Site Pelion Consulting Pty Ltd
Qualification Diploma in Frontline Management – 7042
(Diploma of Business Frontline Management BSB 51001)
Course context or background
Pelion Consulting Pty Ltd works with a range of enterprises across Tasmania delivering the Frontline Management Initiative certificates and diploma. The qualification was developed in response to the Karpin report (Quality of Education Review Committee 1985) which claimed there was a lack of skills, qualifications and training support for frontline managers Australia wide. The qualification is delivered through a recognition process. The registered training organisation works with a range of enterprises to implement formal recognition of the competencies outlined in the Frontline Management Initiative. This qualification is delivered at three Australian
Qualifications Framework levels from certificate III, up to diploma levels involving the achievement of six, eight, and eleven units of competency, respectively.
The ‘enhanced’ Frontline Management Initiative package has been released. At the time of the interview, the registered training organisation was working with the original Frontline Management Initiative competencies and is now registered against the BSB training package qualification. The organisation is currently working with the existing competency standards and their requirements.
Delivery arrangements
The initial stage of the process involves bringing candidates together and working through the recognition process, discussing and identifying the necessary types of evidence to fulfil the requirements. Where gaps are identified through this process, the consultants work individually with candidates to set up a workplace project that enables the candidate to develop skills and provide evidence for the achievement of the competency. Candidates then provide this evidence to the assessors. An initial desk assessment of the evidence is undertaken, followed up with
interviews, and a structured process using email and other communication tools to collect further evidence and verify witness information.
An initial desk assessment of the evidence is undertaken, followed by interviews and a structured process using email and other communication tools to collect evidence and verify witness information.
Candidates undertake the program in timeframes ranging from four months to two-and-a-half years.
Assessment design and methods
The approach used by the registered training organisation is informed by the competency standards and a number of resources, including the Portfolio Pro guide and handbook and the Pelion Frontline Management Initiative Assessment Management Kit.
Given the nature and the context of this qualification, the assessment planning begins with the enterprise, involving managers and sponsors of candidates. An initial briefing session ensures an understanding of the competency standards, commitment to the processes, and availability of necessary resources.
The assessment approach takes into account the multi-faceted nature of the qualification. It is generally delivered in the context of internal ‘workplace change’ agendas and therefore needs the involvement of managers, the sponsors and other key workplace personnel. Having an internal
co-ordinator in the workplace can be a key factor to the success of the Frontline Management Initiative as a workplace improvement tool.
Once arrangements have been made with the workplace, the process usually begins as described above.
The consultant and the candidate, together, use a documented system to build up a profile of the candidate’s awareness of the assessment procedure. This includes discussion of the processes and agreement on the terms and the systems, supported by permission forms, entry surveys etc. Other features of the approach include:
² planning sessions with individuals to assist in the development of their portfolio of evidence to be assessed
² involvement of third parties as necessary; for example, in relation to the leadership
competency, third-party evidence may be required from workplace colleagues
² assessment related to the individual’s particular environment ² links made, where appropriate, to performance appraisal systems
² quality assurance for the collection of evidence, including statutory declarations ² workplace projects used to support evidence.
Conducting assessment
A number of factors influence the choice of assessment methods. The registered training organisation establishes the enterprise’s needs, first and foremost. Another key factor is the standards themselves. The assessment methods are then determined according to organisational issues and the individual’s needs.
Judgements are made based on a range of evidence provided by the candidates. This is
individualised to reflect the learner’s styles and preferences. For example, a candidate may have a preference for mapping evidence using charting and diagrams in preference to a written document. Evidence for assessment is collected through:
² portfolios
² questioning and interviews ² workplace projects and products
² third-party evidence and testimonials.
Learner needs and support
Support for learners is provided directly to the individual, and strategically through the candidate’s employer organisation.
This strategic approach requires the organisation to implement:
² a Frontline Management Initiative co-ordinator position: a contact person for large groups, or
where the client is working in isolation
² an initial briefing with senior management and human resource personnel ² clarification of standards for managers so they can understand the processes
² an analysis of the roles and communication channels within the organisation to support
individual candidates to achieve competencies; for example, candidates may need additional workplace projects, access to certain information, or a change of roles to challenge existing practices or introduce new approaches.
Support for individual learners is provided through:
² information about assessment and recognition
² creating a more relaxed environment through audiotape interviews and conversations ² matching the styles and approaches of the candidate to his or her assessor or coach ² customising the level of support needed by the individual to the level of the qualification.