Bsbwor203 Learner Guide v1.2 Acot

BSBWOR203
Work effectively with others

Learner Guide
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Table of Contents
Unit of Competency .......................................................................................................................... 5

Application ........................................................................................................................................... 5
Unit Sector ........................................................................................................................................... 5
Performance Criteria............................................................................................................................ 6
Foundation Skills .................................................................................................................................. 7
Assessment requirements ................................................................................................................... 8
1. Develop effective workplace relationships ................................................................................... 10
1.1 – Identify own responsibilities and duties in relation to workgroup members and undertake
activities in a manner that promotes cooperation and good relationships .......................................... 11
Responsibilities and duties ................................................................................................................ 11
Code of Conduct................................................................................................................................. 11
Job description and employment arrangements ............................................................................... 12
Organisation’s policy relevant to work role ....................................................................................... 13
Skills, training, and competencies...................................................................................................... 13
Supervision and accountability requirements ................................................................................... 14
Environmentally sustainable working practices ................................................................................ 15
Team structures ................................................................................................................................. 15
Activity 1A .......................................................................................................................................... 17
1.2 – Take time and resource constraints into account in fulfilling work requirements of self and
others ..................................................................................................................................................... 18
Project management.......................................................................................................................... 18
Time constraints................................................................................................................................. 18
Resource constraints.......................................................................................................................... 19
Activity 1B .......................................................................................................................................... 20
1.3 - Encourage, acknowledge and act on constructive feedback provided by others in the workgroup
............................................................................................................................................................... 21
Constructive feedback ....................................................................................................................... 21
Formal/informal performance appraisals .......................................................................................... 22
Obtaining feedback from clients ........................................................................................................ 22
Obtaining feedback from supervisors and colleagues ....................................................................... 22
Personal, reflective behaviour strategies .......................................................................................... 23
Routine organisational methods for monitoring service delivery ..................................................... 23
VCID. ACOT Training and Assessment/BSBWOR203/Learner Guide/V1.2/July 2019

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Activity 1C .......................................................................................................................................... 24
2. Contribute to workgroup activities .............................................................................................. 25
2.1 – Provide support to team members to ensure workgroup goals are met ..................................... 26
Providing support............................................................................................................................... 26
Explaining/clarifying ........................................................................................................................... 27
Helping colleagues ............................................................................................................................. 27
Problem-solving ................................................................................................................................. 27
Providing encouragement.................................................................................................................. 28
Providing feedback to a team member ............................................................................................. 28
Undertaking extra tasks if necessary ................................................................................................. 28
Activity 2A .......................................................................................................................................... 29
2.2 – Contribute constructively to workgroup goals and tasks according to organisational
requirements ......................................................................................................................................... 30
Contribute to workgroup ................................................................................................................... 30
Organisational requirements ............................................................................................................. 31
Teamwork .......................................................................................................................................... 31
Activity 2B .......................................................................................................................................... 32
2.3 – Share information relevant to work with workgroup to ensure designated goals are met ......... 33
Sharing relevant information ............................................................................................................. 33
Documentation requirements ........................................................................................................... 34
Collaboration in the workplace .......................................................................................................... 34
Activity 2C .......................................................................................................................................... 35
2.4 – Identify and plan strategies/opportunities for improvement of workgroup in liaison with
workgroup .............................................................................................................................................. 36
Strategies and opportunities for improvement ................................................................................. 36
Career planning/development ........................................................................................................... 36
Coaching, mentoring and/or supervision .......................................................................................... 37
Formal/informal learning programs .................................................................................................. 37
Internal/external training provision................................................................................................... 38
Performance appraisals ..................................................................................................................... 38
Personal study .................................................................................................................................... 38
Recognition of current competence (RCC)/skills ............................................................................... 38
Activity 2D .......................................................................................................................................... 39
3. Deal effectively with issues, problems and conflict ....................................................................... 40

