BSBMGT407 Apply Digital Solutions To Work Processes

BSB42415 Certificate IV in
Marketing and communication

BSBMGT407
Apply Digital Solutions to Work Processes
Learner Guide
Business College at International House

RTO Code: 91109 CRICOS 02623G
Level 1, 203 Clarence St, Sydney NSW 2000 | Floor 1, 237 Oxford St, Bondi Junction NSW 2022
3 Searcy St, Darwin NT 0800 | Level 6, 601 Bourke St, Melbourne VIC 3000
info@ihBC.edu.au| www.ihBC.edu.au
Table of Contents
Table of Contents ......................................................................................................................... 2

Unit of Competency ........................................................................................................................ 4
Performance Criteria....................................................................................................................... 5
Foundation Skills ............................................................................................................................. 6
Assessment Requirements .............................................................................................................. 7
Objectives ........................................................................................................................................... 8
1. Utilise digital workplace information ........................................................................................ 9
1.1 – Identify available workplace digital applications for communications, technologies and
networks ........................................................................................................................................... 10
A digital workplace........................................................................................................................ 10
Workplace digital applications ...................................................................................................... 10
Activity 1A ..................................................................................................................................... 12
1.2 – Locate and use digital information as an integral part of workplace operations .................... 13
Locating and using digital information ......................................................................................... 13
Activity 1B ..................................................................................................................................... 14
1.3 – Review digital information sources for validity and reliability ................................................ 15
Reviewing digital information sources.......................................................................................... 15
Activity 1C ..................................................................................................................................... 16
1.4 – Create, store and retrieve information in digital format ......................................................... 17
Creating information in digital format .......................................................................................... 17
Storing and retrieving information in digital format .................................................................... 17
Activity 1D ..................................................................................................................................... 20
1.5 – Continuously review trends and innovations in relevant digital technology suitable for
workplace innovation ....................................................................................................................... 21
Trends and innovations................................................................................................................. 21
Current trends and innovations in digital technology .................................................................. 22
Activity 1E...................................................................................................................................... 24
2. Lead work processes in a digital environment ......................................................................... 25
2.1 – Select, integrate and use digital services in workplace operations ......................................... 26
Selecting, integrating and using digital services ........................................................................... 26
Activity 2A ..................................................................................................................................... 29
2.2 – Review and select digital solutions that are fit for purpose .................................................... 30
Are digital solutions fit for purpose? ............................................................................................ 30
Activity 2B ..................................................................................................................................... 31
2.3 – Integrate new digital innovations into workplace operations ................................................. 32
New digital innovations ................................................................................................................ 32
Activity 2C ..................................................................................................................................... 33
2.4 – Identify and adopt digital media protocols and conventions .................................................. 34
Digital media protocols and conventions ..................................................................................... 34
Legislation ..................................................................................................................................... 34
Activity 2D ..................................................................................................................................... 36
2.5 – Train, encourage and support team members in the application of digital solutions ............ 37
Training team members ................................................................................................................ 37
Encouraging and supporting team members ............................................................................... 38
Activity 2E...................................................................................................................................... 39
3. Recognise and apply intellectual property requirements ......................................................... 40
3.1 – Identify legislation, regulations and the organisation's policy relevant to intellectual property
.......................................................................................................................................................... 41
Intellectual property ..................................................................................................................... 41
Legislation, regulations and organisation policy........................................................................... 42
Activity 3A ..................................................................................................................................... 43
3.2 – Review digital process and applications for compliance with intellectual property
requirements .................................................................................................................................... 44
Reviewing digital process and applications .................................................................................. 44
Activity 3B ..................................................................................................................................... 45
3.3 – Document, register and report matters related to intellectual property................................ 46
Documenting matters related to intellectual property ................................................................ 46
Registering and reporting matters related to intellectual property ............................................. 46
Activity 3C ..................................................................................................................................... 47
Skills and Knowledge Activities ..................................................................................................... 48
References ........................................................................................................................................ 50

Unit of Competency
Application
This unit defines the skills, knowledge and outcomes to integrate digital technologies into common
management practice.
It applies to supervisors, team, new and emerging leaders who need to apply digital vision and
solutions within structured work environments.
No licensing, legislative or certification requirements apply to this unit at the time of

publication.
Unit Sector
Management and Leadership - Management

Performance Criteria
Element Performance Criteria

Elements describe the Performance criteria describe the performance needed to
essential outcomes. demonstrate achievement of the element.
1. Utilise digital 1.1 Identify available workplace digital applications for

workplace information communications, technologies and networks
1.2 Locate and use digital information as an integral part of
workplace operations
1.3 Review digital information sources for validity and reliability
1.4 Create, store and retrieve information in digital format
1.5 Continuously review trends and innovations in relevant
digital technology suitable for workplace innovation
2. Lead work processes 2.1 Select, integrate and use digital services in workplace
in a digital operations
environment 2.2 Review and select digital solutions that are fit for purpose
2.3 Integrate new digital innovations into workplace operations
2.4 Identify and adopt digital media protocols and conventions
2.5 Train, encourage and support team members in the
application of digital solutions
3. Recognise and apply 3.1 Identify legislation, regulations and the organisation's policy
intellectual property relevant to intellectual property
requirements 3.2 Review digital process and applications for compliance with
intellectual property requirements
3.3 Document, register and report matters related to intellectual
property

Foundation Skills
This section describes language, literacy, numeracy and employment skills incorporated in the
performance criteria that are required for competent performance.
Skill Performance Criteria Description
Reading 1.1, 1.3 ➢ Sources, analyses and interprets textual information,

including technical data, in the context of
organisational strategy and compliance requirements
Writing 3.3 ➢ Develops texts dealing with complex concepts using

specialised and detailed language to convey explicit
information, requirements and recommendations in
accordance with legal and organisational requirements
Oral 2.5 ➢ Presents information using language and features

communication appropriate to the audience
Navigate the 2.4, 3.1-3.3 ➢ Monitors adherence to organisational policies and

world of work legal requirements
Interact with 2.5 ➢ Uses a collaborative instructional approach to

others encourage, support and develop understanding and
skills in others
Get the work 1.2, 1.4, 1.5, 2.1- 2.4 ➢ Uses and investigates new digital technologies and
done applications to support organisational plans
➢ Supports the implementation and review of digital
technologies

