues and
supervisors
 using available business technology appropriate to the task, under
direct instruction
Demonstrates knowledge of:
Underpinning  key provisions of relevant legislation from all levels of government
Knowledge and that may affect aspects of business operations, such as:
Attitudes  anti-discrimination legislation
 ethical principles
 codes of practice
 organizational policies, plans and procedures
Demonstrates skills to:
Underpinning Skills  literacy skills to use written and oral information about workplace
requirements
 organizing skills to arrange work priorities and arrangements
 problem-solving skills to solve routine problems
 technology skills to select and use technology appropriate for a task
Resources Access is required to real or appropriately simulated situations,
Implication including work areas, materials and equipment, and to information on
workplace practices and OHS practices.
Assessment Methods Competence may be accessed through:
 Interview / Written Test
 Observation / Demonstration

Copyright
Unit Title Organize Office Records
Unit Descriptor This unit describes the performance outcomes, skills and knowledge
required to accurately handle records that are created in office and come
from a variety of sources.

1. Supervise 1.1. Information sources are identified.
the Identification 1.2. Information is collected and recorded in accordance with
of types of organizational policy and procedures.
information and 1.3. Information collected is collated, sorted and analyzed in relation to the
commonly created purpose for which it is being obtained.
office records 1.4. Contents of recording forms/reports are ensured to be complete,
accurate, concise, legible, understandable and in the correct format.
1.5. Communication links are identified and used within the organization
to exchange information
1.6. The relevance of information received is assessed in terms of its
intended purpose
1.7. Irrelevant information is disposed in accordance with legislation,
policy and procedures
2. Monitor records 2.1. Records life cycle; from creation to disposal are elaborated for
management life procedural records management
cycle 2.2. Organizational rules and regulations are understood to transfer records
from one cycle to the next
2.3 Identification and markings are made on office records
3. Ensure 3.1. Records keeping equipment and supplies are identified and prepared
records keeping according to existing standards
activities 3.2. Proper filing procedures are determined
3.3. Safe and secured recording work spaces are ensured.
4. Organize 4.1. Alphabetic, numeric, alpha-numeric, geographic, subject, mixed, etc.
filing procedures filing techniques are elaborated
4.2. Different types of filing techniques are applied
Variable Range
Information sources  Employees
 administrators and leaders
 accident/incident scenes
 customers or clients
 general public
Copyright
 individuals
 information databases
 local government
 local media
 schools
 specific target groups - in the case of opinion polls and surveys
Information  organizational procedures
 addressing public order/general community issues
 assisting in an investigation
 details of an incident or interventions
 locating a specific person
 location of customers and visitors
 opinion poll or customer survey
 progressing/supporting court hearings/matters
Recording  hand written and electronically based reporting styles
forms/reports  use of organization’s information system
 employee log books
 letters, plans and reports
equipment: May include but not limited :
 File cabinets
 Shelves
 Scissors
 Computers and its supplements such as printers, scanners, digitizers,
etc.
 audio-tape recorders
 authorization, storage and filing of tapes/film, original and
duplicates
 basic fingerprinting equipment
 video cameras and recording equipment be modified for use by
people with a disability
supplies May include but not limited:
 Folders
 Markers
 Ink
 All types of papers
 Log books
 Stamps

Copyright
filing techniques May include but not limited
 Alphabetic
 Numeric
 Alpha-numeric
 Geographic
 Subject
Evidence Guide
Critical aspects of Evidence of the following is essential:
Competence  accurately collated information
 Identification of types of office records and equipment needed for
records management
 demonstration recording formats
 clearly understood records life cycle
 knowledge of statutory, regulatory and legislative requirements
 Application of filing techniques
Underpinning Demonstrates knowledge of:
Knowledge and  information types and their sources
Attitudes  procedures and security measures for accessing, storing, retrieving
and sharing data
 types of records and their life cycle
 elaboration of filing techniques
 use of evidence/contact recording technology
Underpinning Skills Demonstrates:
 analytical skills to effectively analyze information and data
 interpersonal skills to establish rapport and to develop relationships
with customers
 conceptual skills about the organization and its stakeholders
 basic computer skills to process and handle electronic files
 literacy skills to clearly articulate information, advice and
instructions, and to prepare and compile detailed reports
 numeracy skills to accurately analyze, record and store data in
accordance with organizational requirements
 organizational skills to manage own tasks within timeframes
 questioning and listening skills to effectively understand and resolve
issues raised

Copyright
Unit Title Develop Employee Participation

required to work effectively within a human resource management
environment. It includes identifying the rights and responsibilities of
employees and conducting dealing in accordance with the
organizational goals, values and standards carry out improvements
including reducing the negative environmental impact of work
practices.

1.1 Organization's requirements and responsibilities are identified
1. Work within and read and advice is sought from appropriate persons, where
organizational necessary
requirements 1.2 A current working knowledge and understanding of employee and
employer rights and responsibilities are developed and utilized
1.3 Relevant duty of care, legal responsibilities and organizational
goals and objectives are complied
1.4 Roles and responsibilities of colleagues and immediate
supervisors are identified
1.5 Standards and values considered to be detrimental are identified to
the organization and communicated through appropriate channels
1.6 Behavior that contributes to a safe work environment is identified,
recognized and followed
3.1 Work and personal priorities are identified and a balance between
2. Develop effective competing priorities is achieved
work habits 3.2 Time management strategies are applied to work duties
3.3 Appropriate dress and behavior are observed as required by the
workplace, job role or customer contact
4.1 Workplace environmental and resource efficiency issues are
3. Identify current identified
resource use 4.2 Resources used in own work role are identified
4.3 Current usage of resources is documented and measured using
appropriate techniques
4.4 Documentation measuring current usage is recorded and filed, using
technology (such as software systems) where applicable
4.5 Workplace environmental hazards are identified and reported to
appropriate personnel

Copyright
5.1 Workplace procedures are followed to ensure compliance
4. Act with 5.2 Breaches or potential breaches are reported to appropriate personnel
environmental 5.3 Scheduled of work including practices for working safely is
regulations confirmed in accordance with established procedure
5.4 Appropriate materials, tools and equipment are selected and used
safely.
6.1 Organizational plans are followed to improve environmental
5. Seek practices and resource efficiency
opportunities to 6.2 Work is sought as part of a team, where relevant, to identify possible
improve resource areas for improvements to work practices in own work area
efficiency 6.3 Suggestions are made for improvements to workplace practices in
own work area

Copyright
Variable Range
Organization's May include but not limited to:
requirements  access and equity principles and practice
 goals, objectives, plans, systems and processes
May includes but not limited
Employee rights and  attendance
responsibilities  confidentiality and privacy of enterprise, client and colleague
information
 knowing the terms and conditions of own employment
 obeying lawful orders
 protection from discrimination and sexual harassment
 punctuality
Organizational goals  organizational vision, values and culture
and objectives  the organization conducts its business including:
 interpersonal communication
 people management
 work procedures and/or procedures manuals
Appropriate  examining and documenting resources in work area
techniques  examining relevant information and data
 measuring resource usage under different conditions
 reports from other parties involved in the process of identifying and
implementing improvements
Compliance  meeting relevant laws, by-laws and regulations or best practice to
support compliance in environmental performance and
sustainability at each level as required ( employee code of
conduct):
 organizational
 local government
Organizational plans May include but not limited to:
 documented policies and procedures
 individual and
Suggestions May include but not limited to ideas that help to:
 improve the working area
 Fulfilling the work place with appropriate material like table and
chair, and clean , ventilated class room
 prevent and minimize risks

Copyright
Evidence Guide
Evidence of the following is essential:
Critical aspects of  identifying, locating and articulating the organization's requirements
Competence including goals and values
 work that reflects the relationship between own role and
organizational requirements
 knowledge of workplace procedures for upholding employee and
employer rights and responsibilities
 accurately following organizational information to participate in and
support an improved resource efficiency process and reporting as
required
 developing and/or using tools such as inspection checklists, to
collect and measure relevant information on organization resource
consumption, within work role
 knowledge of environmental and resource hazards/risks
Demonstrates knowledge of:
Underpinning  organizational policies, plans and procedures and how to access
Knowledge and them
Attitudes  terms and conditions of employment
 environmental and resource hazards/risks
 organizational structure, and reporting channels and procedures
 relevant environmental and resource efficiency systems and
procedures
 sustainability in the workplace
 terms and conditions of employment including policies and
procedures, such as daily tasks, employee and employer rights,
equal opportunity
Underpinning Skills  literacy skills to identify work requirements and to process relevant
workplace documentation
 communication skills to request advice, to receive feedback and to
work with a team
 analytical skills to comply with all relevant legislation associated
with job specifications and procedures
 communication and problem-solving skills to question, seek
clarification and make suggestions relating to work requirements
and efficiency
 communication and teamwork skills to recognize procedures; to
follow instructions; to respond to change, such as current workplace
Copyright
environmental/sustainability frameworks; and to support team work
and participation in a sustainable organization
 literacy, numeracy and technology skills to interpret workplace
information in relation to work role, and to document and measure
resource use
Assessment Methods Competence may be assessed through:
 Interview / Written Test
 Assignment/ project works / Observation, oral question

Copyright
Unit Title Deliver and Sustain Customer Service
Unit Descriptor required to manage the ongoing relationship with a customer,
creating a relationship with customers, identifying their needs,
delivering services or products and processing customer feedback,
sustain service provided to customers.

1.1. Appropriate interpersonal skills are used to accurately identify
1. Identify customer and clarify customer needs and expectations
needs 1.2. Customer needs are assessed for urgency to determine priorities
for service delivery according to organizational requirements
1.3. Effective communication is used to inform customers about
available choices for meeting their needs and assist in the
selection of preferred options
1.4. Limitations are identified in addressing customer needs and seek
appropriate assistance from designated individuals
2.1. Prompt service is provided to customers to meet identified needs
2. Deliver a service in accordance with organizational requirements
to customers 2.2. Appropriate rapport with customers is established and
maintained to ensure completion of quality service delivery
2.3. Customer complaints are sensitively and courteously handled in
2.4. Assistance is provided or responded to customers with specific
needs according to organizational requirements
3.1. Customer satisfaction is regularly reviewed with service delivery
3. Sustain and report using verifiable evidence according to organizational
on service delivery requirements
3.2. Opportunities are identified to enhance the quality of service and
products, and pursue within organizational requirements
3.3. Procedural aspects of service delivery are monitored for
effectiveness and suitability to customer requirements
3.4. Customer feedback is regularly sought and used to improve the
provision of products and services
3.5. Reports are ensured to be clear, detailed and contain
recommendations focused on critical aspects of service delivery
4.1. Promptly recognize customer feedback and handle sensitively
4. Process customer according to organizational requirements

Copyright
feedback 4.2. Feedback and communication between customers and the
organization according to organizational standards, policies and
procedures are accurately recorded
4.3. Customer needs and discuss suitability of other
products/services are identified
4.4. The organizational policies and procedures are supported to
make contact with others customer services
5.1. Ensure internal and external customer needs are fully explored,
5. Assist customer to understood and agreed
articulate needs 5.2. Explain and match available services and products to customer
are explained
5.3. Appropriate rights and responsibilities of customers to the
customer are identified and communicated.
6.1. Possibilities for meeting customer needs is explained
6. Satisfy complex 6.2. Customers are assisted to evaluate service options to satisfy
customer needs their needs
6.3. Preferred actions are Determined and prioritized.
6.4. Potential areas are identified in customer service delivery and
take appropriate actions in a positive manner
7.1. Effective regular communication is established with customers
7. Manage networks 7.2. Relevant networks are established, maintained and expanded to
to ensure customer ensure appropriate referral of customers to services from within
needs are and outside the organization.
addressed 7.3. Procedures are ensured based on up-to-date information about
the customer, and the services available
7.4. Procedures are ensured based on the matching of the assessment
of customer needs and availability of services.
7.5. Records of customer interaction is maintained in accordance
with organizational procedures
Variable Range
Appropriate May include: but not limited
interpersonal skills  listening actively to what the customer is communicating
 providing an opportunity for the customer to confirm their request
 questioning to clarify and confirm customer needs
 seeking feedback from the customer to confirm understanding of
needs
 summarizing and paraphrasing to check understanding of customer
message
 using appropriate body language
Customers May include: but not limited
Copyright
 customers with routine or specific requests
 in person, computer based and telephone customers
 internal and external customers
 people from a range of social, cultural or ethnic backgrounds
 people who may be unwell, drug affected or emotionally distressed
 people with varying physical and mental abilities
 Regular and new customers.
Customer needs and May include but not limited
expectations  accuracy of information
 advice or general information
 complaints
 fairness/politeness
 further information
 values
 Appropriate services
 specific information
Internal and external May include: but not limited
Customer  administrative errors such as incorrect /poor Services
complaints  customer dissatisfaction with service quality
 damaged goods or goods not delivered
 Service not delivered on time
Rights and May include: but not limited
responsibilities of  fulfillment of organizational Rules and obligations
internal and external  Informed consent.
customers
Effective regular May include but not limited
communication  giving customers full attention
 handling sensitive and confidential issues
 maintaining eye contact (for face-to-face interactions), except
where eye contact may be culturally inappropriate
 speaking clearly and concisely
 using active listening techniques
 using appropriate language and tone of voice
 using clearly written information/communication
 using non-verbal communication e.g. body language, personal
presentation (for face-to-face interactions)
 Using open and/or closed questions.
Services May include: but not limited
 ideas
 public sets of benefits.