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3.1 – Respect differences in personal values and beliefs and their importance in the development of
relationships........................................................................................................................................... 41
Personal values and beliefs ................................................................................................................ 41
The development of relationships ..................................................................................................... 42
Anti-discrimination legislation ........................................................................................................... 43
Activity 3A .......................................................................................................................................... 44
3.2 – Identify any linguistic and cultural differences in communication styles and respond
appropriately.......................................................................................................................................... 45
Cultural differences in communication styles.................................................................................... 45
Non-verbal communication ............................................................................................................... 45
Activity 3B .......................................................................................................................................... 47
3.3 – Identify issues, problems and conflict encountered in the workplace ......................................... 48
Issues and problems in the workplace ............................................................................................... 48
Workplace stress ................................................................................................................................ 48
Workplace bullying ............................................................................................................................ 49
Workplace violence............................................................................................................................ 49
Safety issues in the workplace ........................................................................................................... 50
Discrimination in the workplace ........................................................................................................ 50
Conflict within the workplace ............................................................................................................ 51
Responsibility ..................................................................................................................................... 51
Leadership .......................................................................................................................................... 51
Background ........................................................................................................................................ 51
Style.................................................................................................................................................... 51
Personality ......................................................................................................................................... 51
The effects of conflict in the workplace ............................................................................................. 52
Activity 3C .......................................................................................................................................... 53
3.4 – Seek assistance from workgroup members when issues, problems and conflict arise and suggest
possible ways of dealing with them as appropriate or refer them to the appropriate person............. 54
Dealing with issues and problems within the workplace .................................................................. 54
Conflict resolution techniques ........................................................................................................... 54
Setting the scene................................................................................................................................ 55
Gathering information ....................................................................................................................... 55
Agreeing the problem ........................................................................................................................ 55
Discussing possible solutions ............................................................................................................. 55
Negotiating a solution ........................................................................................................................ 56

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Activity 3D .......................................................................................................................................... 57
Summative Assessments........................................................................................................................ 58

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Unit of Competency
Application
This unit describes the skills and knowledge required to work cooperatively with others and deal
effectively with issues, problems and conflict.
It applies to individuals who perform a range of routine tasks using a limited range of practical skills, and
a fundamental knowledge of teamwork in a defined context under direct supervision or with limited
individual responsibility.
No licensing, legislative, regulatory or certification requirements apply to this unit at the time of
publication.
Unit Sector
Industry Capability – Workplace Effectiveness

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Performance Criteria
Element Performance Criteria
Elements describe the Performance criteria describe the performance needed to
essential outcomes. demonstrate achievement of the element.
1. Develop effective 1.1 Identify own responsibilities and duties in relation to

workplace workgroup members and undertake activities in a manner
relationships that promotes cooperation and good relationships
1.2 Take time and resource constraints into account in fulfilling
work requirements of self and others
1.3 Encourage, acknowledge and act on constructive feedback
provided by others in the workgroup
2. Contribute to 2.1 Provide support to team members to ensure workgroup

workgroup activities goals are met
2.2 Contribute constructively to workgroup goals and tasks
according to organisational requirements
2.3 Share information relevant to work with workgroup to
ensure designated goals are met
2.4 Identify and plan strategies/opportunities for improvement
of workgroup in liaison with workgroup
3. Deal effectively with 3.1 Respect differences in personal values and beliefs and their
issues, problems and importance in the development of relationships
conflict 3.2 Identify any linguistic and cultural differences in
communication styles and respond appropriately
3.3 Identify issues, problems and conflict encountered in the
workplace
3.4 Seek assistance from workgroup members when issues,
problems and conflict arise and suggest possible ways of
dealing with them as appropriate or refer them to the
appropriate person

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Foundation Skills
This section describes language, literacy, numeracy and employment skills incorporated in the
performance criteria that are required for competent performance.
Reading
➢ Identifies and interprets information to determine task requirements.
Writing
➢ Completes required documentation using organisational formats
➢ Composes simple documents for others to read.
Oral Communication
➢ Presents information and seeks advice using language and features appropriate to audience
➢ Participates in discussions using listening and questioning to elicit views of others and to clarify
or confirm understanding.
Numeracy
➢ Interprets information related to timeframes and resource quantities.
Navigate the world of work
➢ Understands responsibilities of own role and follows explicit and implicit organisational
protocols and procedures.
Interact with others
➢ Selects and uses appropriate communication practices when seeking or sharing information
➢ Establishes and builds rapport and relationships with others to foster a culture of respect and
cooperation in communications.
Get the work done
➢ Plans and organises work commitments to ensure deadlines and objectives are met
➢ Uses formal analytical thinking techniques to recognise and respond to routine problems.