Assessment Requirements
Performance Evidence
Evidence of the ability to:
➢ Identify digital applications, services and information and evaluate them for use in the
workplace including:
o the validity and reliability of digital information
o monitoring trends and innovations in digital technology
o selecting digital services and solutions suitable for the workplace
o compliance to relevant legislation, regulations and organisational policies
➢ Identify and implement protocols and procedures to integrate digital services and solutions
including:
o intellectual property requirements
o digital media protocols and conventions
o storage and retrieval of digital information
o training and/or mentoring or other support for team members.
Knowledge Evidence
To complete the unit requirements safely and effectively, the individual must:
➢ Explain how legislation, regulations and the organisation's policies and procedures relate to
working with digital technology and information
➢ Explain key elements to consider when evaluating whether digital technology and
information options are fit for purpose
➢ Outline the intellectual property risks to the organisation in relation to digital technology.
Assessment Conditions
Assessment must be conducted in a safe environment where evidence gathered

demonstrates consistent performance of typical activities experienced in the management
and leadership field of work and include access to:
➢ Relevant legislation and regulations

➢ Office equipment and technology
➢ Relevant workplace documentation and resources
➢ Case studies and, where possible, real situations.
Assessors must satisfy NVR/AQTF assessor requirements.
Links
Companion volumes available from the IBSA website:

http://www.ibsa.org.au/companion_volumes -
http://companion_volumes.vetnet.education.gov.au/Pages/TrainingPackage.aspx?pid=13
Housekeeping Items
Your trainer will inform you of the following:
➢ Where the toilets and fire exits are located, what the emergency procedures are
and where the breakout and refreshment areas are.
➢ Any rules, for example asking that all mobile phones are set to silent and of any
security issues they need to be aware of.
➢ What times the breaks will be held and what the smoking policy is.
➢ That this is an interactive course and you should ask questions.
➢ That to get the most out of this workshop, we must all work together, listen to each
other, explore new ideas, and make mistakes. After all, that’s how we learn.
➢ Ground rules for participation:
o Smile
o Support and encourage other participants
o When someone is contributing everyone else is quiet
o Be patient with others who may not be grasping the ideas
o Be on time
o Focus discussion on the topic
o Speak to the trainer if you have any concerns
Objectives
➢ Show how to utilise digital workplace information
➢ Learn how to lead work processes in a digital environment
➢ Demonstrate how to recognise and apply intellectual property requirements
➢ Gain the skills and knowledge required for this unit.

1. Utilise digital workplace information
1.1. Identify available workplace digital applications for communications, technologies

and networks
1.2. Locate and use digital information as an integral part of workplace operations
1.3. Review digital information sources for validity and reliability
1.4. Create, store and retrieve information in digital format
1.5. Continuously review trends and innovations in relevant digital technology suitable
for workplace innovation

1.1 – Identify available workplace digital applications for communications, technologies and networks
A digital workplace
With the ever-changing technological world that we live in, businesses have to strive to
keep up-to-date with new and emerging technologies to ensure their workplace is as
efficient as possible. They will need to identify ways that they could benefit from becoming
digital and the best ways to do this. Businesses need to embrace digital transformation. The
shape and structure of a digital and technological workplace will vary from workplace to
workplace.
This unit will outline the different ways that digital technologies can be integrated into
common management practice. The information within the unit is useful for any supervisor
or leader that needs to apply digital vision and solutions within their structured work
environment.
Ask yourself:
➢ How can you benefit from introducing digital technologies into your business?
➢ What digital technologies are going to be the best choice for your business?
➢ What work processes can you apply them to?
Work processes are the processes within your organisation that are considered to be most
important. They include the tasks and activities that are linked to producing and delivering
your particular products or services. They can also refer to the processes that involve the
majority of the workforce. Take a moment to think about your own organisation; what
would you say the most important processes are? For example, you may be focused on
customer support processes or product design processes.
This unit will explore the different ways in which you can apply digital solutions to work
processes. You need to keep your own organisation, and the specific work processes used
within it, in mind throughout the unit. It’s ultimately about making your organisation more
digital – how can you use technology to make things run better?
The first few chapters of this unit will look into the ways that you can utilise digital
information within your workplace.
Workplace digital applications
Digital applications are programs designed to perform specific tasks or functions. They
usually involve the use of technology or a system and can be purpose-built to solve or
address very specific challenges. As part of your role, you will need to identify the digital
applications that are available within your organisation.
What applications are already available to use, specifically for communications,
technologies and networks? What applications can you access? What applications are
available, but not currently used? In what ways does your workplace currently benefit from
digital applications? In what ways could your workplace involve more digital applications in
the future?

There is a wide variety of different digital applications that may be available within your
workplace. Take a moment to consider the digital applications that you can access within
your own organisation.
For example, digital applications may include:
➢ Task management applications
➢ Team messaging applications
➢ Word processors (e.g. Microsoft Word)
➢ Database programs
➢ Web browsers (e.g. Internet Explorer or Google Chrome)
➢ Image editing programs
➢ Gadgets (e.g. maps, calculators and calendars)
➢ Virtual meeting tools
➢ Data encryption
➢ Network security
➢ Intranet
➢ Instant messaging program
➢ Electronic conferencing (e.g. Skype)
➢ Employee monitoring.
Although the list above is not exhaustive, it provides you with an idea about what
applications are and can help you to identify the ones that are currently available for you to
use within your own organisation.
Think about the way that technology has developed over time. Consider the mobile
telephone; this would have been previously used for the purpose of holding conversations
on-the-go with people. However, the complexity of a modern mobile telephone gives you
the ability to use it for many things, including business-related tasks. Perhaps, mobile
telephones are already used as part of your digitalised workplace. If not, this gives you
something to consider. Imagine all your employees can access everything that they need in
order to do their job on their mobile phone; emails, the internet and countless mobile apps
that can assist them. This would make the business much more efficient.