Copyright
Organizational May include: but not limited:
procedures  procedural manuals
 quality systems, standards and guidelines
Evidence Guide
Critical Aspects of Demonstrates skills and knowledge in:
Competence  identifying needs and priorities of customers
 assisting customers to articulate their needs
 documenting processes used and customer satisfaction with the
services offered
 assisting customers to address their needs
Knowledge and  key provisions of relevant legislation from all levels of government
Attitudes that may affect aspects of business operations, such as:
 anti-discrimination legislation, ethical principles, codes of
practice, privacy laws, environmental issues, HRM rules and
regulations
 organizational procedures and standards for customer service
relationships
 service standards and best practice models
 customers relations and Service promotion
 detailed product and service knowledge which may:
 be of significant breadth so as to propose alternative products
and services, or
 of significant depth so as to propose variations within a limited
service range
Underpinning Skills Demonstrates skills to:
 Communication skills to relate to people from diverse backgrounds
and people with diverse abilities.
 information management skills to summaries information verbally
and non-verbally
 literacy and numeracy skills to:
 interpret p service features
 read a variety of texts to prepare general information and papers
 summarize information obtained from a variety of verbal and
non-verbal sources
 write formal and informal text
 numeracy skills to analyze data, and to compare time lines and
promotional costs against budgets
 problem solving skills to develop solutions unique to a customer
 self management skills to:

Copyright
 comply with policies and procedures
 seek learning and development opportunities
workplace practices and HRM practices.
Methods of Competency may be assessed through:
Assessment  Interview / Written Test / Oral Questioning
 Observation / Demonstration
Context of Competency may be assessed in the work place or in a simulated work
Assessment place setting

Copyright
Unit Title Apply HR Communication Skill
Unit Descriptor This unit covers the knowledge, skills and attitudes required to receive,
respond, act on verbal and written communication, interpret and convey
information in response to workplace requirements..

1. Follow routine 1.1 Required information are gathered by listening attentively and
spoken correctly interpreting or understanding information/instructions
messages 1.2 Instructions/information are properly recorded and in appropriate
storage
1.3 Instructions are acted upon immediately in accordance with
information received
1.4 Clarification is sought from workplace supervisor on all occasions
when any instruction/information is not clear
2. Perform 2.1 Written notices and instructions are read and interpreted correctly
workplace in accordance with organizational guidelines
duties 2.2 Routine written instruction are followed in sequence
following 2.3 Feedback is given to workplace supervisor based on the
written notices instructions/information received
3. Obtain and 3.1 Specific and relevant information is accessed from appropriate
convey sources
workplace 3.2 Effective questioning , active listening and speaking skills are used
information to gather and convey information
3.3 Appropriate medium is used to transfer information and ideas
3.4 Appropriate non- verbal communication is used
3.5 Appropriate lines of communication with supervisors and
colleagues are identified and followed
3.6 Defined workplace procedures for the location and storage of
information are used
3.7 Personal interaction is carried out clearly and concisely
4. Attend in 4.1 Team meetings are attended on time

meetings and 4.2 Own opinions are clearly expressed and those of others are
discussions listened to without interruption
4.3 Meeting inputs are consistent with the meeting purpose and
established protocols
4.4 Workplace interactions are conducted in a courteous manner
4.5 Questions about simple routine workplace procedures and

Copyright
matters concerning working conditions of employment are
asked and responded to
4.6 Meetings outcomes are interpreted and implemented
5. Complete 5.1 Range of forms relating to conditions of employment are
relevant work completed accurately and legibly
related 5.2 Workplace data is recorded on standard workplace forms and
documents documents
5.3 Basic mathematical processes are used for routine calculations
5.4 Errors in recording information on forms/ documents are identified
and properly acted upon
5.5 Reporting requirements to supervisor are completed according to
organizational guidelines
Variable Range
Storage May include but not limited to:
 Manual filing system
 Computer-based filing system
Written notices and May include but not limited to:
instructions  Handwritten and printed material
 Internal memos
 External communications
 General correspondence
 Circulars
Organizational May include but not limited to:
guidelines  Information documentation procedures
 Company policies and procedures
 Organization manuals
 Service manual
Appropriate sources May include but not limited to:
 Team members
 Supervisors
 Organization board
Protocols May include but not limited to:
 Observing meeting
 Compliance with meeting decisions
 Obeying meeting instructions
Workplace May include but not limited to:
interactions  Face to face
 Telephone
 Electronic and two way radio
 Written including electronic, memos, instruction and forms, non-
Copyright
verbal including gestures, signals, signs and diagrams
Forms May include: but not limited
 Personnel forms, telephone message forms, safety reports
Evidence Guide
Critical Aspects of Assessment requires evidence that the candidate:
Competency  Demonstrated knowledge of organizational procedures for handling
verbal and written communications
 Received and acted on verbal messages and instructions
 Demonstrated competence in recording instructions/information
 Prepared written communication following standard format of the
organization
 Accessed information using communication equipment
 Made use of relevant terms as an aid to transfer information
effectively
 Conveyed information effectively adopting the formal or informal
communication
Underpinning  Effective communication
Knowledge and  Different modes of communication
Attitudes  Written communication
 Organizational policies
 Communication procedures and systems
 Technology relevant to the enterprise and the individual’s work
responsibilities
Underpinning Skills  Follow simple spoken language
 Perform routine workplace duties following simple written notices
 Participate in workplace meetings and discussions
 Complete work related documents
 Ability to relate to people of social range in the workplace
 Gather and provide information in response to workplace
Requirements
Resource  Fax machine
Implications  Telephone
 Writing materials
 Internet
Methods of  Direct Observation
Assessment  Oral interview and written test
Context of Competency may be assessed individually in the actual workplace or
Assessment through accredited institution.

Copyright
Unit Title Utilize and Maintain organizational Information
required to collect, process, and store and maintain workplace
information and systems. It also includes the maintenance of filing and
records systems, receive and distribute incoming mail send, receive and
manage electronic mail (email), as well as to collaborate online using
chat rooms, intranets and instant messaging

1.1 Ensure that incoming mail is checked and registered in accordance
1. Receive and with organizational policies and procedures
distribute 1.2 Titles and locations of company personnel and departments are
incoming mail identified,
1.3 Urgent and confidential mail are identified and distributed in
1.4 Mail to nominated person/location are sorted and dispatched in
1.5 Damaged, suspicious or missing items are recorded/ reported to
take appropriate action in accordance with organizational policies
and procedures
2.1 Delivery best options are evaluated and selected.
2. Collect and 2.2 Items for urgent delivery is prepared in accordance with
Organize urgent organizational requirements and carrier specifications
same day 2.3 Lodgment or pick up of emergency is organized to deliveries and
information follow-up.
2.4 Information is collected in a timely manner and ensure that it is
relevant to organizational needs
2.5 Available Basic Clerical Support equipment/technology are used in
the work area to effectively obtain information
2.6 Organizational requirements are applied relating to security and
confidentiality in handling information
3.1 Necessary equipment/technologies are used to process information
3. Process in accordance with organizational requirements.
workplace 3.2 Information is processed in accordance with defined timeframes,
information guidelines and procedures
3.3 Information is updated, modified and filed in accordance with
3.4 Information are collected and dispatched in accordance with
specified timeframes and organizational requirements
Copyright
4.1 Information and filing systems are maintained in accordance with
4. Maintain organizational requirements
information 4.2 Inactive or dead files are identified, removed or relocated in
systems accordance with organizational requirements
4.3 New files are established and assembled in accordance with
4.4 Reference and index systems are updated in accordance with
5.1 Sentence and link records are classified with other records in the
5. Perform records system in accordance with system rules and organizational
in an online procedures
environment 5.2 Unique identifiers and register records are assigned into the
recordkeeping system in accordance with system rules and
organizational procedures
5.3 Access and security status and disposal requirements of records are
determined in accordance with organizational procedures
5.4 Records on required media are stored in accordance with
organizational and record retention requirements
5.5 Migration of records from one medium to another is carried out in
accordance with organizational procedures
5.6 Archiving or disposal of records are recorded in accordance with
disposal schedule and organizational procedures
5.7 Records are maintained in a usable and accessible form in
accordance with security conditions and legislative requirements

Copyright
Variable Range
Information May include: but not limited
 computer databases (library catalogue, customer records)
 computer files (letters, memos and other documents)
 correspondence (faxes, memos, letters, email)
 forms (insurance forms, membership forms)
 invoices (from suppliers, to debtors)
 minutes of meetings
 personnel records (personal details, salary rates)
 sales records (monthly forecasts, targets achieved)
Equipment May include: but not limited
 answering machine
 binder
 computer
 fax machine
 filing systems (manual/computerized/electronic)
 photocopier
 printer
Organizational May include: but not limited
requirements  dispatching and collecting procedures
 legal and organizational policies, guidelines and requirements
 procedures for deciding which records should be captured and
filed
 procedures for updating records
 security procedures
Removing /relocating May include: but not limited
inactive or dead files  compressing computer files prior to archiving
  periodically archiving or deleting files
 transferring files at regular intervals or routinely checking for
dead or inactive files
 transferring records from the active filing system to secondary
storage
 electronic (email, internet access, diskette, tape, CD-ROM)
 microfilm
 photographic material
 printed material

Copyright
Evidence Guide
Critical aspects of Evidence of the following is essential:
Competence  applying organizational policies and procedures for collecting and
processing workplace information
 accuracy in recording and documenting information
 correctly storing, classifying and maintaining documents and
records
Underpinning Must demonstrate knowledge of:
Knowledge and  key provisions of relevant legislation from all forms of
Attitudes government that may affect aspects of Basic Clerical Support
operations, such as:
 privacy laws
 occupational health and safety
 organizational policies and procedures relating to collecting and
processing workplace information
 organizational recordkeeping/filing systems and security
procedures
 organization's Basic Clerical Support and structure
 range of filing systems including paper-based and software-based
Underpinning Skills Must demonstrate skills to:
 literacy skills to read and understand organization's recordkeeping
and information systems(including classification systems), to follow
sequenced written instructions and to comprehend/interpret nature
of record content
 numeracy skills to sequence and index files
 planning skills to organize work priorities and arrangements
 technology skills to select and use technology appropriate to
maintaining workplace information
Resources Assessment must ensure:
Implication  access to an actual workplace or simulated environment
 access to office equipment and resources
 examples of workplace information systems
Assessment Methods  direct questioning combined with review of portfolios of
evidence and third party workplace reports of on-the-job
performance by the candidate
 review of maintenance of information and filing systems
Copyright
 analysis of responses to case studies and scenarios
 demonstration of techniques
 oral or written questioning to assess knowledge of the
management of information in the workplace
Context of  Competency may be assessed in the work place or in a simulated
Assessment work place setting.

Copyright
Unit Titles Participate in a Team
Unit Descriptor This unit covers the skills, knowledge and attitudes to work in a group
of environment, promoting team commitment and cooperation,
supporting team members, dealing effectively with issues problem an d
conflict, identify role and responsibility as a member of a team.

1. Develop 1.1 Duties and responsibilities are done in a positive manner to
effective promote cooperation and good relationship
employees 1.2 Assistance is sought from workforce when difficulties arise and
relationship addressed through discussions
1.3 Feedback provided by others in the team is encouraged,
acknowledged and acted upon
2. Contribute to 2.1 Support is provided to team members to ensure workforce goals
workforce are met
activities 2.2 Constructive contributions to workforce goals and tasks are made
according to organizational requirements
2.3 Information relevant to work is shared with team members to
ensure designated goals are met
2 Describe team 2.1 The role and objective of the team is identified from available
role sources of information
2.2 Team parameters, reporting relationships and responsibilities are
identified from team discussions and appropriate external sources
2.3 Differences in personal values and beliefs are respected and
acknowledged in the development
3 Identify own 3.1 Individual role and responsibilities within the team environment are
role and identified
responsibility 3.2 Roles and responsibility of other team members are identified and
within team recognized
3.3 Reporting relationships within team and external to team are
identified

Copyright
4.1 Effective and appropriate forms of communications are used and
4 Work as a team interactions undertaken with team members who contribute to
member known team activities and objectives
4.2 Effective and appropriate contributions made to complement team
activities and objectives, based on individual skills and
competencies and workplace context
4.3 Protocols are observed in reporting using standard operating
procedures
4.4 The development of team work is contributed to plans based on an
understanding of team’s role and objectives and individual
competencies of the members.
6.1 Activities and opportunities are de-briefed and reflected for
6. Reflect on improvement and innovation
how the team 6.2 Feedback is gathered and used from within and outside the team to
is working generate discussion and debate
6.3 The challenges of being innovative are discussed in a constructive
and open way
6.4 Ideas are taken for improvement, and built into future activities and
key issues are communicated to relevant colleagues
6.5 Successes and examples of successful innovation are identified,
promoted and celebrated
Variable Range
May include: but not limited
Support  Interests
 Lifestyle preferences
 Past jobs
 Technical strengths
 Work preferences
 Working styles
Organizational May include: but not limited
requirements  Addressing particular customer feedback
 Conceiving and implementing a particular project
 Developing new services
 Generating ongoing ideas within the work unit
 Improving budgetary performance
 Improving or changing work conditions
 New ideas that impact beyond the workplace (e.g. that have a
broader social or community impact)
Role and objective May include: but not limited
of team  Work activities in a team environment with enterprise or specific

Copyright
sector
 Limited discretion, initiative and judgment maybe demonstrated on
the job, either individually or in a team environment
Sources of  Standard operating and/or other workplace procedures
information  Job procedures
 Organizational or external personnel
 Client
 Quality standards
Workplace context  Work procedures and practices
 Conditions of work environments
 Legislation and partnership agreements
 Safety, environmental, and quality guidelines
Challenges of being  Creating positive energy within the team
innovative  Fundamental literacy strengths (e.g. particularly strong in visual
literacy, written or spoken communication)
 Generating ideas
 Networks or spheres of influence
 Particular ways of thinking
 Powers of persuasion
 Problem-solving capacities
 Specific technical skills or knowledge
Evidence Guide
Critical Aspects of Must demonstrate skills and knowledge in:
Competence  Active participation in a team where the team takes a pro-active and
considered approach to innovation and innovative practice
 Collaborative and open communication within the team
 Knowledge and understanding of the internal and external factors
that contribute to a team becoming and remaining innovative
Underpinning  Barriers to innovation that can occur within a team and broader
Knowledge and barriers that sometimes hinder innovation
Attitudes  Broad concepts of innovation including what innovation is, different
types of innovation and the benefits of innovation
 Characteristics of teams that are more likely to be innovative and
characteristics of broader environments that support and encourage
innovation

Copyright
 different roles that people may play within a team, how this impacts
on the way a team works and what it might achieve
 group dynamics in a team
Must demonstrate skills to:
Underpinning Skills  communication skills to work collaboratively as part of a team, to
provide guidance and support to others, and to participate in open
and constructive discussions
 creative thinking skills to generate, explore, test and challenge ideas
 learning skills to stretch boundaries of own knowledge and skills
 literacy skills to analyze a wide range of information from varied
sources
 planning and organizational skills to participate in the effective
allocation of work in a team context
 problem-solving skills to work constructively to overcome issues
and challenges of both a practical and conceptual nature and to make
ideas become realities
 self-management skills to take a pro-active team role and to reflect
on own performance in modeling and encouraging behavior that
supports innovation
Resources Assessment must ensure
Implication  Access is required to real or appropriately simulated situations,
including work areas, materials and equipment, and to information
on workplace practices and HRM practices.
Methods of Competency may be accessed through:

Copyright
Unit Title Apply 5S Procedures
Unit Descriptor This unit covers the knowledge, skills and attitude required to apply 5S
techniques to his/her workplace. It covers responsibility for the day-to-day
operations of the workplace and ensuring that continuous improvements of
Kaizen elements are initiated and institutionalized.

