Guide to Gathering EvidenceDIPLOMA OF MANAGEMENT – BSB51107 . There are eight (8) units of...

Dip Mgmt Guide - Crossbow Consultancy Version 6/7 January 2010

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What is this Diploma about and can you get recognition for your existing skills?

At the successful completion of this Diploma you will be recognised for your abilities to:

Develop and maintain a safe

workplace environment

Manage your own work

priorities; achieve planned outcomes and

effective workplace relationships

Create an innovative

culture and continuous

improvement systems

Manage customer

service and information

Provide leadership, facilitate work teams

and workplace learning environment



Of c ourse, i f you can a lready d o a ll t hat, you ma y a pply f or skills r ecognition, m eaning recognition of prior learning and/or current competencies – (often referred to as RPL/RCC)

means recognising competencies gained through previous formal and informal learning, or through work(paid/unpaid) and/or life experiences.

Information regarding applying for skills recognition is within these Guidelines.

STRUCTURE OF THE DIPLOMA OF MANAGEMENT – BSB51107

There are eight (8) units of competency required for a Diploma of Management. It requires 5 Group A units and 3 Group B units from the lists below:

Group A Units Title BSBCUS501B Manage quality customer service

BSBFIM501A Manage budgets and financial plans

BSBINM501A Manage an information or knowledge management system

BSBLED501A Develop a workplace learning environment

BSBMGT502B Manage people performance

BSBMGT515A Manage operational plan

BSBMGT516B Facilitate continuous improvement

BSBOHS509A Ensure a safe workplace

BSBPMG510A Manage projects

BSBRSK501A Manage risk

BSBWOR501B Manage personal work priorities and professional development

BSBWOR502B Ensure team effectiveness

Select 3 units from the Group B list below:

BSBFRA502B Manage a franchise operation

BSBHRM402A Recruit, select and induct staff

BSBHRM503A Manage performance management systems

BSBHRM504A Manage workforce planning

BSBIPR501A Manage intellectual property to protect and grow business

BSBSUS501A Develop workplace policy and procedures for sustainability

BSBWRK509A Manage industrial relations

BSBCOM503B Develop processes for the management of breaches in compliance requirements

(Note: you may include 1-3 units not yet chosen from the above Group A units)



So why do you need this qualification?

You m ay b e u ndertaking t his D iploma because y ou h ave been requested (or t old t o!) b y your e mployer, b ut it i s n ecessary t o u nderstand w hy you mi ght n eed t o ob tain the qualification, through workplace training or skills recognition, or even a combination of these methods.

The management qualification is designed to recognise and improve the skills of Managers, and others who are engaged to manage the work o f o thers o r to add value to or review management practices. As a Manager you may be able to... improve performance and innovation in the workplace; improve t he performance o f m anagement an d t hereby improve p roductivity an d

profits; build a learning culture, on the job; integrate continuous management improvement into business and strategic plans; improve team facilitation skills; create more proactive involvement in workplace activities; improve delegation and time management skills; recognise management skills that experienced staff bring to their roles, and define a pathway to develop competencies that are based on relevant workplace

activities The completion of this Diploma will benefit you by: having existing competencies formally assessed and recognised; improving existing competencies and acquiring new competencies; increased productivity and higher levels of personal satisfaction, and acquiring a nationally recognised and portable management qualification.

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And what does the Diploma cover?

Unit Descriptors, taken from the Training Packages for the units follows:

Unit No. and Title Description Already do this?

BSBCUS501B Manage quality customer

service

This u nit d escribes t he p erformance ou tcomes, s kills a nd k nowledge r equired t o develop s trategies t o ma nage organisational systems t hat ensure products a nd services are delivered and maintained to standards agreed by the organisation.

Many managers are involved in ensuring that products and services are delivered and maintained to standards agreed by the organisation. These managers may have staff involved in delivering customer service and are responsible for the quality of their work. In many instances the work will occur within the organisation's policies and procedures framework .