Activity 1A

1.2 – Locate and use digital information as an integral part of workplace operations
Locating and using digital information

Think about your workplace’s operations and how you can integrate digital information into
them. What different procedures and tasks are carried out and performed within your
workplace? What digital information can be used as an integral part of these different
procedures and tasks? What digital information is vital to the running of your business?
Once you’ve identified the digital information that your workplace operations may benefit
from, you will need to locate and use this information. Digital information refers to
information that is electronic or computer-based. There is such a wide variety of different
digital information; the information that you will need to locate and use will depend on the
particular nature of your organisation and the operations that are carried out within it. It is
essential that you know what digital information can be used as part of your workplace
operations and where you can locate it. For example, what are the sources of the digital
information that you plan on using? Once you’ve located the digital information, you will
need to know how it can be used effectively as part of your workplace’s operations.
Examples of digital information may include information that is stored electronically, such as:
➢ An electronic cash book
➢ Tax records
➢ Stock inventories
➢ Payroll information
➢ Online guides, instructions or manuals
➢ Information within databases
➢ Information within spreadsheets
➢ Information within emails.
Another way digital information can be accesses is through the internet. For example, if you
are a window cleaner, you may check the weather forecast for the next day online. If you’re
an independent business that creates crafts to sell at fayres and markets, you may need to
use the internet to find out when the next fayre or market is.

Activity 1B

1.3 – Review digital information sources for validity and reliability
Reviewing digital information sources

Once you’ve located and used digital information as an integral part of your workplace
operations, you will need to take the time to review the sources of this information.
Information sources refer to the different places where you got your information from;
where did your information originate from? The process of reviewing digital information
sources involves looking back on them and assessing, evaluating and analysing them. It
involves exploring the quality of your digital information sources and identifying the
strengths and weaknesses associated with them.
This whole process involves answering the following questions:
➢ Where did you get your information from?
➢ Can you trust the source and the information that you got from it?
➢ Is the source valid?
➢ Is the source reliable?
What makes a source valid?

If an information source is valid, it is genuine and useful. The information itself must be
correct, effective and efficient.
In order to be valid, an information source must be:
➢ Written by someone qualified to do so
➢ Regularly updated or maintained
➢ Detailed
➢ Comprehensive
➢ Unbiased
➢ Objective.
What makes a source reliable?

If an information source is reliable, it is trustworthy and dependable. The information
itself must be factually correct and consistently good in quality. In order to be reliable, an
information source must be free from errors.
Think back to the previous chapter and consider the different types of digital information
that were explored. Imagine you had located and used an online manual; is the source
(the website) valid and reliable? For example, has the manual been written by someone
qualified to do so? Is it comprehensive, factually correct and detailed?
Imagine you’d used a database to access customer information; is the source (the
database) valid and reliable? Is the information in the database correct? Is it maintained
and regularly updated?
Activity 1C

1.4 – Create, store and retrieve information in digital format
Creating information in digital format

You may be required to create, store and retrieve information in digital format as part of
your role. This information that you are required to create may depend on the nature of
your organisation and the tasks that are carried out within it. Creating information in digital
format involves producing information that is essential to your workplace in electronic
format.
For example, you may need to create the following information in digital format:
➢ Informative posts on social media (e.g. on Twitter or Facebook)
➢ Databases or spreadsheets (e.g. employee timesheets and/or rotas)
➢ Word documents (e.g. reports or instruction manuals)
➢ Graphics (e.g. a new company logo)
➢ Advertisements (e.g. posters or brochures)
➢ Audio recordings (e.g. podcasts)
➢ Emails.
As well as the examples above, you may find that in some cases, you are required to convert
paper documents into electronic documents. Imagine each of your customer’s details are in
a physical filing cabinet in the main office; hundreds and hundreds of customer files on
worn pieces of paper. You would probably benefit from digitalising this information and
having one large database with each of your customer’s details in one place.
The process of creating information in digital format may involve planning, designing,
typing, graphic designing, recording and organising.
Storing and retrieving information in digital format
Once you’ve created your information in digital format, you will need to store it
appropriately. This involves naming and storing your information properly, ensuring that
organisational and confidentiality requirements are met. Your organisation will probably
have policies and systems in place that determine how your digital information should be
named and stored; ensure that you keep these in mind.
Naming information
When storing your information, naming your files appropriately will help in the future when
you or others need to relocate and retrieve them. When stored digitally, your information
files should be named in a distinguishable way. The names of your different files should be
clearly different. Your organisation may have a policy or system in place for naming your
different files; make yourself familiar with it. You need to be able to find your information
files again so don’t worry if the name looks too long. For example, ‘client file’ is just not
going to cut it. You could try using the date and client’s initials too, for example; ‘DA file last

updated: 12/01/16’. Whichever naming system you decide on, ensure that you (and
everyone else saving and storing files) are consistent from then on.
Tips when naming your information files:
➢ Use keywords
➢ Use dates
➢ Use version numbers
➢ Use alphabetical codes
➢ Be detailed
➢ Be consistent.
Storing information
The particular way that you store your information will depend on the type of information
that you have created. For example, if you’ve created emails, they will probably be stored in
an archive within your account; you may need to set this up to ensure your emails are
always saved. On the other hand, databases or reports may need to be saved to a company
hard drive or cloud system.
Think about the different ways that you can store digital information, for example:
➢ Computer’s desktop
➢ Personal folders
➢ Shared folders
➢ Floppy disks
➢ CD-ROMs
➢ USB flash drives
➢ Hard drives
➢ Online ‘cloud’ systems (e.g. Dropbox).
The problem with storing information that is in digital format is the security of it. Is there a
chance that your information could fall into the hands of the wrong person? This is
particularly a concern if you deal with sensitive or confidential information. You need to
ensure that it is safe; this can involve password protecting your information. You also need
to address the issue of losing electronic information; what if you store all your information
on your computer’s desktop and it gets a virus? Imagine all the information that you would
lose. You may want to consider backing-up your electronic information. This may involve
saving a copy of your information onto a removable device (e.g. USB flash drive) or emailing
copies to colleagues. Consider any organisational policies or procedures that may indicate
how you should handle things like this.
When storing your electronic information, you may want to consider storing similar
information together whilst avoiding large folder structures. Little things like this can make
it easier to retrieve your information when you need in the future.
Retrieving information
It is essential that you are able to find the information that you require easily, should you
need it. Imagine taking the time to create a complex database that has all your customer
information in; it would be useless if you couldn’t retrieve it when you needed to. It’s
important to be able to find your information in a timely manner and access it in a readable
format. If you have named your files appropriately and stored them in an efficient way, the
process of retrieving them should be easy. You can search your computer for the file that
you are looking for, using keywords that will lead you there. For example if you need to
retrieve a customer’s personal file and history you could start by searching for their initials
or name. This would provide you with a list of documents that relate to this, ideally bringing
up the document that you are actually looking for.
You may find that there is a system in place within your organisation that can be used to
track, manage, store and retrieve your information files. If not, you may find that you would
benefit from creating one. This system, a document management system (DMS), will allow
you to keep on top of all your different information files and may allow you to see different
versions that are created and the users that have modified them. This is a good idea if there
are many workers using and modifying information files.
Remember that this is only an overview; the particular methods that you use for creating,
storing and retrieving data will depend on your organisation and the particular information
that you have to work with. You should remember to always refer to policies and
procedures that can point you in the right direction and ensure that you are doing things in
the way that they should be done.