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Assessment requirements
Performance evidence
Evidence of the ability to:
➢ Identify own responsibilities in relation to the team and the organisation's requirements
➢ Work effectively in a workgroup including:
o supporting team members
o using culturally appropriate communication skills
o acting on constructive feedback
o cooperating and contributing to team goals
o identifying improvement opportunities
➢ Identify problems and conflicts and address them appropriately.
Note: If a specific volume or frequency is not stated, then evidence must be provided at least once.
Knowledge Evidence
To complete the unit requirements safely and effectively, the individual must:
➢ Outline the organisational standards, policies and procedures that relate to own work role
➢ Outline team responsibilities and duties and their relationship to individual responsibilities and
duties.
➢ Summarise conflict resolution techniques.

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Assessment conditions
Assessment must be conducted in a safe environment where evidence gathered demonstrates

consistent performance of typical activities experienced in the industry capability – workplace
effectiveness field of work and include access to:
➢ Office equipment and resources
➢ Workplace documentation
➢ Case studies and, where possible, real situations
➢ Interaction with others.
Assessors must satisfy NVR/AQTF assessor requirements.
Links
Companion Volume implementation guides are found in VETNet -

https://vetnet.education.gov.au/Pages/TrainingDocs.aspx?q=11ef6853-ceed-4ba7-9d87-4da407e23c10

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1. Develop effective workplace relationships

1.1. Identify own responsibilities and duties in relation to workgroup members and undertake
activities in a manner that promotes cooperation and good relationships
1.2. Take time and resource constraints into account in fulfilling work requirements of self and
others
1.3. Encourage, acknowledge and act on constructive feedback provided by others in the workgroup

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1.1 – Identify own responsibilities and duties in relation to workgroup members

and undertake activities in a manner that promotes cooperation and good
relationships
By the end of this chapter, the learner should be able to:
➢ Identify two responsibilities or duties that a person should have to make the proposed
system work effectively
➢ Explain why good cooperation and teamwork with staff is essential to making a given
system work.
Responsibilities and duties

Employees must identify, understand and live up to their responsibilities and duties in order for a
workplace to function effectively.
Responsibilities and duties may include:

➢ Code of Conduct
➢ Job description and employment arrangements
➢ Organisation’s policy relevant to work role
➢ Skills, training and competencies
➢ Supervision and accountability requirements including WHS
➢ Environmentally sustainable working practices
➢ Team structures.
Code of Conduct
A code of conduct is a communication tool, outlining the responsibilities of an individual employee and
the organisation as a whole. It is often found in the employee handbook, and it defines what the
organisation considers to be acceptable behaviour. It also provides a framework for ethical decision
making. A code of conduct does not need to be complicated; it should simply inform the employee of
organisational expectations. The code of conduct will act as a protection for the organisation in the
event that an employee’s contract has to be terminated.
A workplace code of conduct should:

➢ Be clear
➢ Promote business values
➢ Be specific
➢ Be flexible
➢ Take individual circumstances into account.

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Codes of conduct will differ between organisations. However, they will all contain behaviour guidelines
that are consistent with organisational policies and values.
Job description and employment arrangements

A job description is a written statement of a particular job that helps employees to understand their
role. It is usually based on the findings of a job analysis and can be used when measuring the worker’s
performance.
A job description may include:

➢ Job title
➢ Responsibilities/duties
➢ Reporting requirements
➢ Working conditions
➢ Required qualifications
➢ Desired skills
➢ Information regarding wages.
Employment arrangements are a formal agreement regarding working hours that suit the organisation’s
needs. There are many different types of employment arrangements.
Employment arrangements may include:

➢ Full time
➢ Part-time
➢ Casual
➢ Fixed term
➢ Commission.
Flexible employment arrangements are essential in achieving

economic growth.