1. Prepare for work. 1.1. Work instructions are used to determine job requirements, including
method, material and equipment.
1.2. Job specifications are read and interpreted following working manual.
1.3. OHS requirements, including dust and fume collection, breathing
apparatus and eye and ear personal protection needs are observed
throughout the work.
1.4. Tools and equipment are prepared and used to implement 5S.
1.5. Safety equipment and tools are identified and checked for safe and
effective operation.
1.6. Kaizen Board (Visual Management Board) is prepared and used in
harmony with different workplace contexts.
2. Sort items. 2.1. Plan is prepared to implement sorting activities.
2.2. Cleaning activities are performed.
2.3. All items in the workplace are identified following the appropriate
procedures.
2.4. Necessary and unnecessary items are listed using the appropriate
format.
2.5. Red tag strategy is used for unnecessary items.
2.6. Unnecessary items are evaluated and placed in an appropriate place
other than the workplace.
2.7. Necessary items are recorded and quantified using appropriate
format.
2.8. Performance results are reported using appropriate formats.
2.9. Necessary items are regularly checked in the workplace.
3. Set all items in 3.1. Plan is prepared to implement set in order activities.
order. 3.2. General cleaning activities are performed.
3.3. Location/Layout, storage and indication methods for items are
decided.
3.4. Necessary tools and equipment are prepared and used for setting in
order activities.
3.5. Items are placed in their assigned locations.
3.6. After use, the items are immediately returned to their assigned

Copyright
locations.
3.7. Performance results are reported using appropriate formats.
3.8. Each item is regularly checked in its assigned location and order.
4. Perform shine 4.1 Plan is prepared to implement shine activities.

activities. 4.2 Necessary tools and equipment are prepared and used for shinning
activities.
4.3 Shine activity is implemented using appropriate procedures.
4.4 Performance results are reported using appropriate formats.
4.5 Regular shining activities are conducted.
5. Standardize 5S. 5.1. Plan is prepared and used to standardize 5S activities.
5.2. Tools and techniques to standardize 5S are prepared and
implemented based on relevant procedures.
5.3. Checklists are followed for standardize activities and reported to
relevant personnel.
5.4. The workplace is kept to the specified standard.
5.5. Problems are avoided by standardizing activities.
6. Sustain 5S. 6.1. Plan is prepared and followed to sustain 5S activities.
6.2. Tools and techniques to sustain 5S are discussed, prepared and
implemented based on relevant procedures.
6.3. Workplace is inspected regularly for compliance to specified standard
and sustainability of 5S techniques.
6.4. Workplace is cleaned up after completion of job and before
commencing next job or end of shift.
6.5. Situations are identified where compliance to standards is unlikely
and actions specified in procedures are taken.
6.6. Improvements are recommended to lift the level of compliance in the
workplace.
6.7. Checklists are followed to sustain activities and report to relevant
personnel.
6.8. Problems are avoided by sustaining activities.
Variable Range
OHS requirements May include, but not limited to:
 Legislation/Regulations/Codes of practice and enterprise safety policies
and procedures. This may include protective clothing and equipment,
use of tooling and equipment, workplace environment and safety,
handling of material, use of fire fighting equipment, enterprise first aid,
hazard control and hazardous materials and substances.
 Personal protective equipment is to include that prescribed under
legislation/regulations/codes of practice and workplace policies and
Copyright
practices.
 Safe operating procedures are to include, but are not limited to the
conduct of operational risk assessment and treatments associated with
workplace organization.
 Emergency procedures related to this unit are to include but may not be
limited to emergency shutdown and stopping of equipment,
extinguishing fires, enterprise first aid requirements and site evacuation.
Tools and equipment May include, but not limited to:
 Paint
 Hook
 Sticker
 Signboard
 Nails
 Shelves
 Chip wood
 Sponge
 Broom
 Pencil
 Shadow board/Tools board
Safety equipment and May include, but not limited to:
tools  Dust masks/goggles
 Glove
 Working cloth
 First aid and safety shoes
Items May include, but not limited to:
 Tools
 Jigs/Fixtures
 Materials/components
 Machine and equipment
 Manuals
 Documents
 Personal items (e.g. Bags, lunch boxes and posters)
 Safety equipment and personal protective equipment
 Other items which happen to be in the work area
The appropriate May include, but not limited to:
procedures  Steps for implementing 5S (sort, set in order and shine) activities.
 Written, verbal and computer based or in some other format.
Unnecessary items Are not needed for current production or administrative operation and
include but not limited to:
 Defective or excess quantities of small parts and inventory
 Out dated or broken jigs and dies
Copyright
 Worn-out bits
 Out dated or broken tools and inspection gear
 Old rags and other cleaning supplies
 Electrical equipment with broken cords
 Out dated posters, signs, notices and memos
 Some locations where unneeded items tend to accumulate
 In rooms or areas not designated for any particular purpose
 In corners next to entrances or exists
 Along interior and exterior walls
 Next to partitions and behind pillars
 Under the eaves of warehouses
 Under desks and shelves and in desk and cabinet drawers
 Near the bottom of tall stacks of items
 On unused management and production schedule boards
 In tools boxes that are not clearly sorted
Appropriate format May include, but not limited to:
 All items, necessary and unnecessary items.
Red tag A format prepared with a red color paper or card which is filled and
attached temporarily on the unnecessary items until decision is made. The
red tag catch people’s attention because red is a color that stands out. So to
fill and attach red tag on items, asks the following three questions:
 Is this item needed?
 If it is needed, is it needed in this quantity?
 If it is needed, does it need to be located here?
Necessary items Are required in the workplace for current production or administrative
operation in the amount needed.
Shine activity May include, but not limited to:
 Inspection
 Cleaning
 Minor maintenance May include, but not limited to:
 Tightening bolts
 Lubrication and Replacing missing parts
Tools and techniques May include, but not limited to:
to standardize 5S  5S Job Cycle Charts
 Visual 5S
 The Five Minute 5S
 Standardization level checklist
 5S checklist
 The five Whys and one How approach(5W1H)
 Suspension
 Incorporation and Use Elimination
Copyright
 5S slogans
 5S posters
 5S photo exhibits and storyboards
 5S newsletter
 5S maps
 5S pocket manuals
 5S department/benchmarking tours
 5S months
 5S audit
 Awarding system
 Big cleaning day
 Patrolling system May include, but not limited to:
 Top management Patrol
 5S Committee members and Promotion office Patrol
 Mutual patrol
 Self-patrol
 Checklist and Camera patrols
Relevant procedures May include, but not limited to:
 Assign 5S responsibilities
 Integrate 5S duties into regular work duties
 Check on 5S maintenance level
 OHS measures such as signage, symbols / coding and labelling of
workplace and equipment
 Creating conditions to sustain your plans
 Roles in implementation
Reporting May include, but not limited to:
 Verbal responses
 Data entry into enterprise database
 Brief written reports using enterprise report formats
Relevant personnel May include, but not limited to:
 Supervisors, managers and quality managers
 Administrative, laboratory and production personnel
 Internal/external contractors, customers and suppliers
Evidence Guide
Critical Aspects of Demonstrates skills and knowledge to:
Competence  Discuss how to organize KPT.
 Describe the pillars of 5S.
 Discuss the relationship between Kaizen elements.
 Implement 5S in own workplace by following appropriate procedures
and techniques.
Copyright
Required Knowledge Demonstrates knowledge of:
and Attitudes  Kaizen principle, pillars and concept
 Key characteristic of Kaizen
 Elements of Kaizen
 Wastes/MUDA
 Basics of KPT
 Aims, benefits and principles of KPT
 Stages of KPT
 Structure and role of the components of Junior KPT
 Concept and parts of Kaizen board
 Concept and benefits of 5S
 The pillars of 5S
 Three stages of5S application
 Benefits and procedure of sorting activities
 The concept and application of Red Tag strategy
 Relevant Occupational Health and Safety (OHS) and environment
requirements
 Benefits and procedure of set in order activities
 Set in order methods/techniques
 Benefits and procedure of shine activities
 Inspection methods
 Planning and reporting methods
 Method of Communication
 Benefits of standardizing and sustaining 5S
 Tools and techniques to sustain 5S
 Ways to improve Kaizen elements
 Benefits of improving kaizen elements
 Relationship between Kaizen elements
Required Skills Demonstrates skills of:
 Participating actively in KPT
 Technical drawing
 Communication skills
 Planning and reporting own tasks in implementation of 5S
 Following procedures to implement 5S in own workplace
 Using sorting formats to identify necessary and unnecessary items
 Improving workplace layout following work procedures
 Preparing labels, slogans, etc.
 Reading and interpreting documents
 Observing situations
 Gathering evidence by using different means

Copyright

Recording activities and results using prescribed formats

Working with others

Solving problems by applying 5S

Preparing and using kaizen board

Preparing and using tools and equipment to implement and sustain 5S

Improving Kaizen elements by applying 5S

Standardizing and sustaining procedures and techniques to avoid
problems
 Procedures to standardizing 5S activities
 Analysing and preparing shop layout of the workplace
 Standardizing and sustaining checklists
Resources Implication Access is required to real or appropriately simulated situations, including
work areas, materials and equipment, and to information on workplace
practices and OHS practices.
Assessment  Interview/Written Test
 Observation/Demonstration with Oral Questioning
Context of Assessment Competence may be assessed in the work place or in a simulated work
place setting.

Copyright
NTQF Level-III

Copyright
Occupational Standard: Human Resource management
Unit Title Perform Human Resource Function
This unit covers knowledge, attitudes and skills required to the basic
Unit Descriptor concepts of the human resource management. The unit also, discusses
the management process and its role in the organization. To start with,
first of all we will understand about organization, organizational
resources, and resource management and then we will go through the
functions of management as well as relationship between management
and Human Resource Management.

1.1 Organizational principles, structures and behaviors are identified and
understood
1.2 Financial and non-financial Resources are identified to fulfill
1. Understand organizational needs.
organization 1.3 Organizational resources are allocated in line with resource
and management principles
organizational 1.4 Efficient and effective deployments of organization’s resources are
resources achieved through resource management.
1.5 Quality and effectiveness of the organization is determined by the
quality of the people that are employed.
1.6 People, Purpose/ Task, and Structure were described as the three
basic components of an organization
2.1 The basic concepts of management are stated and defined
2.2 Organizational goals are accomplished through good management
2. Apply
processes.
Management
2.3 Functions of management are described and applied for better
and its
understanding of the management process.
Functions
2.4 The management process that involve a wide variety of activities are
described
3.1 The natures of human resource management are understood.
3. Understand the 3.2 Responsibilities of human resource management for the success of an
natures of organization are explained.
Human 3.3 Factors contributing to the growing importance of HRM are
Resource identified.
Management
4.1 Human resource management functions are described to match an
4. Perform basic organization’s needs to the skills and abilities of its employees.

Copyright
Human 4.2 Overview of management functions are integrated to the application
Resource of an organization’s human resource management activities.
Management 4.3 Policies and practices are learned to carry out the staffing (or people)
Functions function of management.
4.4 Regardless of the nature and size an organization, human resource
management functions are performed.
Variables Range
May includes but not limited :
Organizational  financial resources (money)
resources  Physical resources
 human resources/skills
 material resources
 Time and information.
 Free service and facilities.
Functions of  Planning
management  Organizing
 Staffing (mostly includes HRM functions)
 Leading/Directing and
 controlling
Importance of HRM  Accommodation to workers' needs
 Increased complexity of the Manager’s job
 Legislation and litigation
 Consistency
 Expertise
 Cost of Human Resource
 Staffing (HR planning)
HRM functions  Recruitment, selection and promotion
 Induction/Orientation
 Placement
 Human resource development
 Compensation and benefits
 Safety and health
 Training and Development
 Employee and labour relations
 HR research (providing a HR information base, designing and

Copyright
implementing employee communication system).
 Records maintaining
 Employee movement and separation, etc.
Evidence Guide
Must demonstrate skills and knowledge in:
Critical Aspects of  Knowledge of organization and organizational resources.
Competence  Understanding management in general and management functions.
 Develop the knowledge of management as well as association
between management and human resource management.
 Application of human resource management functions and its
significance for the achievement of organizational goals.
Underpinning  Knowledge of organization in a little bit and organizational resources
Knowledge and i.e., financial resources, physical resources, human resources, material
Attitudes resources, time and information in regard to the accomplishment of
organizational goals.
 Understand about the meaning and differences of organizational
mission, vision, goal and objectives in brief
 Application of fundamental activities of management.
 Knowledge’s in the inter-relation between general management and
human resource management.
Demonstrate skills to:
Underpinning Skills Analytical skills to classify organizational resources.
 People management skills to work with co workers who will
be implementing daily operational activities.
 Planning and organizing skills to transition the HR daily
activates.
communication and conflict-management skills to deal with feedback
and poor performance
technology skills to select and use technology appropriate for a task
Resource management skill to maximize efficiency.
Resource Access is required to real or appropriately simulated situations, including
Implications work areas, materials and equipment, and to information on workplace

Copyright
Unit Title Apply Human resource Management Rules & Regulations
required to apply understanding of Human resource Management
Rules & Regulations. It includes determining relevant workplace
Rules and Regulations that contributes to any actions to insure
complains and negotiations with human resource management
practices.