Activity 1D

1.5 – Continuously review trends and innovations in relevant digital technology suitable for workplace
innovation
Trends and innovations

Workplace innovation is a process that involves recognising that there’s a constant need for
change. It involves addressing these needs and bringing ideas to life within the workplace.
New ideas may be developed and applied or old ideas may be used in a different way. We
know that, in order to stay competitive, an organisation will need to constantly improve the
way that things are done. In this case, we’re concerned with how organisations can apply
digital solutions to their processes to achieve this.
In order to ensure that your organisation is applying relevant and up-to-date digital
solutions to their work processes, you will need to continuously review the trends and
innovations in the relevant digital technology. Trends and innovations are movements,
advances, improvements and directions associated with the relevant digital technology.
Perhaps that digital technology that you have in mind has taken a new direction recently or
perhaps there is a new digital technology available. You wouldn’t know this if you weren’t
keeping up with trends and innovations. It’s essential that you take the time to continuously
review the trends and innovations that are relevant to you and your organisation to ensure
that you are using the best possible technology out there. It may involve looking at what
other organisations, similar to yours, are doing. What digital technology do they use? How
do they benefit from it? Could it have the same benefits for your organisation?
The reviewing process involves assessing the trends and innovations and analysing them, in
the hope of identifying that ones that are relevant and beneficial to your organisation. It can
involve exploring their strengths and weaknesses and the practicality of applying them
within your organisation. Ultimately, it’s about establishing how that particular digital
technology could benefit your organisation and what costs it would incur, financially and
otherwise (e.g. possible problems, loss of jobs or extra required training).
To do this, you could look in the following places:
➢ Relevant, recent publications
o relevant newsletters, journals or magazines may provide you with

information about current or emerging technology that may be relevant to
your organisation
➢ Trade associations
o organisations that are usually relevant to your specific industry may be able
to provide you with information and guidance on relevant forms of
technology
➢ Business events
o conventions, meetings or networking attended by relevant technology

vendors can provide you with details about different technology that is out
there
➢ Websites
o there is a vast amount of information about technological trends and

innovations available on the internet; you just need to
find it.
Current trends and innovations in digital technology

Now, this chapter will look into a sample of the current trends and
innovations in digital technology. Remember that these are only
examples; you should keep your own organisation in mind, exploring the particular
technology that is relevant to your work processes. What is the current ‘big thing’? What’s
popular at the moment? What technologies are other organisations using?
This chapter will explore five different emerging trends:
➢ The ‘Internet of Me’
➢ Outcome Economy
➢ The Platform (R)evolution
➢ Intelligent Enterprise
➢ Workforce Reimagined.
The ‘Internet of Me’

Think about how everyday objects are becoming increasingly connected and how user
experiences are taking place online more and more. Organisations are striving to place their
user at the centre of a digital experience, changing the way that they interact with the
business. Organisations are focusing on providing new, highly personalised experiences for
their customers. For example, vending machines are being installed with touchscreens and
video technology to create personalised experiences.
Outcome Economy
Think about the ways that you can use technology to gather information about your
customers. Organisations are beginning to develop ways to embed intelligent hardware and
sensors into the products and services that they offer. These devices provide the
organisations with insight into their customers’ usage habits and interests. This means that
the responses to these customers can be tailored to reflect this information. Organisations
are hoping to shift the focus from selling ‘things’ to selling ‘results’.
The Platform (R)evolution
Consider the ways that a digital platform can benefit organisations. A digital platform is a
system that connects the digital and physical world of a business. It defines how that
particular organisation connects, delivers services, innovates and grows. Because of the
advances in the ‘cloud’, organisations don’t rely on technology as much and can eliminate
the usual cost barriers. More and more organisations are starting to reconsider their

services and the technology that they use, transforming them into their own digital
platforms. Ultimately, the goal is to provide each customer with a customised experience.
Intelligent Enterprise
Think about the different ways that you can use technology to make your business more
effective. Some organisations are starting to make the machines that they use much
smarter and embed software intelligence into many aspects of their business. By having
smarter machines, things like decision-making processes can be deferred from people to
machines. This may lead to more efficient operations and more effective customer service.
Workforce Reimagined
Consider the benefits of a collaborative and blended workplace in which humans work side-
by-side with technology. Organisations are beginning to explore the benefits of a workforce
that is composed of both people and machines, embracing them both. It’s important that
organisations keep ahead of the times and allow their employees to develop their skills and
learn continuously.
Most people will consider the technological workplace as a negative for humans, this
shouldn’t be the case. A collaborative workplace, in which humans work alongside
machines, will produce better outcomes.
Information taken from ‘Accenture Technology Vision 2015’.
These are only summaries of the trends; see the references for further information.
You may think that the examples above seem way-off for your own organisation. Explore
simpler trends that you may be able to integrate into your workplace.
Consider the emergence of ‘eHealth’. Within a health and care setting, electronic processes
are being incorporated into day-to-day work. For example, there are apps that can be
installed on a patient’s mobile phone that will allow them to do things like manage their
own health and handle their medical bills.
Other examples include:
➢ Contactless mobile payments; allows customers to purchase anytime, anywhere
➢ Virtual workplaces; allows employees to work from a variety of locations
➢ 3D printing; don’t need to buy things – just download and print.