BSBFIM501A Manage budgets and

financial plans

This u nit describes t he p erformance ou tcomes, s kills a nd k nowledge r equired t o undertake financial management within a work team in an organisation. This includes planning a nd implementing f inancial m anagement a pproaches, s upporting t eam members w hose role involves aspects of f inancial o perations, monitoring a nd controlling finances, and reviewing and evaluating effectiveness of financial management processes in line with the financial objectives of the work team and the organisation.

This unit addresses the requirement for managers to ensure that financial resources are used effectively. This is done by ensuring access to budget/s and ongoing monitoring expenditure against the budget/s.

BSBINM501A Manage an information

or knowledge management system

This u nit de scribes t he p erformance ou tcomes, s kills a nd k nowledge required t o organise learning t o u se a n information or knowledge management s ystem a nd t o manage the use of the system.

This u nit a pplies t o ma nagers who have r esponsibility f or s eeing that key information and c orporate k nowledge are r etained, accessible t o o thers a nd improve business outcomes. The unit does not address the requirement to select the technical system (software o r h ardware), w hich is s een a s t he r ole o f an information t echnology specialist, although in some smaller organisations this may be a part of the manager's role.

BSBLED501A Develop a workplace learning environment

This u nit d escribes t he p erformance ou tcomes, s kills a nd k nowledge r equired t o encourage and s upport t he d evelopment of a l earning environment i n which work and learning come together. Particular emphasis is on t he development of strategies to facilitate and promote learning, and to monitor and improve learning performance.

This u nit a pplies t o ma nagers. All managers have a p rominent role i n e ncouraging, supporting and facilitating the development of a learning environment in which work and learning come together.

BSBMGT502B Manage people

performance

This u nit d escribes t he p erformance ou tcomes, s kills a nd k nowledge r equired t o manage the performance of s taff who report to them d irectly. De velopment of key result areas and key performance indicators and standards, coupled with regular and timely coaching and feedback, provide the basis for performance management.

This u nit applies to all m anagers a nd team l eaders w ho ma nage people. I t covers work allocation and the methods to review performance, reward excellence and provide feedback where there is a need for improvement.

The unit makes the link between performance management and p erformance development, and r einforces b oth functions as a k ey r equirement f or effective managers.

BSBMGT515A Manage operational plan

This u nit d escribes t he p erformance ou tcomes, s kills a nd k nowledge r equired t o develop and monitor implementation of the operational plan to provide efficient and effective workplace practices within t he o rganisation's productivity a nd profitability plans.

Management at a strategic level requires systems and procedures to be developed and implemented to facilitate the organisation's operational plan.

This unit applies to people who ma nage the work of others a nd operate within the parameters of a br oader strategic and/or business plan. The task of the manager at this l evel i s to develop a nd i mplement an operational plan t o ensure t hat t he objectives and s trategies o utlined in t he s trategic and/or b usiness p lan are met by work t eams. H owever in s ome larger or ganisations operational p lans m ay b e developed by a strategic planning unit.




BSBMGT516B Facilitate continuous

improvement

This unit describes the performance outcomes, skills and knowledge required to lead and manage continuous improvement systems and processes. Particular emphasis is on the development of systems and the analysis of information to monitor and adjust performance strategies, and to manage opportunities for further improvements.

This u nit a pplies t o managers who t ake a n active r ole in managing t he c ontinuous improvement process in order to achieve the organisation's objectives. Particularly where m anagers a re c losely a ssociated with t he c reation a nd d elivery of p roducts and services, they play an important part in influencing the ongoing development and betterment of the organisation.

BSBOHS509A Ensure a safe workplace

This u nit de scribes t he p erformance ou tcomes, s kills a nd k nowledge r equired t o establish, m aintain and e valuate t he or ganisation's oc cupational health a nd s afety (OHS) p olicies, p rocedures a nd p rograms in t he r elevant work a rea in a ccordance with OHS legal requirements.

Managers p lay an important role in ensuring the safety of the workplace and the wellbeing of their staff. This unit applies to managers working in a range of contexts. It takes a systems approach and ensures compliance with relevant legislative requirements.