1.1 Current HRM, Rules & Regulations, policies and procedures
1. Determine HRM impacting on the workplace are identified and accessed
Rules & 1.2 Knowledge of the relationship between HRM Rules & regulations
regulations Practices, codes, and standards to assist in identifying HRM legal
Practices requirements in the workplace are applied
1.3 legal obligations and duties for consultation with stakeholders and
trainers, employees, safety representatives and others are
identified
1.4 Consequences of non-compliance with HRM Rules, regulation ,
codes, standards , workplace policies and procedures are identified
2.1 HRM rules & legislation are contributed to monitoring
2. Apply compliance.
knowledge of HRM 2.2 Work is undertaken in accordance with relevant HRM Rules
Rules, regulations, ,regulation , codes, standards , policies and procedures
Policies & 2.3 Limits of own expertise and legal responsibilities, and accessing
Procedures appropriate sources of expertise as required are recognized
3. Maintain 3.1 Relevant sources to access current information covering

knowledge of HRM applicable HRM Rules , regulations and guidelines relating to
Rules , regulations & workplace are utilized
organizational 3.2 Information’s on workplace HRM rules ,regulations , codes,
requirements standards, policies and procedures relevant to self and other
employees are Regularly updated and communicated
3.3 Appropriate action on non-compliance with HRM Rules,
Regulations , codes, standards, policies and procedures to
contribute to achieving compliance are identified and taken

Copyright
Variable Range
 May includes but not limited :
Rules & Regulations 
 HRM Rules and Regulations relevant to the workplace, occupation
and Organization, for example, Code of Civil Servant
 relevant HRM specific Rules and regulations such as:
 Civil Servant law (contract law, Labor law, workers compensation
law etc.)
Policy and 
procedures  Recruitment , Training and Development, Remuneration policy
 Code of conduct
 Health and safety policy
 Equipment operating procedures
Non-Compliance 
 inadequate systems of information, instruction training or
supervision
 plant equipment or substances not maintained, or used or stored in
an unsafe condition
 poor Management practices
 workplace systems not in place or inadequate

Appropriate actions  contributing to HR Performance audit
 contributing to HRM inspection
 contributing to the identification of non-compliance with HRM rules
and regulation in the workplace
 contributing to the implementation, monitoring and evaluation of
actions to ensure HRM compliance
 making recommendations about how compliance with HRM rules
and regulations could be achieved
 reporting breaches of compliance to responsible persons or
authorities where required
 carrying out notes or functions specified in HRM rules and
regulations or workplace policies and procedures

Stakeholders individuals and groups both inside and outside the organization who

Copyright
have some direct interest in the organization's conduct, actions, and
services, including:
 customers
 employees at all levels of the organization
 government
 investors( owners)
 local community
 other organizations
 regulators
 suppliers
key personnel within the organization and specialists outside the
organization who may have particular technical expertise
Relevant sources  audits and investigation reports
 organizational bodies
 organizational manuals and specifications
 HRM professional bodies
 regulatory authorities
 training, information sessions and forums
 websites, journals and newsletters
Evidence Guide
Competence  Identification and application of the HRM legal and regulatory
framework applicable to the candidate's workplace.
 Knowledge of relevant HRM rules, regulations, codes of practice
and standards.
Knowledge and  obligations, rights and requirements under relevant HRM rules and
Attitudes regulation as it applies to those involved in HRM
 Relevant HRM rules, regulations, codes of practice and standards.
 Contributes to research and data collection methods to obtain
evidence of compliance with HRM rules and regulations.
 communication and interpersonal skills to contribute effectively to
formal and informal organizational meetings
 Literacy skills to prepare simple documents such as summary
reports and memos for a range of target groups including committee,
representatives, managers, supervisors.
 Authentication skill for upgrading or modifying the existing HRM
policy and procedures

Copyright
Implication including work areas, materials and equipment, and Proclamations to
information on workplace practices and HRM practices.
Assessment  Interview / Written Test / Oral Questioning

Copyright
Unit Title Ensure Employee Health and Safety
Unit Descriptor required to manage and maintain employees health and safety (EHS)
processes to protect workers own health and safety, and that of others.

1.1 Routine health and safety inspections are conducted and duty of
8. Implement care principles are reflected
workplace health 1.2 Designated persons are identified for reporting queries and
safety requirements concerns about health and safety
1.3 Health and safety orientations are provided for new employees
1.4 Existing and potential hazards and Emergency incidents in the
workplace are identified and reported to designated persons and
recorded in accordance with the procedures
1.5 Workplace procedures and work instructions are identified and
implemented for controlling risks
2.1 Relevant health and safety information are accessed and
9. Identify Health and communicated with appropriate personnel
safety risks 2.2 Work place procedures and instructions for controlling risks are
identified, designed and implemented
2.3 Ergonomics policies are designed and implemented in accordance
with organizational health and safety rules and regulations
2.4 Employees are encouraged to use personal protective
equipment in the work are as required
2.5 Emergency incidents and injuries are reported to appropriate
personnel
3.1 The appropriateness, replacement and maintenance of
10. Monitor and equipment used for safety critical processes are monitored and
Evaluate health and evaluated
safety issues 3.2 The performance of the overall safety and health management
system are developed, implemented and evaluated
3.3 Work specific Risk Assessment, their extent and thoroughness
are carried out
3.4 Roles, responsibilities, accountability and authority for ensuring
the achievement of the plan are established and delegated

Copyright
Variable Range
Health and safety  On-site observation
inspections  Identifying potential hazards
 Complying with health and safety law
 Housekeeping
 Safety and incident survey
Designated persons  designated health and safety officers
 health and safety representatives
 supervisors
 managers
 team leaders
 other persons authorized or nominated by the enterprise or
industry
Health and safety  Hazard identification and assessment
orientations  On-going inspections
 Orientation and training
 Incident investigation
 Cyclical review of programs
Hazards and  Hazards may include;

Emergency incidents  Chemical hazards
 Biological hazards
 Ergonomic hazards
 Physical hazards etc.
 Occupational illness
 Fire incident
 Harm or ill health
Records  equipment service and maintenance forms
 Accident and emergency issues records
 Safety and incident survey records
 Health and safety inspection records
Personal protective  Respiratory protective equipment
equipment  Head and foot protective equipment
 Eye, face, hand and ear protective equipment
 Body protective equipment

Copyright
Replacement and  This includes items that deteriorate overtime such as;
maintenance  Machine tools
 Home appliances
 Routine maintenance
 Replacement of equipment may be due to;
 Deterioration
 Obsolescence
 Inadequacy
 Working conditions etc.
Safety and health
management system  Part of the organizations management system which
covers;
 The health and safety policy in the company
 Planning process for accident and ill health prevention
 The line management responsibilities
 Measuring performance
Risk Assessment
 Assessing and evaluating hazards
 Deciding who may be harmed and how
 Assess the risks and take actions
 Making records of the findings
 Reviewing the risk assessment
Evidence Guide
Critical Aspects of  identifying needs and priorities of health and safety program
Competence  distinguishing between different levels of workplace health
and safety issues
 treating injured employees with courtesy and respect
 responding to and reporting on, accidents, incidents and
emergency situations
 knowledge of organizational policy and procedures for
health and safety program
Underpinning  key provisions of relevant legislation from all levels of
Knowledge and government that may affect aspects of business operations
Attitudes and employees well-being such as:
 anti discrimination’ legislation
Copyright
 privacy laws
 HRM rules and regulations
 organizational policy and procedures for health and safety
 service standards and best practice models
 analytical skills to identify trends and situations of health and
safety issues
Underpinning Skills  communication skills to monitor and advise on risk
management strategies
 literacy skills to:
 Gather information and conducting health and safety related
surveys
 prepare general information and papers according to target
audience
 read and understand a variety of texts
 problem solving skills to deal with workplace queries or
complaints
 technology skills to select and use technology appropriate to
a task
 self management skills to:
 consistently evaluate and monitor own performance
 seek learning opportunities

Copyright
Unit Title Plan Human Resource
This unit covers the knowledge, attitudes and skills required to
Unit Descriptor determine overall projection of demand and supply of human
resource. It includes developing strategies to fill the gap so that the
goal of the organization would be attained. HR planning practice
focuses on aligning workforce objectives with organizational plans,
analyzing labor market trends and predictions, and designing
strategies and succession plans to ensure a competent and
appropriately diverse workforce is available to meet anticipated
changes.

1.1. Organizational environment is identified and understood
1. Scan internal and 1.2. Information’s based on organizational policies and procedures
external are Obtained, identified and evaluated
environment 1.3. Availability of human resources is determined according to the
obtained information.
1.4. Result of environmental scan is reported for approval.
2.1. Organizational policies are identified for conducting job analysis
2. Conduct job following work procedure.
analysis 2.2. Organizational human resource policies and procedures for
conducting job analysis are maintained based on the stated
guideline.
2.3. Job analysis issues/criteria are developed and communicated with
relevant stakeholders using appropriate tools/equipment.
2.4. Job analyses are conducted based on the preset criteria.
2.5. Job descriptions and job specifications are identified and prepared
in consultation with appropriate personnel
3.1 Existing workforce where there are excesses or shortages are
2 Assess demand and determined and analyzed
supply workforce 3.2 Current and predicted demands of workforces are identified and
measured
3.3 Existing organizational structure and its strengths and
shortcomings are considered in relation to foreseeable changes
3.4 Current and predicted external labor supply, demographic and
economic data for forecasting human resources supply and
demand is reviewed
3.5 Staffing budgets and costs of workforce changes are predicted,

Copyright
planned and reviewed
3.6 Recommendations are reported to the authorized personnel.
3 Forecast Human 4.1 Organization policies and methods for human resource are
Resource forecasted in line with work requirement.
Requirement 4.2 Anticipated demands of human resource are identified and worked
on according to work requirement.
4.3 Reports are prepared and maintained as per organizational
guidelines.
4.4 Human resource data on supply and demand requirements are
identified and maintained
4 Design and 5.1 All necessary documents (organizational policies, human resource
implement Human forecasting, etc.) are organized following work procedures.
resource plan 5.2 Human resource plan and confirming are prepared based on
guideline.
5.3 Monitoring and evaluation mechanisms are carried out following
work procedure.
5.4 Final human resource plan is prepared and ready for recruitment
and selection.
Variable Range
Policies and May include but not limited to;
procedures  Code of conduct
 Recruitment policy
 Health and safety policy
 Anti-discrimination and harassment policy
May include but not limited to;
Organizational  Planning and outsourcing policy
human resource  Recruitment policy
policies  Training and development policy
 Employment contract
 Exit/termination policy
job analysis  the process of gathering information related to a particular job
that include knowledge, skills and abilities to work effectively
Job analysis  Systematic exploration, study, and recording of a specific job's
issues/criteria responsibilities, duties, skills, accountabilities, work
environment, and ability requirements.
Tools/equipment  Computers and other accessory materials, relevant soft wares,

office equipment’s and supplies and stationeries.
Pre-set criteria  Is a predetermined criteria for work frames/ requirements

Copyright
Job descriptions and  Job description includes;
job specifications  Job title
 Job duties and responsibilities
 Required qualifications
 Working conditions
 Job specification includes;
 Detailed job description of the role
 Skills, experiences
 Responsibilities, objectives and requirements
organizational  A system that outlines how certain activities are directed in order
structure to achieve the goal of an organization.
 It includes roles, rules and responsibilities.
Data may include:
 HR statistics
 data on numbers of graduates or places in universities or the
vocational education and training system
 information from industry journals or professional associations
 research reports
Human resources  Determining the number and types of personnel required in
supply and demand future operation.
 Its purpose is to determine the size and quality of present and
potential human resources available from within and outside of
the organization.
Human resource  Funds allocated to hiring, salaries, benefits, talent management,
Budgets training, succession planning, workforce engagement and
employee wellness planning
Policies and  Code of conduct
procedures  Recruitment policy
 Health and safety policy
 Anti-discrimination and harassment policy
Work requirement.  May include but not limited to;
 Objectives
 Goals
 Materials and equipment’s
 Guidelines, manuals and procedures
 Legislations and regulations
Reports Research findings
Labor market information reports
Performance appraisal reports
Journals etc.
Guideline  Policy documents and manuals
 Rules and regulation on Human Resource

Copyright
 Contractual agreement
 Collective agreement
monitoring and  The mechanism designed to assess the performance of projects,
evaluation institutions and programs set up by governments, international
mechanisms organizations and NGOs.
 Its goal is to improve current and future management of outputs,
outcomes and impact.
Recruitment and  The process of finding candidates for the vacant positions and
selection encouraging them to apply for it.
Evidence Guide
Critical Aspects of Demonstrates skills and knowledge in:
Competence  conducting job analysis
 human resource forecasting
 identifying net human resource requirement
 preparing and implementing human resource plan
Underpinning  Relevant legislation from all levels of government that affects
Knowledge and organizational operation, especially in regard to HRM and
Attitudes environmental issues, equal opportunity, and organizational relations
 Job analysis techniques and procedures
 Forecasting Human Resource (Demand and Supply)
 Planning and designing techniques and procedures
 Knowledge of organizational policies, in regard to:
 Human resource planning, Job analysis, internal and external
environment.
 Management tools
Underpinning Skills Demonstrates skills to:
 Analyze job
 Forecast workforce requirements and availability
 Scanning internal and external environments of the organization.
 Reconcile demand and supply of manpower
 Develop human resource plan deal with customer enquiries or
complaints
 exercise judgment in this application
 self management skills to:
 consistently evaluate and monitor own performance
 seek learning opportunities
Implication including work areas, materials and equipment, and information on

Copyright

Copyright
Unit Title Manage Recruitment, Selection and Induction
required to manage all aspects of the recruitment selection, promotion
and induction processes in accordance with organizational policies
and procedures.
It includes executing tasks associated with the recruitment cycle.