Activity 1E

2. Lead work processes in a digital environment
2.1. Select, integrate and use digital services in workplace operations

2.2. Review and select digital solutions that are fit for purpose
2.3. Integrate new digital innovations into workplace operations
2.4. Identify and adopt digital media protocols and conventions
2.5. Train, encourage and support team members in the application of digital solutions

2.1 – Select, integrate and use digital services in workplace operations
Selecting, integrating and using digital services

Digital services are automated services that are used in a workplace’s operations. You are
usually in control of them and they are personalised to you, your organisation or the other
people within the organisation. They include digital applications; perhaps the two terms can
be used synonymously.
After looking into the digital applications and services that you already have available within
your workplace and exploring the relevant current and emerging trends and innovations,
you will be able to identify areas that may benefit from digital services. You may also be
able to identify digital applications or services that look interesting and like they would
benefit your workplace.
The next steps include:
➢ Selecting the digital services and applications that you are going to use
➢ Slowly integrating them into workplace operations
➢ Using them effectively within workplace operations.
Selecting digital services

Selecting the digital services that you are going to introduce to your workplace involves
choosing the best option and making a decision. It’s about addressing your business
problems; why do you need digital services within your workplace? You should always keep
your priorities in mind; don’t lose track of what is most important. You should select digital
services that are best suited to the requirements of your business.
For example, your focus may be on:
➢ Improving communication between employees
➢ Enhancing customer engagement
➢ Reducing costs and time required for completion of business tasks.
The process of considering and selecting potential technology for your workplace can be
quite an exciting time. It is important that you don’t get carried away. Remember to take
everything into consideration. Although there will be many positives associated with your
choices, you should also consider any challenges that may arise. For example, with new
digital technology comes the need to train your employees – you need to ask yourself
whether you can allow for this. Do you have the time and budget needed to train your
employees so that they gain the skills and knowledge required to use the new digital
technology effectively?

More specifically, think about the problems associated with the particular digital technology
that you are considering. For example, communication services and applications may allow
for immediate transfer of information. This will improve efficiency within the workplace, but
what about problems that may arise. For example, how can you ensure
that this process can be done securely? Imagine you are transferring
sensitive or confidential information; how can you ensure that it doesn’t
fall into the wrong person’s hands?
There are many factors that may influence your selection of digital
services; cost will probably be the most important factor in most cases.
Just remember that it is a good idea to consider other factors.
For example:
➢ What are the long-term effects going to be?
➢ What could the return on investment (ROI) be?
➢ What impact is it going to have on the employees that are directly affected?
➢ Do they fit in with your business aims and objectives?
Ultimately, it’s about identifying your solutions. What digital technology is going to address
the needs and problems within your workplace?
Integrating digital services
It’s essential to capitalise on the benefits of new digital technology whilst causing minimal
disruption to current business. To ensure that this is the case, you need to integrate digital
services into your workplace gradually, mixing them into your workplace operations
seamlessly. Introduce them to the workplace and inform everyone beforehand. It is
important to integrate digital services slowly, allowing everyone to keep up, develop their
skills and knowledge and adapt to the changes. You should provide employees with
opportunities for training and learning and keep communication open and regular after the
integration process.
Using digital services
After the integration process, the next step is to use the digital services effectively. It’s
essential that you use your digital services in the way that they were intended to be used.
Remember that they are meant to make business processes easier or more efficient. If this
doesn’t seem to be the case, you may be doing something wrong. The ‘using’ process is a
continuation from the integration process and can often involve continuing what you are
already doing.
This whole process is one that you could do by yourself, if you have the sufficient skills and
knowledge. Sometimes though, it may be beneficial to consult with technology experts (e.g.
Web designers and developers or IT consultants). They may have the skills and knowledge
that you require in order to make informed decisions about what digital applications are
integrated into your workplace. They may also be able to help with the integration process.

The next few chapters will look at the steps outlined above in more detail (e.g. selecting,
integrating and using digital solutions).

Activity 2A

2.2 – Review and select digital solutions that are fit for purpose
Are digital solutions fit for purpose?

Digital solutions are the different answers to your need for digitalising your workplace. They
include the digital services and applications that have already been integrated into your
workplace and anything and everything digital that you are considering integrating into your
workplace.
As part of your role of leading work processes in a digital environment, you will need to
review and select the digital solutions that are fit for purpose. The reviewing process
involves looking back at your different digital solution choices and examining each of them,
in the hope of identifying whether they are fit for purpose or not. You can then confidently
select the ones that are actually fit for purpose to carry on with or go ahead with and
implement in your workplace.
Think about the key elements that need to be considered when evaluating whether your
digital solutions are fit for purpose.
For example, you may find yourself asking the following questions:
➢ Will they achieve your needs or objectives?
➢ Are they suited to the organisation?
➢ Do you think they’ll do what you need them to do?
➢ Is the organisation going to benefit from them?
➢ Can you see any problems arising?
If a digital solution is fit for purpose it is well suited for its specific purpose and is good
enough to do the job that it was designed to do. For example, if you’ve integrated an online
‘cloud’ system within your workplace in the hope it would minimise paper use and make it
easier to retrieve files at any location and you find that this doesn’t seem to actually be the
case then it wouldn’t be seen as fit for purpose. For example, the paper use within the
workplace may still be high and employees may be finding it difficult to access business files
from home. If your digital solution is doing exactly what it needs to be in the exact way that
it should be, then you can be confident that it is fit for purpose. If you’re only
speculating you should consider whether, on paper, your digital solution is
fit for purpose. Is it likely that it will have the intended effect?