All those who have, or are likely to have, a management responsibility for OHS should undertake this unit.

It is relevant for those with managerial responsibilities, either as an owner or employee-manager of a business.

BSBPMG510A Manage projects

This u nit d escribes t he p erformance ou tcomes, s kills a nd k nowledge r equired t o manage a straightforward project or a section of a larger project.

This u nit a ddresses t he m anagement of p rojects including t he de velopment of a project p lan, a dministering a nd m onitoring t he p roject, f inalising t he p roject a nd reviewing the project to identify lessons learnt for application to future projects.

The unit focuses on the application of project management skills and the requirement to meet t ime lines, qu ality s tandards, budgetary limits and other requirements set for the project.

BSBRSK501A Manage risk

This u nit d escribes t he p erformance ou tcomes, s kills a nd k nowledge r equired t o manage risks in a range of contexts across the organisation or for a specific business unit or area.

The unit has been designed to be consistent with AS/NZS 4360:2004 Risk management.

This unit addresses the ma nagement o f the r isk a cross the organisation or within a business unit or area. It does not assume any given industry setting.

This u nit a pplies t o individuals who a re working in p ositions of a uthority a nd a re approved t o implement change across the organisation, business unit, p rogram or project area. They may or may not have responsibility for directly supervising others.

BSBWOR501B Manage personal work

priorities and professional development

This u nit d escribes t he p erformance ou tcomes, s kills a nd k nowledge r equired t o manage own performance and professional development. P articular emphasis is on setting and meeting priorities, analyzing information and using a range of strategies to develop further competence.

This unit applies to managers and focuses on the need for managers to be organised, focussed and skilled, in order to effectively manage the work of others. As such it is an important unit for most managers, particularly as managers serve as role models and have a significant influence on the work culture and patterns of behaviour.

BSBWOR502B Ensure team effectiveness

This u nit d escribes t he p erformance o utcomes, s kills a nd k nowledge r equired t o facilitate a ll a spects o f t eamwork within t he o rganisation. It involves t aking a leadership role in the development of team plans, leading and facilitating teamwork and actively engaging with the management of the organisation.

This unit applies to managers and addresses the need for managers to facilitate work teams and to build a positive culture w ithin w ork teams. The unit takes a systematic and planned approach to developing teams. It includes the soft skills as well as more structured approaches to the management of teams.

At the Diploma level, work will normally be carried out within complex and diverse methods and procedures which require the exercise of considerable discretion and judgement, using a range of problem solving and decision making strategies.

You need to select any 5 of the Group A units detailed above.



Unit Descriptors, taken from the Training Packages for the Group B units follows:

Unit No. and Title Description Already

do this?

BSBCOM503B Develop processes for the

management of breaches in compliance

requirements

This u nit d escribes t he p erformance ou tcomes, s kills a nd k nowledge r equired t o develop and monitor the processes for managing identified breaches in the fulfilment of compliance requirements within an organisation. This unit has been designed to be consistent with AS 3806:2006 Compliance programs.

This unit applies to individuals w orking as a chief e xecutive or manager in a small organisation (where it would be part of their broad role), or as a compliance officer or senior m anager within a larger or ganisation with r esponsibility f or identifying, classifying, investigating, r ectifying a nd r eporting breaches in c ompliance requirements.

BSBHRM402A Recruit, select and induct

staff

This u nit d escribes t he p erformance ou tcomes, s kills a nd k nowledge r equired t o execute tasks associated with the recruitment cycle. This unit applies to individuals with a role in recruitment, selection and induction functions who work under the direction of a human resources manager.

It is not a ssumed that the individuals addressed b y this unit have staff who report t o them, although this may be the case. Performance of the work described in this unit will be underpinned by in depth knowledge of the work of the organisation, and how recruitment and selection practices fit with other human resource functions

BSBHRM503A Manage performance management systems

This u nit d escribes t he p erformance ou tcomes, s kills a nd k nowledge r equired t o design, implement and oversee performance management systems. It includes ongoing performance feedback s trategies as well a s formal p erformance feedback meetings. Specific intervention associated with underperformance and/or misconduct is also included.