1.1 Strategic and operational plans and policies are analyzed to
identify relevant policies and objectives
1. Apply recruitment, 1.2 Recruitment, selection and induction policies and procedures
selection and and supporting documents are applied
induction policies 1.3 Options for technology to improve the efficiency and effectiveness
and procedures of the recruitment and selection process are reviewed
1.4 Policies and procedures are obtained and prepared from senior
managers
1.5 Forms, documents and adjustments to support policies and
procedures are prepared
1.6 Communicating Policies and procedures to relevant staff and
providing training is required
2.1 Time lines and requirement clarified for appointment
2. Determine job 2.2 Preparation of job descriptions which accurately reflect the role
descriptions requirements is implemented in accordance with organizational
procedures and rules and regulations, code and national
standards
2.3 Job descriptions are ensured that do not contravene rules and
regulation requirements
2.4 Approvals to advertise position is obtained
3.1 Future human resources needs are determined in collaboration
3. Recruit and select with relevant managers and sections
Candidates 3.2 Current position descriptors and person specifications for
vacancies are ensured to be used by managers and others involved
in the recruitment, selection, promotion and induction processes
3.3 Access of training and other forms of support to all persons
involved are provided in the recruitment and selection process
3.4 advertising of vacant positions are ensured and complied with
organizational policy and legal requirements
3.5 Selection procedures are ensured/ approved in accordance with

Copyright
organizational policy and legal requirements
3.6 vacancies are advertised for staffing requirements in accordance
with organizational policies and procedures
3.7 Relevant personnel is consulted to convene selection panel and to
develop interview questions
3.8 The interview questions are ensured that it do not breach rules and
regulation requirements
3.9 Interviews and advising of personnel are Scheduled to relevant
times, dates and venues
4. Appoint and induct 4.1 successful candidate with employment contract and other
successful documentation are provided
candidate 4.2 Candidates are inducted the starting date and make necessary
administrative arrangements.
4.3 Induction is provided in accordance with organizational policy
Variable Range
Recruitment, May address:
selection, promotion  application processing
and induction policies  competency profiling
and procedures  documentation and use of standard forms
 equal opportunity, anti-discrimination and diversity principles
 interviewing methodologies
 job analysis
 job classifications, assessment centers
 job description
 job evaluation
 privacy and confidentiality
 probationary periods
 psychometric assessment
 recruitment advertising
 reference checks
 selection panels and their composition
 the application of commercial software packages to improve
efficiency in recruitment and selection processes
 training for new staff
 use of external agencies
Technology includes;  video interviewing
 virtual reality
 social media recruitment
 facial recognition
Copyright
attributes
Job descriptions competencies required by staff
job or person specifications
job title and purpose of position
necessary skills and knowledge
qualifications
selection criteria
tasks or duties associated with the position
Rules and  award and enterprise agreements, and relevant organizational
regulations, cod and instruments
national standards  relevant organizational rules and regulation practice
 relevant rules and regulation from all levels of government that
affects business operation, especially in regard to HRM and
environmental issues, equal opportunity, organizational relations
and anti-discrimination
Relevant managers  includes:
and sections those who have a role in the recruitment selection promotion or
induction processes
 Includes;
Advertising electronic or print
internal or external
outsourcing
 May include:
aptitude test or IQ tests
behavior in leaderless groups
demonstration of techniques or technical skills
Selection procedures interviews, including structured interviews, behavioral interviews
or other interviewing methodologies
peer assessments
personality testing
psychometric testing
referee reports
use of an assessment center
work samples
Staffing requirements permanent, temporary, full-time, part-time or casual
Short listing of Refers to the process of identifying the candidate from your
applicants applicant pool who best meets the required and desired criteria.
Refers to an agreement or term of hire that is extended from an

Employment contract employer to an employee to set the terms and conditions of their
employment

Copyright
Is the process of getting new employees acquainted with your
Induction organization
Evidence Guide
Demonstrates skills and knowledge in:
Critical Aspects of  demonstrated ability to work with job descriptions to source and
Competence select suitable staff
 interviewing and other selection techniques that demonstrate
awareness off equal opportunity and anti-discrimination
requirements
 knowledge of the human resource life cycle
Knowledge and  concept of outsourcing
Attitudes  diversity, equal employment opportunity and anti-discrimination
principles and associated legislation
 employee contracts
 industrial relations
 recruitment and selection methods, including assessment centers
 relevant legislation on equal opportunity, industrial relations and
anti-discrimination
 relevant terms and conditions of employment
 understanding of psychometric and skills testing programs
 workplace relations regulations, workplace relations legislation and
other relevant legislation
 communication skills to liaise across the organization and to ensure
that policies and procedures are well supported
 leadership skills to engage others and to ensure that good processes
are followed and supported
 literacy skills to document clear policies and procedures and to
develop proformas to support recruitment, selection, promotion
and induction
Assessment Interview / Written Test / Oral Questioning
Observation / Demonstration or Presentation

Copyright
Unit Title Implement Industrial Relations
Unit Descriptor This unit addresses the knowledge and skills required to represent the
(organisation) employer in dealing with industrial relations matters in
the workplace. The unit covers communicating and implementing
industrial relations policies and procedures that meet statutory and
legislative requirements; assisting in dealing with industrial relations
conflicts and issues; and generally working towards a harmonious
industrial relations climate within the workplace.
1.
1. Implement industrial 1.1.Relevant agreements, policies and procedures are sourced and
relation policies and disseminated to all relevant persons and groups
procedures 1.2.Negotiations are undertaken between employer representatives and
employee representatives, to agree to changes required by either
group
1.3.Agreed outcomes of negotiations are documented and certified in
the relevant jurisdiction where appropriate
1.4.Agreements, policies and procedures are implemented in
accordance with site, enterprise and statutory requirements
1.5. The organisation’s industrial relations procedures are promoted
with relevant persons and groups
2.1 Problem solving/grievance procedures are agreed and
2. Assist in documented
minimizing 2.2 The implementation of industrial relations policies and procedures
industrial relations is monitored
conflict 2.3 Potential industrial relations conflicts are identified through a
monitoring process and reported to management
2.4 Documentation is prepared and forwarded to management in
relation to identified potential industrial relations conflicts
2.5 Assistance is provided to deal with industrial relations conflicts
under upper level management supervision
2.6 Competence in managing conflict negotiation skills and dispute
resolution is developed through appropriate training and
preparation
2.7.Specialist/expert advice is sought and considered where
appropriate

Copyright
3.1 Strategies to facilitate feedback are implemented
3.2 Counselling of employee is practiced to enhance the healthy
relationships between the workgroup
3.3 Strategies are implemented to develop and strengthen
3. Enhance industrial relationships with relevant persons and groups
relations 3.4 Information and feedback are provided to management as
required
3.5 Information and advice is provided to relevant persons and
groups as required
3.6 Induction and training are ensured to develop competence and
confidence to perform safely and effectively
3.7 Employee relations policies are regularly observed and updated
as required
4. Evaluate and 4.1 The root causes of industrial disputes are identified and assessed
maintain industrial and appropriate measures are taken
relations 4.2 Employees participation is evaluated in sustaining the healthy
management workplace relationship
system 4.3 The strength and weaknesses of the labor union are measured and
performed necessary adjustments as required.
4.4 The effectiveness of industrial relation management systems are
ensured and the good practices are maintained
Variable Range
May include;
Relevant agreements,  Enterprise agreement
policies and  Employment contracts
procedures  Employment contracts
 Equal employment opportunity (eeo), diversity, leave policies
 Reasonable adjustments for workers with a disability
 Occupational health and safety (ohs) policies and procedures
May include;
 Dispute settlement procedures
Site, enterprise and  Grievance mechanisms
statutory  Reporting channels and procedures
requirements  Award and enterprise agreements and relevant industrial
instruments
 Relevant legislation from all levels of government that affects
business operation, especially in regard to ohs and
environmental issues, equal opportunity, industrial relations and
anti-discrimination
 Relevant industry codes of practice

Copyright
May include;
Management  Chief Executive Officer (CEO), Board and other senior
managers
 Human Resource manager of the organization
 Line managers
Upper-level  Refers to the;
management  Management staff and team that are responsible for making the
primarily decision within the organization
 Is to help the employee grow and develop in the organization
Counselling;
May include;
 Communication plan
Strategies  Human resources strategy
 Organizational values strategies
 Employee wellbeing strategies
labour union May include;
 Employee chosen by peer
 Union delegate
 Union organizer/official
Evidence Guide
Competence  Able to provide evidence of effectively implementing, on behalf of
the organization, industrial relations agreements, policies and
procedures, dealing with relevant persons and groups and providing
advice and assistance where appropriate and as required.
Knowledge and grievance resolution policy and procedures
Attitudes organizational relations policies and procedures, such as:
enterprise agreement, and workplace bargaining
role of employee, representatives
legislation, codes of practice and national standards, for example:
 equal employment opportunity (EEO), anti-discrimination
 international organizational relations systems where work
undertaken has an international focus or context
 HRM rules and regulation
 relevant state/territory and federal organizational relations
systems

Copyright
Underpinning Skills literacy and verbal communication skills to present information in
clear and accessible ways to relevant persons
negotiation and conflict resolution skills to deal with sensitive
information and resolve issues
workplace and HRM practices.
Methods of Competency may be accessed through:
Assessment Interview / Written Test / Oral Questioning
Observation / Demonstration

Copyright
Unit Title Manage Workforce Diversity
required to manage diversity in the workplace. It covers implementing
the organization's policy on diversity, fostering diversity within the
work team, and promoting the benefits of a diverse workplace.

1. Implement 1.1. Diversity policies are located and reviewed
diversity policy 1.2 Application of the specific work context is determined
1.3. Actions are instituted to ensure that the diversity policy is
understood and implemented by relevant parties
1.4. Feedback and suggestions are provided for improvement to
ensure prevalence and efficacy of diversity policy
2. Foster respect 2.1. Own prejudices are addressed and respect is demonstrated for
for diversity difference in personal interactions
2.2. Diversity is mainly aimed in selecting and recruiting staff
2.3. Training needs are identified and addressed to address issues of
difference in the team
2.5. Working effectively with differences are assisted and strengthen
the organization's services and customer relations
2.6. Allegations of harassment are managed and complaints addressed
according to established organizational procedures
3. Promote the 3.1. The organization's workforce diversity in internal and external
benefits of diversity forums are promoted to enhance the organizations image and
reputation
3.2. To enhance services and contributions to competitive advantage
captured ideas and information from the diversity are described.
3.3. Organizational efforts to value diversity is supported to promote
benefits of diversity
Variable Range
May include but not limited to
Diversity  any form of difference, such as:
 ability, aptitude and disability
 age
 culture
 ethnicity

Copyright
 gender
 language
 marital status or family arrangements
 nationality
 personality
 race
 religion
 displaying policy on notice boards and other public areas
Actions  distributing copies of policy to staff
 explaining policy to staff at meetings or other forums
 reinforcing key messages from policy in supervisory
discussions, performance appraisals or other interactions
 cultural competency training
 culturally-specific training
Training needs  diversity training
 equal opportunity training
 ethics training
 grievance management training
 human rights training
 recruitment and selection training
 workplace bullying, discrimination or harassment training
May include but not limited to;
Complaints  informal complaints that are managed within the workplace
 formal complaints of discrimination or harassment to relevant
state or territory anti-discrimination agencies under the federal
anti-discriminatory rules
Internal and external  organizational meetings
forums  conferences and seminars
 newsletters and bulletins
 professional networks
 staff meetings
 staff updates
Evidence Guide
Competence  demonstration of the application of diversity policy and the capacity
to critically review a diversity policy
 promotion of strategies to ensure that diversity is understood and
respected in the work team
Copyright
 demonstration of compliance with protocols for handling complaints
of bullying or harassment
Must demonstrate knowledge of;

 formal and informal complaints procedures
Underpinning  key features of relevant current legislation, such as:
Knowledge and  Age Discrimination regulation
Attitudes  Disability Discrimination regulation
 Racial Discrimination regulation
 Sex Discrimination regulation
 Human Rights and Equal Opportunity Commission regulation
 analytical skills to determine how to make intelligent applications of
policy in the work context
 communication skills to:
 explain and promote the benefits of diversity
 negotiate differences between staff
 relate to people from a range of backgrounds
Underpinning Skills  learning skills to:
 assist people within the organization to understand the diversity
policy, using different methods to cater/ accommodate for
differences in learning styles
 provide feedback and suggestions for improvement to the
diversity policy
 use ideas and information from the diversity in the workforce to
contribute to the organization's competitive advantage
 self-management, learning and development skills to reflect on and
review own prejudices