Activity 2B

2.3 – Integrate new digital innovations into workplace operations
New digital innovations

Digital innovations are the ideas that you have developed in relation to integrating
technology into your workplace operations. What ideas have been generated? What plans
have been devised? What technology is going to be integrated into your workplace?
Remember that innovations are all about making changes and thinking differently. You may
have a mix of fresh, original ideas and thoughts about how to use old ideas in a new and
innovative way.
Whatever your digital innovations are, you will be responsible for integrating them into your
workplace’s operations. As previously established, the integration process should be carried
it gradually. It’s essential to introduce new digital innovations slowly, mixing them into
workplace operations seamlessly. Your aim should be to integrate these digital innovations
into the workplace causing the least amount of disruption possible. Before the integration
process begins, you should make sure that everyone that is going to be affected is aware of
what is about to happen.
Throughout the integration process, remember to:
➢ Allow everyone to adapt to the changes
➢ Give people the chance to develop the necessary skills and knowledge
➢ Keep communication open and regular
➢ Support everyone involved.
Consider the following steps when integrating digital innovation into your workplace operations:
➢ Start small
o make subtle changes, in the hope that they’ll lead to bigger changes in the
future
➢ Think about the future
o consider what your customers want in the future too; will make it easier to
plan
➢ Create a strategy
o consider all options and develop a plan for integration
➢ Don’t be afraid to ask for help
o some digital innovations will be hard to manage; seek expert help if needed.

Activity 2C

2.4 – Identify and adopt digital media protocols and conventions
Digital media protocols and conventions

Digital media refers to media that are encoded in a machine-readable format. They include
all the different formats that can be used to present information, all completed on a
computer.
For example:
➢ Computer programs and software (e.g. digital imagery and video)
➢ Web pages and websites (e.g. YouTube)
➢ Data and databases
➢ Digital audio (e.g. mp3s)
➢ E-books.
As part of your role, you may find that you are responsible for identifying and adopting
digital media protocols and conventions. These protocols and conventions are the different
procedures, rules and agreements that are related to the digital media used within your
workplace. They can refer to organisation or legal requirements and should be taken very
seriously. The protocols and conventions that you identify and adopt will depend on the
type of digital media that you plan on using. Remember that rules, regulations and laws
change all of the time, so it is a good idea to review them constantly to ensure that you are
adopting the correct, most recent ones.
Legislation
When digitalising your workplace, you should take into consideration any Australian laws
that may be relevant to the digital solutions that you are introducing to your workplace. You
should familiarise yourself with the relevant laws and ensure that all work that is carried out
abide by these laws.
Privacy Act 1988
The Privacy Act is an Australian law that contains Australian Privacy Principles (APPs). These
APPs outline how you, a digital workplace, should handle, use and manage the general
public’s personal information. It refers to correct handling of personal information, including
the collection, use, storage and disclosure. Personal information can include a person’s
name, address, bank account details or telephone number. It is essential that you comply
with this Act in all of your work practices. Personal information that is obtained online is
subject to exactly the same laws as information collected offline. One way of ensuring that
you follow this Act is to inform your customers (or whoever’s information that you have) of
the different ways that you intend to use their personal information. They then have the
opportunity to decide whether that’s okay.
Australian Government Policy Framework for Consumer Protection in Electronic Commerce
This policy framework aims to protect customers that purchase products or services online.
It is your responsibility to provide a safe and efficient online environment for your
customers. For example, you are required to provide sufficient information about your
products or services and a secure payment process for your customers. You must also
ensure that your customers’ personal information is completely protected and remains
private and confidential.
SPAM Act 2003
This law prohibits all unsolicited electronic communication with customers or potential
customers. As a business, you are not allowed to communicate electronically with people
unless they want you to. This includes the use of emails and text messages. To ensure that
you are complying with this law you must have the consent of anyone that you wish to
communicate with electronically. You should also give them the option to unsubscribe at
any time.
Workplace Health and Safety (WHS)
When digitalising your workplace, you should also take everyone’s health and safety into
consideration. When working with digital technology, particularly computers, you need to
ensure that people are working safely and ergonomically. Working long hours sat at a
computer can have multiple negative effects on a person. For example, you can develop
back injuries, get problems with your eyes and suffer with headaches. You can also
experience repetitive strain injuries (RSI). Because of all of this, it is essential that you
provide a safe working environment. This may involve providing chairs that can be adjusted
to suit the individual, ensuring that correct screens are used at the right angle and height
and scheduling regular breaks for everyone.
The above laws are only examples of some of the laws that apply to a digital workplace;
there are many more laws that may be relevant to your organisation. A good place to start
is ‘The Australian Guidelines for Electronic Commerce’ (see references). These guidelines
will provide you with a benchmark that you should strive to achieve, in terms of serving
your customers’ best interests. You will be able to use these guidelines as a code of conduct;
you can follow this when dealing with your customers online. This will provide you with all
possible guidelines that may need considering, providing you with a starting point for
researching the relevant laws.

Activity 2D

2.5 – Train, encourage and support team members in the application of digital solutions
Training team members

Once you’ve integrated your digital solutions into your workplace, you will need to ensure
that you train, encourage and support team members in the application of them. You need
to ensure that they are being applied correctly and effectively. You will have a greater
chance of success if you have your team members’ support. In order to gain this support,
they need to feel like they can handle the changes that are occurring.
As we’ve established, your team members will need the chance to develop the skills and
knowledge required to apply the chosen digital solutions to workplace operations. They
need to be able to adapt to the changing digital structure of the business. This will involve
training them and teaching them everything that they need to know in order to use the
technology that is being introduced. You need to train them so that they are prepared for
their new, digital workplace.
There are many methods that you can use to train your team members, for example:
➢ Technology-based learning
➢ On-the-job training
➢ Lectures
➢ Training films or videos.
Technology-based learning
Technology-based learning involves team members learning via electronic technology. It is
also known as e-learning and can involve learning on the computer and/or the internet. It
may involve the use of the internet, an intranet, chat rooms, CD-ROMs or webcasts.
Technology-based learning allows your team members to learn at anytime and anywhere.
They’ll be able to complete the training at a convenient time. A disadvantage of this type of
learning is that team members will need to know how to use the particular technology that
is involved.
On-the-job training
On-the-job training involves team members training whilst they’re fulfilling their role within
the workplace. It can involve a qualified person showing team members, in a one-on-one
setting, how to perform it. In this case, it would involve someone demonstrating how to use
the digital solutions that are being introduced within the workplace. Ultimately, on-the-job
training is about learning about the digital solutions through directly using them. It means
that team members can ask questions if they need to and are constantly supported.
Lectures
Lectures are oral presentations that can teach your team members about the digital
solutions that are going to be implemented within the workplace. They allow you to
communicate with large groups of people at the same time, making it a time and cost
efficient way of training your team members. The problem with lectures is that they don’t
allow for your team members to participate, making it a passive way to learn.
Training films or videos
In some cases, there may be a technological film that is specific to your organisation and the
digital solutions that are being implemented. This film can be used to communicate the
relevant information to your team members. It can also be used to demonstrate specific
tasks or actions that will need to be learnt by your team members too. Like technology-
based learning, training films or videos allow your team members to access and watch them
whenever is convenient for them.
In some cases, you may find that a combination of methods would be most effective. It’s
extremely difficult to meet the learning needs of every team member. One person may
learn better by getting hands-on and giving things a go. Another person may learn better by
watching someone else demonstrate first. You should explore what methods your team
prefer; what methods do they find effective? How can you ensure that every team
members’ learning and training needs are met?
Encouraging and supporting team members
As a leader, it is extremely important to encourage and support your team members. They
need to feel part of a team and as though they are valuable to this team.
Encouraging and supporting team members can involve:
➢ Maintaining communication
➢ Consulting with them
➢ Gathering and responding to feedback
➢ Setting realistic targets for them
➢ Rewarding them for positive contributions
➢ Striving to keep them motivated
➢ Getting them to think for themselves
➢ Getting influential staff members (e.g. team leaders) to lead the way.