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Organisation’s policy relevant to work role

Policies within an organisation are written statements that outline plans based on the values of the
organisation.
Examples of policies include:

➢ Confidentiality
➢ Health and safety
➢ Access and equity
➢ Code of conduct
➢ Risk management
➢ Human resources.
Relevant organisational policies should be always considered and reflected in your workplace activities.
Skills, training, and competencies

Worker skills are essential for the achievement of qualifications and experience. They can also increase
the chances of successful development in the workplace.
Skills should allow an employee to:

➢ Get along with their colleagues
➢ Develop respect
➢ Solve problems
➢ Make critical decisions
➢ Become a strong part of an organisation.
Examples of skills include:

➢ Interpersonal skills
➢ Technology skills
➢ Communication skills
➢ Presentation skills
➢ Numeracy skills
➢ Leadership skills
➢ Critical thinking skills.
Employee training is essential for the success of an organisation. It provides an opportunity for
expansion of the employee’s knowledge.

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Training is important because:

➢ It provides an opportunity for education about the effective use of technology
➢ A consistency of employee knowledge can be developed
➢ Skills can be improved
➢ Qualifications can be obtained
➢ Productivity and profitability can be improved
➢ Health and safety can be promoted
➢ Opportunities for career development can be created
➢ It is part of laws and regulations.
Workplace competencies should be used in order to define and measure the effectiveness of particular
employees. A workplace competency describes the required characteristics, behaviours, attributes, or
skills for success in a specific job role. They provide employees with clear guidance regarding
performance expectations. They also highlight behaviours that are valued by organisations. There are
lots of different competencies within the workplace. It is essential to know which ones are relevant to
your specific job role and your organisation.
Workplace competencies may include:

➢ Mindfulness
➢ Proactivity
➢ Self-responsibility
➢ Communication
➢ Productivity.
Supervision and accountability requirements

Supervision is essential for an organisation to reach its full potential. It includes the coaching, training
and development of employees.
Supervisors’ responsibilities include managing:

➢ The work
➢ The system
➢ Self
➢ Others.
A good supervisor should display leadership qualities and provide employees with professional
direction. It is the employee’s responsibility to ensure their actions fulfil the supervisor’s expectations.

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Accountability in the workplace is concerned with employee responsibilities.
For example:
➢ Being present for their shifts and completing
assigned tasks
➢ Ensuring health and safety of self and others
➢ Fulfilling the organisation’s goals
➢ Performing the required duties.
The employee should accept responsibility for the completion

of tasks and functions. They should be prepared to face the
consequences of poor performance.
Environmentally sustainable working practices

All organisations should recognise the importance of working in environmentally responsible ways. It is
an employee’s responsibility to follow environmentally friendly practices and minimise their impact on
the environment. Environmentally sustainable work practices reduce harm to the environment and
ensure that resources aren’t unnecessarily wasted.
Environmentally sustainable work practices may include:

➢ Reducing waste
➢ Re-using materials when possible
➢ Recycling relevant materials
➢ Disposing of waste responsibly
➢ Minimising energy waste
➢ Avoiding air or water pollution.
Team structures
Team structures relate to the composition of organisational work groups. A good team structure should
promote teamwork and have a clear leader. Each team member should commit to their specific role in
order to maintain effective teamwork. It is an employee’s responsibility to identify, understand, and
demonstrate their roles.
The employee responsibilities and duties outlined above should be considered in relation to the
performance of workgroup members.

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Workgroup members may include:

➢ Coach/mentor
➢ Other members of the organisation
➢ Peers/work colleagues/team/enterprise
➢ Supervisor or manager.
Work activities should be undertaken in ways which promote

cooperation and good relationships.
Ways to do this include:

➢ Showing respect and encouraging others
➢ Working together with others and listening carefully
➢ Adapting what you say to a specific situation.

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Activity 1A

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1.2 – Take time and resource constraints into account in fulfilling work
requirements of self and others
➢ Describe three potential problems with a given strategy, taking into account time and
resource constraints.
Project management
A project is a network of tasks for the creation or modification of a product or service within a limited
duration. Resources should be allocated for suitable project time and budgeting, accounting for any
constraints. It is likely that the organisation’s options will be limited by such constraints. However,
project management should allow for the planning, organisation, and control of resources, procedures
and protocols. This will increase the chance of realising organisational goals. The greatest challenge of
project management is honouring the constraints and achieving project goals and objectives.
There are two main types of constraints:

➢ Time constraints
➢ Resource constraints.
Time constraints
Time constraints relate to the timeframes and deadlines set for the completion of organisational tasks.
Sequences of tasks often have to be completed on schedule in order to avoid delaying the entire
project. A budget increase may be necessary for the allocation of resources and achievement of set
deadlines.
Delays could be prevented by:

➢ Allocating additional human resources
➢ Offering workers overtime
➢ Hiring temporary staff from an agency.
Time management is an effective way of avoiding issues associated with the scheduled completion of
projects.
Effective ways to manage time include:

➢ Prioritisation of tasks
➢ Discipline
➢ Organisation
➢ Schedule development
➢ Effective planning and commitment

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➢ Allocation of time for meetings.
Resource constraints
Resource constraints are the physical limits that apply to organisations. They include elements that can
be easily controlled.
These include:
➢ Human resources
➢ Raw materials
➢ Equipment
➢ Stock and supplies
➢ Software.
A change of resources may be necessary in order to ensure completion of a project in accordance with
the budget and deadline. However, budget restrictions may prevent successful completion and result in
postponement. Resource management requires the planning, allocation and scheduling of resources for
specific tasks. Such resources include manpower, money, machines, and materials. Management should
ensure that they have the precise amount of resources and that workers are allocated suitable tasks.
The forecasting of resource demands should ensure that projects can be successfully completed.
Resource levelling is likely to have a positive effect and minimise the chance of excess or resource
shortages. Organisations should prepare for the worst.
Examples of resource management include:

➢ Timesheet software
➢ Employee time tracking software
➢ Time and expenses tracking
➢ Resource Management Planning (RMP)
➢ Critical Chain Project Management (CCPM).
The benefits of managing, understanding, and balancing time and resource constraints may include:
➢ Improvement in cost-effectiveness
➢ Assistance in the effective management of projects
➢ Assistance with regards to operational efficiency
➢ Development of innovative, resourceful and, creative management
➢ Effective scheduling of resources.
Time and resource constraints should be taken into account when attempting to fulfil work
requirements.

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Activity 1B

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1.3 - Encourage, acknowledge and act on constructive feedback provided by

others in the workgroup
➢ Identify how to acknowledge feedback
➢ Explain an action which could be taken in response to feedback given.
Constructive feedback
You should encourage, acknowledge, and act on constructive feedback provided by others in the
workgroup. Such feedback should be based on observations and be specific to the issues that you have
to deal with in the workplace. It should be constructive and information-specific. You will be expected
to show appreciation when positive feedback is given. However, negative feedback should be given with
concern and care. Feedback is essential for the management of performance within your organisation. It
is a useful means of indicating when work is progressing well. However, it can also help in the
identification and resolution of problems.
Feedback should be:

➢ Straightforward
➢ Sincere
➢ Encouraging
➢ Supportive
➢ Useful
➢ Meaningful
➢ Respectful
➢ Informal
➢ Verbal.
Feedback may include:

➢ Formal/informal performance appraisals
➢ Comments made by clients
➢ Appraisals given by supervisors and colleagues
➢ Personal and reflective behaviour strategies
➢ Routine organisational methods for monitoring service delivery.

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Formal/informal performance appraisals

The performance appraisal is a process involving the examination and evaluation of professional
behaviour. It should be based upon established standards and carried out by a manager or supervisor.
The results of the comparison will be documented and used in the provision of feedback. It should
specify areas of improvement. This is an important part of career development. Performance appraisals
help to justify termination decisions and decisions to increase pay and bonuses. They can be either
formal or informal.
Performance appraisals can help to determine:

➢ Which employees need training
➢ What training is needed
➢ Who will be fired
➢ Who will be promoted
➢ Who will be demoted.
Obtaining feedback from clients

It is important for organisations to obtain client feedback. Clients have different perspectives and
experienced which can be referred to as a means of identifying necessary areas of organisational
development. Feedback can also be used as a measurement of client
satisfaction.
Ways to obtain feedback from clients include:

➢ Feedback forms
➢ Surveys
➢ Emails
➢ Usability tests
➢ Interviews
➢ Social media.
Obtaining feedback from supervisors and colleagues

You should seek the feedback of a trusted and respected colleague or supervisor. They should also have
respect for you. A structured approach should be used in order to obtain helpful, useful and valuable
feedback. It is important to pose specific and open-ended questions.
Don’t ask:
➢ Can you give me your feedback on this, please?
➢ What do you think?