Context of  Competence may be assessed in the work place or in a simulated
Assessment work place setting.
Copyright
Occupational Standard: Human Resource Management level III
Unit Title Prevent and Eliminate MUDA
Unit Descriptor This unit covers the knowledge, skills and attitude required by a worker
to prevent and eliminate MUDA/wastes in his/her workplace by applying
scientific problem-solving techniques and tools to enhance quality,
productivity and other kaizen elements on continual basis It covers
responsibility for the day-to-day operation of the work and ensures
Kaizen Elements are continuously improved and institutionalized.
Element Performance Criteria

a. Prepare for work. 1.1. Work instructions are used to determine job requirements, including
method, material and equipment.
1.2. Job specifications are read and interpreted following working
manual.
1.3. OHS requirements, including dust and fume collection, breathing
apparatus and eye and ear personal protection needs are observed
throughout the work.
1.4. Appropriate material is selected for work.
1.5. Safety equipment and tools are identified and checked for safe and
effective operation.
2. Identify MUDA 2.1 Plan of MUDA and problem identification is prepared and
and problem implemented.
2.2 Causes and effects of MUDA are discussed.
2.3 All possible problems related to the process /Kaizen elements are
listed using statistical tools and techniques.
2.4 All possible problems related to kaizen elements are identified and
listed on Visual Management Board/Kaizen Board.
2.5 Tools and techniques are used to draw and analyze current
situation of the work place.
2.6 Wastes/MUDA are identified and measured based on relevant
procedures.
2.7 Identified and measured wastes are reported to relevant personnel.
3. Analyze causes of 3.1 All possible causes of a problem are listed.
a problem. 3.2 Cause relationships are analyzed using4M1E.
3.3 Causes of the problems are identified.
3.4 The root cause which is most directly related to the problem is
selected.
3.5 All possible ways are listed using creative idea generation to
eliminate the most critical root cause.
3.6 The suggested solutions are carefully tested and evaluated for
Copyright
potential complications.
3.7 Detailed summaries of the action plan are prepared to implement the
suggested solution.
4. Eliminate MUDA 4.1. Plan of MUDA elimination is prepared and implemented by medium
and Assess KPT members.
effectiveness of 4.2. Necessary attitude and the ten basic principles for improvement are
the solution. adopted to eliminate waste/MUDA.
4.3. Tools and techniques are used to eliminate wastes/MUDA based on
the procedures and OHS.
4.4. Wastes/MUDA are reduced and eliminated in accordance with OHS
and organizational requirements.
4.5. Tangible and intangible results are identified.
4.6. Tangible results are compared with targets using various types of
diagrams.
4.7. Improvements gained by elimination of waste/MUDA are reported
to relevant bodies.
5. Prevent occurrence 5.1. Plan of MUDA prevention is prepared and implemented.
of wastes and 5.2. Standards required for machines, operations, defining normal and
sustain operation. abnormal conditions, clerical procedures and procurement are
discussed and prepared.
5.3. Occurrences of wastes/MUDA are prevented by using visual and
auditory control methods.
5.4. Waste-free workplace is created using 5W and 1Hsheet.
5.5. The completion of required operation is done in accordance with
standard procedures and practices.
5.6. The updating of standard procedures and practices is facilitated.
5.7. The capability of the work team that aligns with the requirements of
the procedure is ensured and trained on the new Standard Operating
Procedures (SOPs).
Variable Range
OHS requirements May include, but not limited to:
 Are to be in accordance with legislation/ regulations/codes of practice
and enterprise safety policies and procedures. This may include
protective clothing and equipment, use of tooling and equipment,
workplace environment and safety, handling of material, use of fire
fighting equipment, enterprise first aid, hazard control and hazardous
materials and substances.
 PPE are to include that prescribed under legislation/regulations/codes of
practice and workplace policies and practices.
 Safe operating procedures are to include, but are not limited to the
Copyright
conduct of operational risk assessment and treatments associated with
workplace organization.
 Emergency procedures related to this unit are to include but may not be
limited to emergency shutdown and stopping of equipment,
extinguishing fires, enterprise first aid requirements and site evacuation.
Safety equipment and May include, but not limited to:
tools  Dust masks/goggles
 Glove
 Working cloth
 First aid and
 Safety shoes
Statistical tools and May include, but not limited to:
techniques  7 QC tools May include, but not limited to:
 Stratification
 Pareto Diagram
 Cause and Effect Diagram
 Check Sheet
 Control Chart/Graph
 Histogram and Scatter Diagram
 QC techniques May include, but not limited to:
 Brain storming
 Why analysis
 What if analysis
 5W1H
Tools and techniques May include, but not limited to:
 Plant Layout
 Process flow
 Other Analysis tools
 Do time study by work element
 Measure Travel distance
 Take a photo of workplace
 Measure Total steps
 Make list of items/products, who produces them and who uses them &
those in warehouses, storages etc.
 Focal points to Check and find out existing problems
 5S
 Layout improvement
 Brainstorming
 Andon
 U-line
 In-lining

Copyright
 Unification
 Multi-process handling &Multi-skilled operators
 A.B. control (Two point control)
 Cell production line
 TPM (Total Productive Maintenance)
Relevant procedures May include, but not limited to:
 Make waste visible
 Be conscious of the waste
 Be accountable for the waste and measure the waste.
4M1E May include, but not limited to:
 Man
 Machine
 Method
Material and Environment
Creative idea May include, but not limited to:
generation  Brainstorming
 Exploring and examining ideas in varied ways
 Elaborating and extrapolating
 Conceptualizing
Medium KPT May include, but not limited to:
 5S
 4M (Machine, Method, Material and Man)
 4p (Policy, Procedures, People and Plant)
 PDCA cycle
Basics of IE tools and techniques
The ten basic May include, but not limited to:
principles for  Throw out all of your fixed ideas about how to do things.
improvement  Think of how the new method will work- not how it won.
 Don’t accept excuses. Totally deny the status quo.
 Don’t seek perfection. A 5o percent implementation rate is fine as long
as it’s done on the spot.
 Correct mistakes the moment they are found.
 Don’t spend a lot of money on improvements.
 Problems give you a chance to use your brain.
 Ask “why?” At least five times until you find the ultimate cause.
 Ten people’s ideas are better than one person’s.
 Improvement knows no limits.
Tangible and May include, but not limited to:
intangible results  Tangible result may include quantifiable data
 Intangible result may include qualitative data
Various types of May include, but not limited to:
Copyright
diagrams.  Line graph
 Bar graph
 Pie-chart
 Scatter diagrams
 Affinity diagrams
Visual and auditory May include, but not limited to:
control methods  Red Tagging
 Sign boards
 Outlining
 Add ones
 Kanban, etc.
5W and 1H May include, but not limited to:
 Who
 What
 Where
 When
 Why and
 How
Standard Operating May include, but not limited to:
Procedures (SOPs).  The customer demands
 The most efficient work routine (steps)
 The cycle times required to complete work elements
 All process quality checks required to minimize defects/errors
 The exact amount of work in process required
Evidence Guide
Critical aspects of Demonstrate knowledge and skills to:
Competence  Discuss why wastes occur in the workplace
 Discuss causes and effects of wastes/MUDA in the workplace
 Analyze the current situation of the workplace by using appropriate
tools and techniques
 Identify, measure, eliminate and prevent occurrence of wastes by using
appropriate tools and techniques
 Use 5W and 1H sheet to prevent
 Detect non-conforming products/services in the work area
 Apply effective problem-solving approaches/strategies.
 Implement and monitor improved practices and procedures
 Apply statistical quality control tools and techniques.
Underpinning Demonstrate knowledge of:
Knowledge and  Targets of customers and manufacturer/service provider
Attitude  Traditional and kaizen thinking of price setting
Copyright
 Kaizen thinking in relation to targets of manufacturer/service provider
and customer
 value
 The three categories of operations
 the 3“MU”
 wastes occur in the workplace
 The 7 types of MUDA
 QC story/PDCA cycle/
 QC story/ Problem solving steps
 QCC techniques
 7 QC tools
 The Benefits of identifying and eliminating waste
 Causes and effects of 7 MUDA
 Procedures to identify MUDA
 Necessary attitude and the ten basic principles for improvement
 Procedures to eliminate MUDA
 Prevention of wastes
 Methods of waste prevention
 Definition and purpose of standardization
 Standards required for machines, operations, defining normal and
abnormal conditions, clerical procedures and procurement
 Methods of visual and auditory control
 TPM concept and its pillars.
 Relevant OHS and environment requirements
 Method and Lines of communication
 Methods of making/recommending improvements.
 Reporting procedures
 Workplace procedures associated with the candidate's regular technical
duties
 organizational structure of the enterprise
Underpinning Skills Demonstrate skills to:
 Draw & analyze current situation of the work place
 Use measurement apparatus (stop watch, tape, etc.)
 Calculate volume and area
 Apply statistical analysis tools
 Use and follow checklists to identify, measure and eliminate
wastes/MUDA
 Identify and measure wastes/MUDA in accordance with OHS and
procedures
 Use tools and techniques to eliminate wastes/MUDA in accordance
with OHS procedure.
Copyright
 Apply 5W and 1H sheet
 Update and use standard procedures for completion of required
operation
 Apply Visual Management Board/Kaizen Board.
 Detect non-conforming products or services in the work area
 Work with others
 Read and interpret documents
 Observe situations
 Solve problems
 Communicate information
 Gather evidence by using different means
 Report activities and results using report formats
 Implement and monitor improved practices and procedures
Resources Implication Access is required to real or appropriately simulated situations, including
work areas, materials and equipment, and to information on workplace
Assessment  Interview/Written Test
 Observation/Demonstration with Oral Questioning
Context of Competence may be assessed in the work place or in a simulated work place
Assessment setting.

Copyright
NTQF Level-IV

Copyright
Unit Title Administer Remuneration and Employee Benefits
Unit Descriptor required to implement an organization's remuneration and benefit plans.
It incorporates all functions associated with remuneration, including
packaging, salary benchmarking, market rate reviews, bonuses and the
legislative aspects of remuneration and employee benefits.
1.1 Strategic and operational plans are analyzed to determine the scope
of remuneration and benefits plans
1. Develop 1.2 Research on current practice, recent developments and legislative
organization's parameters is undertaken for the remuneration strategy
remuneration 1.3 Options are developed for consideration by relevant managers
strategy 1.4 Options showing the link to organizational strategic objectives are
presented
1.5 Remuneration policies and incentive plans are agreed and recorded
1.6 Organization is positioned as an employer of choice and regarded as
a desirable workplace
2.1 Occupational groups are researched to determine those which are
organizational agreement based
2. Implement 2.2 Market rates surveys are accessed or undertaken regularly to ensure
remuneration the organization's required level of competitiveness for particular
and benefit occupational groups is maintained
Package 2.3 Remuneration and benefits plans are aligned with performance
management system
2.4 Employees are received at least their minimum entitlements
according to organizational policies and legal requirements
2.5 Salary packages are complied with organizational policies and legal
requirements, including fringe benefits tax (FBT) and superannuation
3.1 Managers and employees are consulted about the effectiveness of the
3. Review and remuneration strategy
update 3.2 Strategy and plans are amended as necessary to meet organizational
remuneration policies and legal requirements
strategy 3.3 Ensure incentive arrangements, if included, are complied with the
organization's remuneration strategy
Variable Range
 Allowances
Copyright
 Annual leave
 Bonuses or incentives
Remuneration and  Competency-based progression
benefits  Employee share plans
 Back payments
 Expense reimbursement
 Family and career’s leave
 Flexible work arrangements
 Fringe benefits
 Leave without pay
 Long service leave
 Motor vehicle
 Salaries and wages
 Share options
 Sick leave
 Special leave
 Study leave
 Superannuation/ pension
 Ability to attract and retain high performing staff
Employer of  Flexible and inclusive work environment supported by the chief
choice executive officer and managers
 Policies and practices that discourage harassment or discrimination
 Reputation for good workplace relationships, a culture of trust and
good pay and conditions
 Reputation for being fair, flexible, innovative and engendering
employee engagement
 Training and development programs that encourage people to plan
and follow a career pathway
Market rate  Data from remuneration specialists
surveys  General community surveys
 Organization salary benchmarking
 Surveys conducted by the organization
 May include payment arrangement where the total remuneration
and benefits payable to an employee are calculated as total cost of
Salary packages employment, including:
 Salary
 Allowances
 Superannuation/pension
Copyright
 Fringe benefits
 Do not include payroll tax or workers compensation insurance
Incentive  Commission
 Bonuses
 Share plans
 Share options
 Gain sharing
 Profit sharing
Evidence Guide
Critical Aspects of  Compliance with the legal aspects of managing remuneration and
Competence benefits
 Application of remuneration strategies for different occupational
groups and circumstances
 Application of awards and agreements to structure remuneration
processes
 Application of the requirements of the Ethiopian Taxation Office in
relation to income tax, superannuation reporting, FBT and bonus
payments
Underpinning  Award structures for industrial agreements
Knowledge and  Ethical practices relating to remuneration and benefits strategies
Attitudes  Leasing arrangements
 Models for bonus and incentive schemes, including gain sharing or
profit sharing
 Relevant legislation, for example equal employment opportunity,
diversity and anti-discrimination legislation
 Remuneration principles or models and strategies
 Requirements of the Ethiopian Taxation Office in relation to
income tax, superannuation/pension reporting, FBT and bonus
payments
Underpinning  Interpersonal skills to:
Skills  communicate sensitively about remuneration
 observe confidentiality
 Numeracy and technology skills to:
 calculate costs to the organization
 graph salary costs

Copyright
 link salaries to budgets
 research skills to determine appropriate models of remuneration
and benefits for particular occupational groups and individuals
Resources Access is required to real or appropriately simulated situations, including
Implication work areas, materials and equipment, and to information on workplace
practices and HRM practices.

Copyright
Unit Title Manage Performance Management Systems
required to design, implement and oversee performance management
systems. It includes developing and managing ongoing performance
feedback strategies and conducting formal performance feedback
meetings. The unit also includes specific intervention associated with
under-performance or misconduct.