This u nit applies to in dividuals w ith a well e stablished, sound theoretical k nowledge base in h uman r esources management a nd p erformance management who a re proficient in using a range of specialised technical and managerial techniques to plan, carry out and evaluate their own work and/or the work of a team. They may or may n ot ha ve s taff who r eport t o them b ut t hey a re a uthorised t o e nsure t he establishment of an effective performance management system for the organisation.

BSBHRM504A Manage workforce

planning

This unit describes the performance outcomes, skills and knowledge required to plan workforce strategies to achieve organisational goals and objectives. It includes aligning workforce objectives with business plans, analyzing labour market trends and predictions, a nd designing s trategies and succession p lans to ensure a c ompetent and appropriately diverse workforce is available to meet anticipated changes.

This unit applies to human resources managers or staff who take a r ole in a p olicy or planning unit w ith a focus on w orkforce planning. Typically this work would occur in larger organisations where supply of skilled labour needs special attention.

The unit covers the research associated with labour markets and the requirement to match organisational needs with employee skill and commitment.

BSBIPR501A Manage intellectual

property to protect and grow business

This u nit d escribes t he p erformance ou tcomes, s kills a nd k nowledge r equired t o protect, s ecure and effectively u se intangible assets of v alue t o a n or ganisation. It focuses on establishing and maintaining systems to protect and exploit an organisation's intellectual property to ensure business growth.

This unit applies to managers or coordinators who take an active role in recognising, securing and commercialising intangible assets which contribute to the organisation's profitability, productivity, product or service delivery, and market leadership. These managers a nd c oordinators m ay work in a r ange of industry or ot her c ontexts a nd may have responsibility for managing people, systems or processes.




BSBSUS501A Develop workplace policy

and procedures for sustainability

This u nit d escribes t he p erformance ou tcomes, s kills a nd k nowledge required t o develop and implement a workplace sustainability policy, including the modification of the policy to suit changed circumstances.

This u nit requires t he a bility t o access industry information, a pplicable legislative and occupational health and safety (OHS) guidelines. This u nit addresses the knowledge, processes a nd techniques necessary t o d evelop approaches t o s ustainability within workplaces, including the development and implementation of policy.

This u nit a pplies t o pe ople with managerial r esponsibility who undertake w ork developing a pproaches t o c reate s trategies within workplaces, i ncluding the development and implementation of policy and includes:

• communicating with relevant stakeholders

• developing and monitoring policies

• reviewing and improving policies.

A person w ho de monstrates competence i n this u nit must be a ble to provide evidence of the a bility to develop a nd i mplement integrated sustainability p olicies and procedures within an enterprise. The review of the policy after implementation will also need to be evidenced.

BSBWRK509A Manage industrial

relations

This unit d escribes t he p erformance ou tcomes, s kills a nd k nowledge r equired t o manage i ndustrial relations ma tters w ithin a n or ganisation, w ith day to d ay involvement.

It includes strategic planning and policy development for industrial relations as well as negotiation, conflict management and dispute resolution.

This u nit applies to in dividuals w ith a well e stablished, sound theoretical k nowledge base in human resources management and industrial relations w ho are proficient in using a range of specialised technical and managerial techniques to plan, carry

out a nd evaluate their own work and/or the work of a team. They may or may not have r esponsibility for s upervising the work of ot hers but are authorised to oversee industrial relations in the organisation. However they will have knowledge of current

industrial relations trends and legislation.

The unit addresses staff who have responsibility for working across the organisation to ensure t hat t here is a po licy infrastructure which e nsures l egislative compliance and clarifies issues. It a lso a ddresses t he r equirement f or r esponding t o industrial c onflict and grievances.

You need to select any 3 of the above units detailed above. Please note that you can select

any of the remaining Group A units to make up the 8 required.

Note: Where there may appear to be some overlap, in the Skills Recognition process these will be taken into account. You will most likely not have to provide separate evidence for similar functions within different Units. Some evidence may be permissible for more than one unit.