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Personal, reflective behaviour strategies

Personal reflective behaviour strategies can be used as a means of reflecting on your performance. You
should aim to learn from experience.
In this process:
➢ Think about what you did.
➢ What happened?
➢ What you would do differently next time?
Routine organisational methods for monitoring service delivery

Service delivery is concerned with how organisations interact with their clients. Good service delivery
provides client with increased value. The method of monitoring service delivery will depend on the
nature of the organisation.
Guidelines for constructive feedback include:

➢ Timing
➢ Frequency
➢ Manner
➢ Content.
When receiving constructive feedback, an employee should:

➢ Listen carefully
➢ Reflect on what is said
➢ Ask for clarification
➢ Not be defensive or argue.
Constructive feedback can help you to:

➢ Work efficiently
➢ Improve weaknesses
➢ Develop good relationships
➢ Accomplish goals.

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Activity 1C

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2. Contribute to workgroup activities

2.1. Provide support to team members to ensure workgroup goals are met
2.2. Contribute constructively to workgroup goals and tasks according to organisational

requirements
2.3. Share information relevant to work with workgroup to ensure designated goals are met
2.4. Identify and plan strategies/opportunities for improvement of workgroup in liaison with
workgroup

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2.1 – Provide support to team members to ensure workgroup goals are met
➢ Describe three ways to support the delivery of a given strategy.
Providing support
A good team member:
➢ Listens
➢ Communicates
➢ Is reliable and flexible
➢ Shares knowledge and experience
➢ Cooperates
➢ Commits to the team
➢ Solves problems
➢ Helps others
➢ Is respectful
➢ Offers support.
It is essential to provide support to team members to ensure all workgroup goals are met.
Support for team members may include:

➢ Explaining/clarifying
➢ Helping colleagues
➢ Problem-solving
➢ Providing encouragement
➢ Providing feedback to a team member
➢ Undertaking extra tasks if necessary.

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Explaining/clarifying
It might be necessary to explain or clarify important organisational requirements.
Examples include:
➢ Policies
➢ Procedures
➢ Instructions
➢ Preferred method to complete tasks
➢ Workplace hazards risks
➢ Workplace controls.
Clarification and explanations regarding these organisational aspects will be necessary for team
members to establish an understanding of organisational expectations. It should be possible to avoid
confusion and misunderstanding.
Helping colleagues
It might be necessary to assist team members in the completion of tasks for the achievement of team
goals and deadlines. This will be the case whenever your own work tasks have already been completed.
Problem-solving
You should help your colleagues to solve problems. Strong teamwork will be necessary for the effective
resolution of problems. An efficient team will be able to
attend to more issues than an inefficient one.
Effective problem solving involves:

➢ Identifying the issues
➢ Understanding each team members’

interests
➢ Creating a list of possible solutions
➢ Evaluating the possible solutions
➢ Deciding on the most appropriate solutions.

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Providing encouragement
You should display a positive attitude when working as part of a team and offer encouragement when
necessary.
Ways to encourage others include:

➢ Saying ‘well done’
➢ Showing genuine interest
➢ Saying ‘thank you’
➢ Acknowledging what is important to others
➢ Offering to help
➢ Asking for advice
➢ Responding unexpectedly.
Providing feedback to a team member

As discussed in the previous chapter, feedback is an essential part of teamwork. Feedback will allow for
the acknowledgement of satisfactory and unsatisfactory performance.
Feedback can help a team to:

➢ Work efficiently
➢ Improve weaknesses
➢ Develop good relationships
➢ Accomplish goals.
Undertaking extra tasks if necessary

It will be necessary to complete extra tasks if your colleagues aren’t working at the same rate as you.
This should ensure that the entire team completes tasks in accordance with established aims and goals.
The provision of feedback should ensure that:

➢ The workgroup goals are met
➢ Products or services are promoted
➢ Positive workplace relationships are developed
➢ Customer service is improved
➢ Professionalism is maintained.