1.1 Current position descriptions specifying key requirements of the role
are ensured
1. Review and 1.2 Check that performance appraisal meetings are held in accordance
coordinate with organizational timeframes, that correct documentation has been
performance completed and that all necessary parties have recorded
management 1.3 Appropriate organizational procedures have been followed for
data rewarding good performance and addressing under performance
1.4 Goals and methods of the performance management system are
clarified
1.5 Any questions from employees about the performance management
systems are addressed
1.6 Training or instruction in how to use the performance management
system is arranged or delivered
1.7 Ongoing and regular feedbacks are encouraged on employees
performance as well as formal performance appraisals
1.8 Patterns are reviewed in skill or performance gaps and requirements
and options are considered for performance development
1.9 Policies or procedures are revised if necessary and improvements are
suggested to the performance management system
2.1 Strategic and operational plans are analyzed to identify relevant
policies and objectives for performance management system
2. Develop 2.2 Designing methods and processes are assisted for line managers to
performance develop key performance indicators for those reporting to them
management 2.3 Organizational timeframes and processes are developed for formal
systems performance management sessions
2.4 Performance management systems are developed to be flexible
enough to cover the range of employment situations in the
organization
2.5 Key stakeholders are consulted about the system and agreed on its
features
Copyright
2.6 Support is gained for the implementation of the performance
management system
3.1 Relevant groups and individuals are trained to monitor performance,
performance gaps identified and talent managed
3. Implement 3.2 Line managers are monitoring performance regularly and that
performance intervention occurs are acknowledged to address poor performance
management and excellent performance
systems 3.3 Line managers are supported to counsel and discipline employees
who continue to perform below standard
3.4 Support is provided to terminate employees who fail to respond to
interventions, according to organizational protocols and legislative
requirements
3.5 Excellence is recognized according to organizational policy
3.6 Recorded outcomes of performance management sessions are
ensured to be accessible and stored according to organizational
policy
4.1 Performance feedback plans are developed by relevant managers or
team leaders and lodged with human resources staff
4. Coordinate 4.2 Training and assistance are provided to managers or team leaders
formal participating in the feedback process
feedback 4.3 Plans are agreed and signed for performance improvement and
processes individual learning and development
4.4 Processes are established to deal with problems or grievances that
arise from the performance feedback
5.1 Appropriate providers are contracted for performance development,
as identified by the plans, according to organizational policy
5. Coordinate 5.2 Learning and development plans are designed to contribute to the
individual or development of a learning organization
group 5.3 Learning and development plans are delivered according to agreed
learning timeframes and ensure they deliver specified outcomes
development 5.4 Learning and development activities are monitored to ensure
plans compliance with quality assurance standards
5.5 Remedial action is negotiated with providers where necessary
5.6 Reports are generated to advise appropriate managers on progress
and success rates of activities
5.7 All aspects of the performance management system are regularly
evaluated and improved in keeping with organizational objectives
and policies
Variable Range
Position  Duty statements

Copyright
descriptions  Job specifications
 Role statements
Performance  Any qualitative or quantitative measurement of performance
appraisal  Data from tailored software
meetings  Feedback from peers, reports, customers or clients
 Key performance indicators
 Perspectives of the manager and the person being reviewed
Rewards  Bonuses
 Incentives
 Salary packaging opportunities
 Non-monetary rewards such as workshop, training, etc.
 Salary increment
 Recognition
Performance  Action learning sets
development  Job rotation
 Mentoring or coaching
 Pairing with more experienced staff
 Shadowing/Investigating
 Training
 Casual and contract work
Employment  Full-time and part-time work
situations  Office and clerical
 Physical labor
 Processing
 Technical or scientific
 Tele working
 Costs above budget
 Disruptive conflict
Performance gaps  External interference
 Failure to meet strategic or operational objectives
 Low or high turnover of labor
 Quality, HRM or environmental failure
 Work bans or go slow
Intervention  Coaching

Copyright
 Counseling
 Disciplining
 Giving praise
 Recognizing good performance.
 Enhancement of knowledge
Individual  Mentoring
learning and  Personal development
development  Project work
 Skills training
 Visits to other workplaces
Appropriate
providers
 consultants
 External and internal providers
 Trainers
Evidence Guide
Critical Aspects  Analysis of a performance management system and its strengths and
of Competence weaknesses
 Development of methods and techniques to support the effective
implementation of the performance management system
 Knowledge of performance management
 Development and implementation of:
 A performance management system that aligns with a human
resource strategy
 A formal feedback process
 Individual or group learning development plans
 Performance management and its contribution to the human resource
Underpinning cycle and organizational objectives
Knowledge and  Rewards and incentive schemes
Attitudes  Warning systems
 Characteristics of a learning organization
 Equal employment opportunity, diversity and anti-discrimination
policies and legislation
 Grievance procedures
 Models for giving feedback and options for skill development
 Options in the design of performance management and talent
Copyright
management systems
 Role of performance management in relation to broader human
resources and business objectives
Underpinning  Organizational skills to see that systems are followed and that all
Skills necessary documentation is kept and accessible
 Technology skills to write reports and to access records of interviews
 Analytical skills to ensure system is practical and gathers necessary
information
 Communication and conflict-management skills to deal with
feedback and poor performance, grievances, disputes and
disagreements that may arise
 Leadership skills to obtain support and endorsement of the
performance management system across the organization
 Training, coaching, mentoring and facilitation skills using a range of
methods to cater/accommodate for differences in learning styles, to
ensure managers are competent to deliver the systems

Copyright
Unit Title Administer HR Training and Development Programs
Unit Code LSA HRMS4 03 1221
This unit covers the knowledge, attitudes and skills needed in
Unit Descriptor manage human resource training and development programs. It
includes making use of new technological innovations and
consideration of developing a globally competitive human resource.

1.2 Organizational policies are identified and confirmed for
training and development program.
1. Supervise 1.3 Organizational human resource policies and procedures are
awareness creation ensured to be documented and maintained for training and
development according work procedures.
1.4 Training centers and development programs are introduced to
employees following work guideline.
1.5 Training and development techniques to be implemented are
identified and ensured to be followed.
1.6 Feedback mechanisms are identified and used in accordance
with work guideline.
1.7 Administration of commitment forms is monitored to program
participants.
2.1 Organizational performance standards are developed and
documented.
2. Lead assessment 2.2 Organization policies are developed and presented for the
of training and analysis of performance level
development needs 2.3 Performance gaps are reported and documented as determined
in relation to the performance standards.
2.4 Reasons for the existence of performance gap are identified as
caused by inappropriate standards or by lack of required
competence in the particular level of work.
2.5 Needs for using new technologies and new working procedures
within the organization are identified and reported according to
work place communication line.
2.6 Training and development needs that have been identified are
reported following work procedure and guidelines.
3.1 Potential trainees are identified according to workplace
3. Monitor guideline.
implementation of 3.2 Trainer is identified to provide training in line with preset
training and criteria.
development 3.3 Training methodology and facility are identified based on
programs Ministry of Labor and requirements.
training Human Resource Management Version 2
Copyright
3.4 Date and venue are identified and approved for the training.
3.5 Process of training and development is monitored.
3.6 Feedback obtained from the training program is monitored and
documented.
4.1 Performance level of the trainees on similar responsibility area is
measured after the conduct of training and development
4. Evaluate programs.
performances of 4.2 Deviations in the performance level of the trainees before and
training and after the training are identified based on preset standard.
development 4.3 Corrective measure is taken based on deviation identified.
programs
Variable Range
Organizational  Policy manuals and procedures used in deciding as to who will
policies participate in the training and development program, who will
give the training, what mode/ techniques of the training process
will be used and the decision on the site of the training.
Training Centre  The working environment itself
 Organization own training centers
 External training institutes
 Colleges and universities
 On the job training such as:
Training and  Coaching
development  Apprenticeship/ Internship etc.
techniques  Off the job training or simulated training such as:
 Case studies
 Role playing
 Group discussion/sensitivity training etc.
Performance standards May includes but not limited :
 Predetermined performance levels of the human resource as
expected by management in a particular competency
Performance gap May includes but not limited :
 The perceived fall of the actual performance of the individual
worker as compared to the performance standards set for a
particular competency
Inappropriate May includes but not limited :
standards  Standards of performance that are set by management body
usually without taking in to account factors beyond the control of
the individual, yet hinders his/her performance and cause un-
Copyright
attainability of the standards.
Potential trainees May includes but not limited :
 Individuals expected to participate in the training and development
program.
Evidence Guide
 The integrated demonstration of all elements and their performance
Critical Aspects of criteria
Competency  A full range of human resource documentation and clear
communication of explanations to management and staff
 The ability to apply human resource training and development
policy issues
 Relevant legislation from all levels of government that affects
Underpinning organizational operation, especially in regard to HRM and
Knowledge environmental issues, equal opportunity, and organizational
relations
 Personnel training and development.
 Reviewing and analyzing of documents for selecting potential
trainees.
 Evaluation of the performance capacity of the trainees before and
after training.
 Perform awareness creation regarding Train and development
Underpinning skill programs
 Assist in the assessment of training and development needs
 Facilitate the implementation of human resources training and
development program
 Facilitate the evaluation of the outcome of the training and
development program
Resource Implications Access is required to real or appropriately simulated situations,
including work areas, materials and equipment, and information on
workplace practices
Method of Assessment Competency may be assessed through:
 Interview / written test
 Simulation or demonstration/Observation
Context of Competency may be assessed in the work place or in a simulated
Assessment work place setting

Copyright
Occupational Standard: Human Resource Supervision Level IV
Unit Title Implement HR Management Information Systems

Unit Descriptor required to access, uses and input knowledge management system,
manage human resources information systems from the research and
planning stages, through selection of appropriate systems, to
implementation, ongoing review and system upgrades.

1.1 Knowledge management system is accessed to assist with
specific tasks, in line with system procedures
1. Access, use and 1.2 System is administered in line with procedures
Input knowledge 1.3 Inputs are gathered, analyzed and prepared for contribution to
management system the system, in line with procedures
1.4 Inputs are checked for clarity, accuracy and relevance
1.5 Inputs are made to system, in line with procedures
1.6 Requirements of the system are analyzed and suggestions are
ensured for improvements to be provided to relevant personnel
2.1 Information requirements of users are collected and
documented
2.2 Communication processes are identified to support user needs
2. Identify human 2.3 Information requirements and communication processes are
resources agreed with users and relevant managers
information 2.4 Draft information systems management plan are developed
requirements with agreed review mechanisms, timeframe and criteria
2.5 Information requirements are specified in a clear and concise
manner
2.6 Information requirements are ensured to be consistent with
organizational objectives and policies
2.7 Resources required to meet the information requirements are
identified within budget parameters
3.1 Selection criteria’s are agreed for the information management
system with relevant groups and individuals
3. Select human 3.2 Selection criteria’s are ensured for the system that has the
resources within capability to meet organization's objectives, policies and budget
information parameters
management system 3.3 Potential systems are evaluated against the criteria
3.4 Cost benefit and risk analysis are undertaken in relation to the
systems which meet the selection criteria
Copyright
3.5 Preferences are established for system and selection report is
provided to senior managers
3.6 Ensure that preferred system is customized to meet organization
and user requirements
4.1 Implementation plan is developed with users, other relevant

groups and individuals
4. Implement human 4.2 Implementation plan's roles and responsibilities are confirmed
resources with individuals and groups involved
information system 4.3 Resources are assigned to meet implementation plan timeframe,
quality and other objectives
4.4 Implementation schedule is modified to resolve any problems
arising
4.5 Groups and individuals contributions are ensured for the
implementation in accordance with plan objectives
5.1 Information system performance is monitored and performance
reports are prepared
5. Evaluate 5.2 Feedback is obtained from users about the system
performance of 5.3 System performance is benchmarked against other systems, and
human resources latest trends and developments
information system 5.4 Performance gaps and current strategies are analyzed and
improvements introduced
Variable Range
Knowledge management  Planned and implemented system
system  Policies
 Procedures and practices to manage knowledge within the
organization and among relevant stakeholders
 Protocols
 Accessible operating instructions
Procedures  accessible user manuals
 Criteria established for selecting and filtering input to the
system
 Related policies and procedures covering:
 Consultation, participation, communication, and written and
verbal reporting
 Documentation, data collection, storage and retrieval
 Privacy and confidentiality
 Staff, professional development, training, and coaching and

Copyright
mentoring
 Templates for the collection of input to the system
Inputs  Electronic
 Paper-based
 Verbal
Relevant personnel  Managers, leaders, supervisors and coordinators
 Owners
 Staff, team members and colleagues
 Career development
Information  Employee relations and organizational relations
requirements  Employee support
 Human resources development
 Legislative requirements
 Organizational development
 Performance management
 Recruitment, selection, promotion and induction
 Re-deployment of employees
 Termination of employees
 Workforce planning
Draft information  Proposed system objectives, methods of management,
systems management timeframes and other criteria
plan  Specification of system requirements for the purposes of
selecting appropriate systems to manage the information
Relevant groups and  All those who have a role in the implementation of policies,
individuals procedures or decisions and/or are affected by their
implementation
Cost benefit analysis  Calculation to determine whether the results/outcomes of a
particular course of action are sufficient to justify the costs and
risks in taking that action
Risk analysis  Determination of the likelihood of a negative event preventing
the organization meeting its objectives and the likely
consequences of such an event on organizational performance

Copyright
Evidence Guide
Critical Aspects of  Knowledge of organizational policies and procedures for knowledge
Competence management
 Assessment of written reports on HRIS specification, selection and
implementation
 Implementation plan for an HRIS and associated management skills
to oversee transition and implementation of a new HRIS
 Knowledge of the types of HRIS available and their respective
capabilities and limitations
Underpinning  Organizational policies and procedures for knowledge
Knowledge and management
Attitudes  Other relevant organizational policies and procedures, for
example:
 customer service
 information management
 Records management
 Monitoring, measuring and evaluation techniques for a range of
human resource management functions
 Types of HRIS that are available and their respective capabilities
and limitations
 Analytical skills to classify and report information
Underpinning Skills  people management skills to work with contractors or staff who
will be implementing the HRIS
 Planning and organizing skills to transition the HRIS
 Technology skills to ensure suitability of software for
 Literacy skills to read and understand a variety of texts; and to
write, edit and proofread documents to ensure clarity of meaning,
accuracy and consistency of information
 Problem-solving skills to deal with information which is
contradictory, ambiguous, inconsistent or inadequate
 Technology skills to display information in a format suitable to the
target audience

Copyright

Copyright
Unit Title Handle Dispute management Processes
This unit covers knowledge, attitudes and skills required to the
Unit Descriptor implementation of mediation processes includes preparing for
mediation, determining the nature of the dispute, working towards
settling the dispute through mediation, and finalising the mediation
processes, in line with defined guidelines and procedures.