But what is ‘Management’? As a manager, you may be at the level of management that oversees or manages the actual doing of work. People in these management positions:

coordinate the work of other employees (but not usually other managers)

report to middle or to senior management

often have a variety of titles and job descriptions, and/or

are typically involved as coordinators, team leaders, supervisors, leading hands project or office managers

They may work:

for large organisations,

small businesses,

in the public sector,

in the private sector, or

in an environment which emphasises best practice, benchmarking, quality and customer service

So you already do that? Now what? Unless you are completely new to a management position similar to that described above, it is recommended you consider applying for skills recognition for all 11 units. To get started on this, you should read the following steps and then consult the Portfolio of Evidence to establish the criteria for which you will provide evidence. For t he D iploma, you w ill n eed to c omplete 8 units, b ut you ma y a lready h ave a chieved some units from previous study, skills recognition or workplace assessments. P lease indicate the u nits you w ish t o apply f or, and w hether y ou a lready h ave achieved o ther u nits, an d notate this in the online application form. Send to Crossbow Consultancy as soon as possible as this will indicate your intention to commence the process. Of course, if you decide that training is a better alternative, contact Crossbow to establish an Individual Training Plan, to commence the Diploma.



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Process for Evidence Gathering for Skills Recognition

You should find this process convenient and supportive, as it describes

the evidence requirements as well as providing examples that you might have as evidence. Note that this evidence recording process can be

used whether you have selected skills recognition or are commencing training. The steps for this process are as follows:

Step 1 Peruse these Guidelines to familiarise yourself with the content. Step 2 Complete the online application form and send to Crossbow to indicate your

intentions. Step 3 Read in detail each unit, and the associated elements and performance

criteria. To satisfy the unit’s criteria, you will now need to provide suitable evidence that is:

current, i.e., recent enough to show that the skills and knowledge are still in practice and able to be applied to your current work situation

authentic, i.e., verified as your own work

consistent, i.e., shows competency over a period of time, suggesting sustained performance

valid, i.e., matches the evidence it purports to support, and

sufficient, i.e., enough evidence is provided to allow the Assessor to make a judgment about the competency across all performance criteria and evidence requirements.

You will notice there are two columns beside the performance criteria. The first

column is for your own self-assessment and evidence reference. As you collect the e vidence, p lease use the reference number associated w ith t he performance criteria an d c learly mark this o n the top right-hand side of the evidence. This will assist the Crossbow Assessor to quickly identify the evidence against the criteria.

Step 3 Please place copies of the evidence you develop/collect in a file or box,

preferably with the reference number in consecutive order. Step 4 Work through all units selected – where necessary, o verlapping ev idence

needs to be clearly numbered for each performance criteria it is supporting. It is neither cost-effective nor environmentally friendly to copy each document for each criterion. However, ensure you clearly record the reference numbers on the one document.

As well as satisfying the performance criteria you will also find required skills and

knowledge expected of someone working at Diploma level in the workplace. Check the questions relating to each unit. You will need to be able to answer (verbally) these at the time of interview with an Assessor.



Note these lists have requirements for both knowledge and skills. This list may

be g iven t o you r M anager/Supervisor (or s imilar), w ho c an verify t hat you d o have the r equired skills/knowledge. This i s c onsidered s upporting e vidence. Direct e vidence f rom y ou d emonstrating h ow y ou h ave ap plied t hese s kills would be m ore beneficial f or y our as sessment. Ho wever, h aving t he Manager/Supervisor verification also strengthens your claims.

Step 5 Once you have as much evidence at tached as you can within the portfolio,

apply t he ‘ features o f ev idence’ c heck t o en sure t hat i t is authentic, valid, current, sufficient, and consistent. (See Step 3 above.) If you are satisfied with the evidence you have provided in the portfolio, sign the Portfolio of Evidence as being your own work.