Activity 2E

3. Recognise and apply intellectual property requirements
3.1. Identify legislation, regulations and the organisation's policy relevant to intellectual
property
3.2. Review digital process and applications for compliance with intellectual property
requirements
3.3. Document, register and report matters related to intellectual property

3.1 – Identify legislation, regulations and the organisation's policy relevant to intellectual property
Intellectual property
As part of your role, you may find that you are required to recognise and apply intellectual
property requirements. This involves making yourself familiar with what intellectual
property is, how you can protect your own ideas and how to avoid imitating other peoples’
ideas (even if it is unintentional).
Intellectual property is intangible property that refers to creations of the mind. This
property is usually the result of creativity and includes unique ideas, designs and creations
that can be legally owned. The unique ideas, designs and creations that are developed
within your workplace are essential for long term success; they give you a competitive edge.
They can often refer to your ‘trade secrets’.
So, how can you make sure that no other organisations use or copy your ideas, designs or
creations? Imagine your team has just developed a new, original logo and slogan for your
business. It is essential that you take the necessary steps to protect them and stop others
from using them as their own. In some cases, you will need to register your intellectual
property formally to ensure that it is protected. In other cases, your intellectual property
will be automatically protected.
You can protect your ideas through:
➢ Copyright
➢ Patents
➢ Circuit layouts
➢ Trade marks
➢ Designs.
The type of protection that you need will depend on the kind of ideas that you are trying to
protect and exactly what you want to prevent from happening.
Copyright
Copyright gives you free and automatic protection of your ideas and creations. It ensures
that other organisations are not able to copy any of your ideas or creations. Copyright
prevents unauthorised use of your work in its original form. It applies to many forms of
ideas and creations, including writing, visual images, sound recordings and music.
Patents
Patents give you the exclusive right to commercially exploit your new idea, development or
invention (for the life of the patent). Patents are legally enforceable and there are two
different types; standard and innovation patents.
Although patents can be used to protect things like methods, substances, processes and
devices, they cannot protect things like mathematical models, schemes, artistic creations
and plans.

Circuit layouts
If, as part of your business, you create complex and unique circuits or computer chips you
can be assured that your designs are automatically protected under the Circuit Layouts Act
1989. Circuits and computer chips can create you a lot of value; only your organisation will
have the right to bring your designs to life and exploit them commercially. You need to
know that your designs are protected and that no other organisation can copy them.
Trade marks
Trademarks are a good way of making your business’s goods and services distinguishable
from those of other business. They can be a valuable marketing tool as they can help build
your brand and increase the value of your business. A trade mark can protect many things,
including sounds, logos, numbers, words, pictures and aspects of packaging. By registering
things under a trademark, you – and only you – have the rights to use, license or sell that
particular trademark. If something is trademarked, you can be sure that nobody else will be
able to imitate your brand without them facing legal action.
Designs
When setting your business apart from the competition, the visual appearance of your
products can be one of the most valuable assets. If your design has a visual appearance that
is new, distinctive and unique (including shapes, patterns and configurations) you can
register it. Under the Designs Act 2003, your design will then be protected and others are
not able to use the design without your permission.
The information above is taken from the following website:
http://www.business.gov.au/business-topics/business-planning/intellectual-
property/Pages/patents.aspx.
Legislation, regulations and organisation policy
You will need to make yourself familiar with the legislation, the regulations and your
organisation’s policies that are relevant to your intellectual property. You need to ensure
that your work is not breaking any legislation, as well as protecting your own work from
being copied. Legislation surrounding intellectual property is designed to encourage
innovation amongst businesses. IP Australia is the federal government agency that is
responsible for granting rights – this is always a good place to start.
You may want to explore the following legislation:
➢ Trade Marks Act 1995
➢ Copyright Act 1968
➢ Circuit Layouts Act 1989
➢ Designs Act 2003
➢ Patents Act 1990.
More information can be found at the ComLaw website (www.comlaw.gov.au).

As well as the relevant legislation and regulations, you should ensure that you are familiar
with any policies within your organisation that are related to intellectual property. Are there
rules and guidelines in place that you should be considering?
Activity 3A

3.2 – Review digital process and applications for compliance with intellectual property requirements
Reviewing digital process and applications

After you are familiar with what your intellectual property is and are aware of the
legislation, regulations and policies are in place, you will need to review your digital process
and applications for compliance with the relevant intellectual property requirements. This
involves revisiting your ideas, developments and creations in terms of digital solutions and
establishing whether they comply with the relevant requirements. Reviewing your ideas for
compliance involves ensuring that they are conforming to the necessary rules. Are you
working within the law?
Perhaps you’ve developed a new website, along with an original company logo and tag line
in the hope of digitalising your workplace and your customers’ experience. You need to take
the necessary steps to ensure that these new developments comply with the relevant
requirements, particularly the relevant legislation that is in place. Even if it is unintentional,
you may face serious consequences if you take your ideas further and they happen to be
legally owned already. You can’t use other peoples’ registered ideas, designs or creations. If
you happen to have designed something that already exists, the owner of that design can
take legal action against you or your company.
To avoid someone taking legal action against you, you will need to make the necessary
checks, making sure that your ideas, developments and creations haven’t already been
registered and aren’t legally owned by someone else.
This can involve examining the relevant databases and conducting thorough
research. As stated in the previous chapter, the IP Australia website is a good
place to start (see references).