1. 1.1 Parties to mediation and dispute handing activities are
1. Prepare for identified
mediation 1.2 Guidelines and procedures are accessed to guide dispute
resolution
1.3.Parties to dispute are informed for mediation process
1.4 Agreement is gained for mediation process to resolve dispute
1.5 Logistics of process for mediation are communicated for parties
to dispute
2.1 Parties to dispute are interviewed separately to determine their
2. Determine nature of positions in relation to the dispute
dispute 2.2 Positions of parties to dispute are documented and verification
of these positions is undertake
2.3 Boundaries for allowable options in dispute are determined
3.1 Disputing parties are brought together by mutual agreement
3. Assist and settle 32.Communication techniques are used to formulate options for
dispute through resolution of the dispute Agreement
mediation 3.3 Agreement is sought on options identified
3.4 Outcomes of meetings are documented and verified with parties
to dispute
3.5.Process of mediation is followed until an agreement is reached
or pre-determined time constraints are reached
4.1 Agreements reached in mediation process are circulated to all

4. Finalize process of parties including the initiator of the process to ensure that
mediation follow-up actions are implemented
4.2 Process of mediation is reported
4.3 Process of mediation is reviewed by mediator to identify
improvements
4.4 The implemented outcome of the mediation process is follow up

Copyright
Variables Range Statement
 Manager or management representatives.
Parties to mediation  External agencies or organisations seeking professional
services of a mediator
 Parties in dispute that have reached a predetermined stage
within a dispute, including:
 Individuals within the workforce or groups such as
management, staff associations or bodies, unions
 Business arrangement such as: suppliers/buyers;
franchisors/franchisees; vendors/buyers
Guidelines and  Spacific steps, and the general aims underlying them, to be
procedures followed in the mediation process within relevant legislation
including confidentiality, anti-discrimination law, equal
opportunity, professional codes of conduct (for professional
mediators)
 Times for mediation sessions
Logistics  Location of sessions
 Duration of process
 Pre-determined time limit on process
 Investigate into facts about events, transactions or other
Verification of information presented
positions of parties to  Independent verification of claims made by non-involved parties
dispute  Expert advice from third parties or other professionals as required
 Empathetic consideration of personal or historical issues that may
not relate to the specific dispute, but that may set the scene for it
and need to be addressed in order to resolve the specific dispute
 Other action in line with mediation guidelines
Boundaries of May includes but not limited :
allowable options  Any existing policies, procedures and processes that place limits
on the options that may be formulated in the dispute resolution
process it does not include payroll tax or worker’s compensation
insurance
Mutual agreement May includes but not limited :
 Location, time and duration of meeting
 Attendance of third parties
 Items for discussion at meeting
Copyright
Communication  Active and involved listening, reframing, summarising,
techniques reflecting, clarifying, paraphrasing, problem-solving and option-
generated listening
 Techniques to suit the particular flow of the discussions and in
response to issues presented, to focus discussions on possible
solutions
Outcomes of meeting  Issues raised
 Options generated
 Any agreements reached
Initiator of the process  Manager or management representative who has identified the
dispute
 The client, where the mediation is undertaken as a professional
service
Evidence Guide
Critical Aspects for  Provide evidence that they have undertaken mediations within
Assessment established organisational guidelines and procedures.
 Knows detail about the process used in mediations to attempt
resolution of the dispute (with specific details removed to protect
privacy and confidentiality of parties involved in the mediation).
Underpinning  Managing own stress in stressful situations
Knowledge and  Confidentiality
Attitudes  Professional code of conduct for mediators
 Organisation guidelines and procedures for mediation:
 Guidelines and procedures for mediation
 Privacy and confidentiality procedures
 Ethical issues, particularly conflict of interest, power imbalance,
and criminal conduct
Resources Implication Access is required to real or appropriately simulated situations,
Methods of Assessment Competency may be assessed through:
 Interview / Written Test / Oral Questioning
Context of Assessment Competency may be assessed in the work place or in a simulated
work place setting

Copyright
Unit Title Lead Employees Movement and Separation
This unit covers knowledge, attitudes and skills required to deal with
Unit Descriptor employee movement and separation. It includes human resource
administration functions which are particular to the role of a human
resource manager with regards to movement and separation of
employees in the organization.

1.1 Internal candidates are identified and recruited in accordance
with organizational policies.
1. Administer 1.2 Criteria for promotion are developed and validated according
promotion pre set criteria.
1.3 Decisions are made in selecting employees from internal
candidates according to organization’s regulations.
1.4 Internal candidates are received an offer stating such things as
new salary, starting date, etc.
1.5 Promotion activities are monitored and evaluated in accordance
with organizational policies development process.
2.1 Transfer policies, procedures and practices are identified.
2. Carryout transfer 2.2 The need for transfer is determined in accordance with policy of
of employees organization.
2.3 Decisions are made in transferring employees based on
organizational policy and procedure.
3.1 Policies, legal requirements, procedures and practices are
3. Administer identified in relation to demoting an employee.
demotions 3.2 Reasons are identified for demoting an employee based on
organizational regulations.
3.3 Reasons are analyzed for demoting an employee in accordance
to organization polices and legal requirement.
3.4 Decisions are made in demoting an employee based on
organization’s regulations.
3.5 An employee is received a letter stating the position demoted to,
salary and starting date, etc following work procedures.
4.1 Research is undertaken to determine features of best practice
4. Develop policies systems of separation/termination and the legal requirements
and procedures for 4.2 Consultation with relevant managers prior to the introduction of
separation/termina new forms, procedures or systems is undertaken
tion of 4.3 Policies, procedures and supporting documentation are developed
employment for all forms of separation/termination
Copyright
4.4 Procedures for dismissal or termination respect employees are
ensured, strict confidentiality is provided and complied with
legislation
4.5 Support is obtained for separation/termination policies and
procedures from senior managers
4.6 Policies and procedures and supporting documents are
communicated to relevant personnel
4.7 Feedback is used to make refinements to policies, procedures and
supporting documents for separation and termination
5.1 Redundancies and redeployment are managed and relevant
information about processes is provided so that work outcomes are
5. Lead not compromised
separation/termina 5.2 Outplacement or other assistance is provided in accordance with
tion processes organizational policies and legal requirements
5.3 Dismissals are ensured for incapacity to perform or misconduct
and complied with legislative and organizational requirements
5.4 Human resources staff, managers and supervisors are ensured for
the necessary skills and knowledge to take disciplinary action
5.5 Workforce data is reviewed for predicted numbers of people
retiring and necessary plans are made
5.6 Separation/termination procedures are reviewed regularly and
improvements are evaluated and introduced
6.1 Employees are identified for layoff in accordance to
organizational policies and legal requirements.
6. Handle employees 6.2 Retained employees are assigned to new jobs based on
layoff organization’s guideline.
6.3 Benefits and assistance to be given to lay off employees are
determined and provided as per the organizational policies and
legal requirements.
7.1 Policies and procedures are identified for discharge and
retirement following work procedures.
7. Manage discharge 7.2 Employee and the organization are agreed on redeployment
and retirements procedures as per the contract of employment.
7.3 Communication systems are established which provide all
necessary information about termination procedures, and ensure
early notification of discharge, retirement or resignation.
7.4 Dismissals for incapacity to perform or misconduct are carried
out in accordance with organizational policies and legal
requirements.
7.5 Reports are generated regularly indicating the retirement
intentions of employees in the ground of age.
7.6 Outplacement assistance is provided in accordance with

Copyright
organizational policies and legal requirement.
7.7 Exit interview are conducted with separated employees based on
guideline.
7.8 Feedback from exit interview is collected and used as an input to
performance improvement processes throughout the organization.
7.9 Separation/termination procedures are regularly reviewed and
evaluated, and improvements introduced in accordance with the
evaluation and organizational policies.
Variables Range Statement

Promotions  Upward internal movement in an organization that usually
involve greater responsibility and authority along with
increases in pay, benefits, and privileges
Transfer  Movement of employee horizontally to different similar level
of position or movement of an employee from one position or
area to another often resulting from an organizational shut
down or a reduced need for certain skills and usually coupled
with training for the transition to new job skills and
responsibilities
Demotions  Down ward internal movement in an organization that usually
involves cuts in pay and reduced status, privileges, and
opportunities.
 Database search
Research  Library search
 Use of consultants/specialists
 Visits to best practice organizations
 Cessation of a casual labor agreement
Separation/termination  Conclusion of the employment contract by either party or
both parties mutually
 Death
 Dismissal
 Expiry of a fixed term contract
 Redeployment and redundancy
 Resignation
 Retirement

Copyright
 Entitlements
Policies and procedures  Legislative requirements
 Rights of appeal
 Warning systems and grievances
 Counseling
Procedures for dismissal  Due process (at least one opportunity for the employee to
give an explanation of their continued incapacity or
misconduct)
 Negotiation with employee and/or their representative
 Warnings (written and verbal)
Redundancy  When an organization decides it has a job which it does not
require to be done any more by either the present incumbent
or someone else
Redeployment  Cessation of one contract of employment and its replacement
with a new contract for a different position
Dismissal  Termination of the employee by the employer for misconduct
or incapacity to perform the job
 Layoff is temporary removal of the employee from the payroll
Layoff as a result of surplus of employee due to structural change,
technological or other changes.
 Initiatives taken by management to keep employee from
Retention leaving, such as rewarding employees for performing their
jobs effectively, ensuring harmoniously working relationships
between employee and mangers’ and maintaining a safe,
healthy work environment.
Evidence Guide
Competence  Development of policies and procedures to manage all aspects
of separation and termination of employees OR critical analysis
of an existing policy and procedures framework on separation
and termination.
 Knowledge of the legislative requirements for dismissal

Copyright
skills in counseling employees in disciplinary proceedings,
providing advice on termination and conducting exit
interviews
 Performing employee movement and separation according to
the organizational policies and legal requirement.
Underpinning  Knowledge of organizational policies, in regard to
Knowledge promotion, demotion, transfer, retirement, discharge,
voluntary termination, retirement and redundancy
 Legal issues and concerns in discharge / termination
 disciplinary procedures
 employment contracts, and terms and conditions
 Perform awareness creation regarding employee movement
Underpinning skill and separation
 Facilitate the implementation of human resources movement
and separation activities
 Obtaining, checking and evaluating information
 Communication skills to support disciplinary processes and to
see that employees are properly counselled; to conduct exit
interviews; and to negotiate terms and conditions of
separation/termination
Resource Implications Access is required to real or appropriately simulated situations,
Method of Assessment Competency may be assessed through:
 Interview / written test /Oral Questioning
Context of Assessment Competency may be assessed in the work place or in a simulated
work place setting

Copyright
Acknowledgement
We wish to extend thanks and appreciation to the many representatives of business, industry,
academe and government agencies who donated their time and expertise to the development of
this occupational standard.
We would like also to express our appreciation to the Staff and Experts of Federal TVET Agency
who made the development of this occupational standard possible.
This occupational standard was developed in December, 2021 at Adama, Ethiopia.

Copyright
List of Participants
S.
Name of Participants Sex Organization Phone No Email Remark
No
1 Fita Ayalew M Wolkite Poly Tech.College 091175952 mengistuayalew2005@gmail.com
2 Tariku Kassa M Butajira Poly Tech.College 0910135579 takassa30@gmail.com
3 Yoseph Girma M Levin Pictures 0913216446 yotore16@gmail.com

4 Addisu Mesfin M Harambee University 0954515293 addisumesfin0 @gmail.com
5 Tesfaye Woldeyes M Ethiopia Customs 0912097395 tesfa986@gmail.com
Commission
Occupational Map of Human Resource Management Level II-IV
Sector:
Sub Sector: Business and Finance
Occupation: Human Resource Management
Level IV HUMAN RESOURCE MANAGEMENT OS
Level III
HUMAN RESOURCE MANAGEMENT OS
Level II HUMAN RESOURCE MANAGEMENT OS

Copyright

For Coc Os HRM Level II - IV Blue Print

Uploaded by

Copyright:

Available Formats

For Coc Os HRM Level II - IV Blue Print

Uploaded by

Document Information

Original Title

Copyright

Available Formats

Share this document

Share or Embed Document

Sharing Options

Did you find this document useful?

Is this content inappropriate?

Copyright:

Available Formats

For Coc Os HRM Level II - IV Blue Print

Uploaded by

Copyright:

Available Formats

Federal Democratic Republic of Ethiopia

Ministry of Labor and Skills

Ministry of Labor and

Occupational Standard: Human Resource Management Level II

LSA HRM2 01 1221 LSA HRM2 02 1221 LSA HRM2 03 1221

LSA HRM2 04 1221 LSA HRM2 05 1221 LSA HRM2 06 1221

LSA HRM2 07 1221 LSA HRM2 08 1221 LSA HRM2 09 1221

Ministry of Labor and

Occupational Standard: Human Resource Management Level III

LSA HRM3 01 1221 LSA HRM3 02 1221 LSA HRM3 03 1221

LSA HRM3 04 1221 LSA HRM3 05 1221 LSA HRM3 06 1221

LSA HRM3 07 1221 LSA HRM3 08 1221

Ministry of Labor and

Occupational Standard: Human Resource Management Level IV

LSA HRM4 01 1221 LSA HRM4 02 1221

LSA HRM4 03 1221 LSA HRM4 04 1221

LSA HRM4 05 1221 LSA HRM4 06 1221

Ministry of Labor and

Elements Performance Criteria

Ministry of Labor and

Ministry of Labor and

Ministry of Labor and

Elements Performance Criteria

Ministry of Labor and

Ministry of Labor and

Elements Performance Criteria

Ministry of Labor and

Ministry of Labor and

Unit Code LSA HRM2 04 1221

Elements Performance Criteria

Ministry of Labor and

Ministry of Labor and

Ministry of Labor and

Ministry of Labor and

Elements Performance Criteria

Ministry of Labor and

Ministry of Labor and

Ministry of Labor and

Ministry of Labor and

Elements Performance Criteria

4. Attend in 4.1 Team meetings are attended on time

Ministry of Labor and

Ministry of Labor and

Elements Performance Criteria

Ministry of Labor and

Ministry of Labor and

Ministry of Labor and

Elements Performance Criteria

Ministry of Labor and

Ministry of Labor and

Ministry of Labor and

Ministry of Labor and

Elements Performance Criteria

Ministry of Labor and

4. Perform shine 4.1 Plan is prepared to implement shine activities.

Ministry of Labor and

Ministry of Labor and

Ministry of Labor and

Elements Performance Criteria