Step 6 Now you are ready to arrange for an interview with a Crossbow Assessor. The

Assessor will check your portfolio of evidence, and:

verify the evidence against the Units of Competency, and/or establish what further evidence may still need to be provided,

and/or decide with you what training or coaching may be necessary to

complete the Diploma.

As the evidence requested becomes available, whether through workplace assessment, training or skills recognition, the Assessor will sign off the appropriate evidence page and date it. Sufficient Evidence

Sufficiency is indicated at the end of each unit in the “Note for Assessor” box. If an Assessor is not satisfied the evidence provided is suitable or sufficient, they have the right to call for more evidence. The ‘sufficiency’ is a guide only and the Assessor will advise if more is required on the day.

How much recognition will you apply for? Just because you don’t think you will get skills recognition, doesn’t mean you won’t. Many applicants have been awarded more than what t hey an ticipated. However, d on’t d iscount t he value of actually doing the training courses. Do the training if you have the motivation a nd wi llingness t o r evise skills and k nowledge you may already have, and to pick up on new skills and knowledge offered through training.



…and what happens if you don't get

recognition for one or more Units? If y ou a re a ssessed b ut n ot aw arded t he U nit o f Co mpetency f rom t he i nitial m eeting/ interview, then you may need to:

supply f urther e vidence t hat s atisfies v alidity, s ufficiency, c urrency, au thenticity an d consistency, or

complete t he U nit t hrough s tudy, e ither t hrough e xternal o r flexible d elivery, u sing workbooks and information provided through Crossbow, or

complete one or two small assignments to satisfy the element/s not attained.

What if you are not satisfied with the

result? If you feel you have been unfairly assessed, you may appeal the decision in writing, within 7 days, either through t he Assessor, or d irectly t o the Managing Director of Crossbow Consultancy. If considered necessary an independent Assessor can be called in to consider the evidence. There is a non-refundable administrative cost of $95 applicable for appeals. Please be aware that you cannot lodge an appeal because you didn’t like the outcome of the assessment. Grounds for appeal are:

the j udgement as to whether competency has been achieved and d emonstrated was made incorrectly, and/or

the judgement was not made in accordance with the information contained within this Guide.



Assignments - as alternative evidence

If sufficient or appropriate evidence is not possible then an alternative could be for you to complete assignments. It is recommended these be completed within the context of your work environment. This ensures their relevancy - not completed just for the sake of obtaining the Unit/s of Competency. The process o f sk ills recognition can reveal gaps i n people’s sk ills and k nowledge. F or this reason an Individual Training Plan is attached at the end of this Guide to record any further development that may be required. The Assessor will discuss and record any training necessary or assignments to cover the gaps.

What is the evidence you need to provide?

Evidence is anything that substantiates your claims of competency in the Units you are applying for. Evidence may be any combination of the following (but not limited to):

Actual work samples/documents you write and use Letter/s of verification/support, NOT references

Minutes from meetings Lesson/Session plans and course outlines

Newspaper/letter/brochures/posters with your name Relevant Training Packages/curriculum currently used

Video evidence of working groups Applicable Community work/volunteer information

Promotional evidence in any form (authenticated) Conflict resolution management

Resource samples from sessions you conduct Evaluation questionnaires/analysis of programs etc

Modified training and lesson plans and/or programs Moderation/consensus meetings reports

Computer based information (authenticated) Reports completed for company (name included)

Statement of Academic Record - but NOT the certificate alone

Other relevant information you think suitable, and the Assessor verifies

Notes or records of interview Project planning and implementation

Written or spoken feedback Report writing to Management Board

Evaluations of group work Development of key performance indicators

Action plans for the work environment Policy manuals and procedures written by you

Budgets produced for work Customer feedback

Business/strategic planning notes/records/reports Letters of support from community members

Skills development planning with team Marketing brochures

Network meetings Membership of professional bodies Further evidence is listed at www.crossbow.net.au in the Management Checklists and Templates.