Activity 3B

3.3 – Document, register and report matters related to intellectual property
Documenting matters related to intellectual property

Record keeping is an important aspect of many business operations, including matters
related to intellectual property. As part of your role, you may find that you have to
document matters related to intellectual property, writing everything down and keeping the
necessary records. It can be a relatively straightforward process and shouldn’t be forgotten
or neglected. Think about all of the work that is put into your inventions and creations,
including the different research and development activities. It’s so important that you
document this process thoroughly. If you have records of what has occurred, you can use
these to applying for and managing things like patents, trade marks and copyrights. They
can be helpful if people question the originality of your creations – you’ve got the evidence
of the development. They can also be helpful if, at a later date, someone else tries to pass
your ideas off as their own – again, you’ve got evidence.
Before attempting to document any matters related to intellectual property, you should see
if there are any policies in place within your organisation that could point you in the right
direction. There may be a particular way to document matters; ensure that you’re familiar
with any relevant requirements.
Remember it is about writing everything down, including:
➢ Who developed the idea/creation?
➢ When did they do this?
➢ How did they do this?
The documenting process may involve keeping notebooks and adding daily entries about
what has happened. You should date everything – if anything is ever queried then you can
look back and provide evidence. Once you’ve developed a new digital solution that you
intend to implement within your workplace, you’ll be able to use the documentation
surrounding it to develop the necessary training programs or organisational policies.
Registering and reporting matters related to intellectual property
Registering your intellectual property is a process that allows you to legally own an idea or
creation. It is essential that you register your intellectual property to ensure that nobody
can use it and claim it as theirs. You need to take the necessary steps in order to legally own
your intellectual property, registering it as yours so that it is on record. It may involve
applying for something like a trademark, and hoping that it is granted. It’s worth completing
a comprehensive search before attempting to register your intellectual property to ensure
that the trademark, patent or copyright doesn’t already exist – is it actually available to use?
You will also be required to report any matters that relate to intellectual property that come
to your attention. If you see something familiar being used (e.g. a logo) by a business that
you don’t think developed it, you need to take the necessary action.
As previously stated, the IP Australia website is a good place to start (see references). You’ll
be able to register your intellectual property, apply for things like trade marks and report
matters related to intellectual property (e.g. problems, issues or concerns).
Activity 3C

Skills and Knowledge Activities
Refer to Tasks 1 and 2.

Congratulations!
You have now finished the unit 'Apply digital solutions to work processes'.

References
These suggested references are for further reading and do not necessarily represent the
contents of this Learner Guide.
Accenture Technology Vision 2015:

http://nstore.accenture.com/techtrends/AccentureTechVision_AnAustralianPerspective_20
15.pdf
Circuit Layouts Act 1989: https://www.comlaw.gov.au/Details/C2012C00729
ComLaw website: www.comlaw.gov.au
Copyright Act 1968: https://www.comlaw.gov.au/Details/C2015C00586
Designs Act 2003: https://www.comlaw.gov.au/Details/C2015C00043
Intellectual property: http://www.business.gov.au/business-topics/business-
planning/intellectual-property/Pages/patents.aspx.
IP Australia: http://www.ipaustralia.gov.au/
The Australian Guidelines for Electronic Commerce:
http://archive.treasury.gov.au/documents/1083/PDF/australian_guidelines_for_electronic_
commerce.pdf
Trade Marks Act 1995: https://www.comlaw.gov.au/Details/C2015C00365
All references accessed on and correct as of 26/01/16, unless other otherwise st


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Table of Contents ......................................................................................................................... 2

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No licensing, legislative or certification requirements apply to this unit at the time of

Management and Leadership - Management

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Element Performance Criteria

1. Utilise digital 1.1 Identify available workplace digital applications for

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Skill Performance Criteria Description

Reading 1.1, 1.3 ➢ Sources, analyses and interprets textual information,

Writing 3.3 ➢ Develops texts dealing with complex concepts using

Oral 2.5 ➢ Presents information using language and features

Navigate the 2.4, 3.1-3.3 ➢ Monitors adherence to organisational policies and

Interact with 2.5 ➢ Uses a collaborative instructional approach to

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Evidence of the ability to:

Assessment must be conducted in a safe environment where evidence gathered

➢ Relevant legislation and regulations

Assessors must satisfy NVR/AQTF assessor requirements.

Companion volumes available from the IBSA website:

➢ That this is an interactive course and you should ask questions.

➢ Ground rules for participation:

o Support and encourage other participants

o When someone is contributing everyone else is quiet

o Be patient with others who may not be grasping the ideas

o Focus discussion on the topic

o Speak to the trainer if you have any concerns

➢ Show how to utilise digital workplace information

➢ Learn how to lead work processes in a digital environment

➢ Demonstrate how to recognise and apply intellectual property requirements

➢ Gain the skills and knowledge required for this unit.

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1.1. Identify available workplace digital applications for communications, technologies

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➢ What work processes can you apply them to?

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➢ Team messaging applications

➢ Word processors (e.g. Microsoft Word)

➢ Web browsers (e.g. Internet Explorer or Google Chrome)

➢ Image editing programs

➢ Gadgets (e.g. maps, calculators and calendars)

➢ Virtual meeting tools

➢ Instant messaging program

➢ Electronic conferencing (e.g. Skype)

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Locating and using digital information

➢ Online guides, instructions or manuals

➢ Information within databases

➢ Information within spreadsheets

➢ Information within emails.

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Reviewing digital information sources

➢ Is the source valid?

➢ Is the source reliable?

What makes a source valid?

➢ Regularly updated or maintained

What makes a source reliable?

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