…and where might difficulties arise in the

provision of evidence? Crossbow Assessors have conducted over 1700 skills recognition and workplace assessments over the past 5 years. Review o f records and evaluations o f t he processes h ave i ndicated t he f ollowing may be areas of difficulty in the provision of evidence: Locating any evidence. I f t he e vidence is n ot p roduced y ou w ill h ave t o m eet t he

requirements s ome ot her w ay, p ossibly by d oing a f ull u nit of s tudy or a t l east s ome assignments. N ote th at th is i s not the Assessor's p roblem. If y ou d o n ot h ave a ny evidence you cannot obtain the Diploma through skills recognition.

Letters of reference/support. It is o ften m ore ex pedient t o g ive t he Assessor t he n ame and phone number of referees, rather than wait for a letter. B esides, the Assessor can obtain more relevant and recent information by talking with the referee, than by reading a letter. Please en sure t hat i f you p rovide a l ist o f r eferees f or t he A ssessor, t hat t he r eferees understand why the Crossbow Assessor may contact them to discuss your work history.

Evidence of reviewing staff performance. O ften these processes are conducted ' in the head' and by talking with staff/colleagues. However, documented evidence is required. This m ight b e t hrough m inutes o f m eetings, c ompleted p erformance q uestionnaires, Professional Development sessions you have conducted with staff at work or written reports to your supervisor.

Budgeting. Evidence on budgeting for the workplace is often not provided. Training and/or assignment may be provided to accommodate this.

Verification of your own work. You need to establish a procedure to ensure the evidence

you provide is authenticated as yours. ‘Certified True Copies’ is one way. I f you worked on a series of projects with others you need verification of how much each person contributed to the tasks.

To r eiterate, i f you cannot l ocate t he evidence, or h ave t hrown i t a ll ou t, you w ill n ot be granted an y U nits b ased o n w hat y ou say. Yo u must be a ble t o d emonstrate your competency through the evidence you provide. Most of the evidence will often come from what you are currently doing.



Your Evidence Portfolio Please keep this Evidence Portfolio safe until all evidence has been gathered. It will be the only copy available for assessment. Once all evidence has been provided you will pass it to the Assessor from Crossbow. The record and associated evidence will be kept by Crossbow until it is validated or audited. Your e vidence w ill t hen b e r eturned t o y ou i f y ou r equire. (Note this may be up to 2 years.) However, Crossbow wi ll maintain the Record of Assessment for it’s own recording purposes. You can apply for a copy of the record, should you wish to.

What else might you need to do? If you do not apply for Skills Recognition or you are only awarded some Units you will need to complete t he r est of t he Un its t hrough ot her me thods. T his ma y be d one in a n umber of ways. To complete this course successfully you may need to:

Have c oaching i n t he w orkplace a nd continue s elf-paced s tudy (flexible delivery),

attend workplace workshops and continue self-paced study, or

complete t he s tudy i ndependently, at y our o wn p ace and s ubmit t he assignments and/or o ther requirements as appropriate w ith phone/fax/ email contact only (external delivery)

Assignments and other requirements, such as video evidence, cassette tapes or floppy disks need to be packaged securely and mailed to:

Crossbow Consultancy P.O. Box 1057

MANDURAH WA 6210 Please ensure you keep copies of any work sent through the mail system. Contact for any queries, resources or other relevant information is: Mandi Ryan

Email: [email protected] Web Page: www.crossbow.net.au

Ph: (08) 9537 6105 Fax: (08) 9537 6220

mailto:[email protected]�




You now need to:

complete the online application and send to Crossbow Consultancy

This will express your intention to complete the process. collect evidence t hat y ou t hink w ill au thenticate and support y our

claims for skills recognition, including the Supervisor’s reports and other supporting documents,

attach c opies o f evidence in t he ap propriate s leeves provided, as detailed by the Evidence lists, and

arrange for an interview with a qualified Assessor from Crossbow Consultancy to assess the evidence.

Guide to Gathering EvidenceDIPLOMA OF MANAGEMENT – BSB51107 . There are eight (8) units of...

Documents

Transcript of Guide to Gathering EvidenceDIPLOMA OF MANAGEMENT – BSB51107 . There are eight (8) units of...