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Activity 2A

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2.2 – Contribute constructively to workgroup goals and tasks according to

organisational requirements
➢ Identify three skills needed to learn how to contribute constructively to a workgroup in
response to a given scenario
➢ Identify three specific ways to learn how to assist a team to meet their goals.
Contribute to workgroup
Active participation will be required if you are to make a constructive contribution to your team.
As defined in Chapter 2.1, a good team member:

➢ Listens
➢ Communicates
➢ Is reliable and flexible
➢ Shares knowledge and experience
➢ Cooperates
➢ Commits to the team
➢ Solves problems
➢ Helps others
➢ Is respectful
➢ Offers support.
As defined in Chapter 2.1, support for team members may include:

➢ Explaining/clarifying
➢ Helping colleagues/providing encouragement
➢ Problem-solving
➢ Providing feedback to a team member
➢ Undertaking extra tasks if necessary.
In terms of the workgroup goals and values, each team member should:
➢ Understand the goals
➢ Work towards achieving the goals
➢ Participate in activities that will help achieve the goals.

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Organisational requirements
The organisational requirements should be taken into consideration during the development of
workgroup goals and tasks.
Organisational requirements may include:

➢ Goals and objectives
➢ Legal requirements
➢ Ethical standards
➢ Confidentiality requirements
➢ Resource parameters
➢ Business and performance plans.
It is important to account for these when contributing to your workgroup’s goals and tasks. The goals
and tasks should reflect those of your organisation.
Teamwork
When a team works well together, they are able to achieve more than the individual members can by
themselves. Each member should know and understand their role within an effective team. Effective
teamwork should result in the improved use of resources and generation of ideas. The outcomes should
be of higher quality, more efficient and, increasingly effective. Each individual can enjoy the benefit of
working with others. There should be a mutual sense of accomplishment.
The entire team may suffer if individuals are unable or unwilling to work together. This may be costly for
the organisation. It might prove more difficult to achieve the goals set by the organisation. There may
also be a negative impact on the workplace environment. A sense of negativity and disruption may
build.

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Activity 2B

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2.3 – Share information relevant to work with workgroup to ensure designated

goals are met
➢ In response to a given scenario, identify three parties that need to be informed about
the changes made
➢ In response to a given scenario, give examples of three pieces of information that need
to be shared with the workgroup so that the designated goals are met.
Sharing relevant information

It might be necessary to share relevant information in order to achieve the designated goals of your
workgroup.
This information may include:

➢ Acknowledgement of satisfactory performance
➢ Acknowledgement of unsatisfactory performance
➢ Assistance for colleagues
➢ Clarification of the organisation’s preferred task completion methods
➢ Encouragement for colleagues
➢ Open communication channels
➢ Workplace hazards, risks, and controls.
The benefits of sharing information with your workgroup include:

➢ Successful decision-making
➢ Utilisation of combined strengths
➢ Development of employees’ skills
➢ Quicker resolution of problems
➢ More efficient completion of projects
➢ Increase in employee satisfaction
➢ Achievement of goals.
As previously discussed, poor teamwork can have detrimental effects on the organisation. The
organisational goals aren’t always achievable. Failure can be costly.

P a g e | 34
Documentation requirements
Your organisation is likely to have policies and guidelines regarding the presentation of written
information. It would be worth asking your supervisor for assistance in the location of these key
documents. Particular attention should be paid to the standards of style, format, and accuracy.
Standards that you should meet:

➢ Australian standards
➢ Legislation
➢ Organisational policies and procedures
➢ Specified work standards
➢ Standards set by the workgroup.
Considering style, format and accuracy:

➢ Remember that mistakes will reflect badly on the company
➢ Check any ‘facts’ included in your correspondence. Pay particular attention to statistics,
dates, and names
➢ Always carry out grammar/spelling checks and ask for a second opinion before sending
written correspondence
➢ Use any style guides provided by your organisation and present information in the
appropriate manner.
You will have to fill out different types of forms and documents in accordance with specific
business circumstances. It may be possible to fill some of them out on the
computer, for ease of understanding. However, you should ensure that all
provided information is clear, concise, and legible.
Collaboration in the workplace

Workplace collaboration will involve the sharing of ideas and thoughts by two or more people in order
to accomplish mutually agreed goals. It is considered a higher level of teamwork and has become a
more productive way of doing things. It accounts for technological changes and developments. They are
used to encourage efficient teamwork. Collaboration in the workplace incorporates teamwork and
involves equal participation and use of group perspectives to solve problems. There should be a
meaningful reason for people working together. Teamwork should benefit the organisation and/or each
individual.

P a g e | 35
Activity 2C

P a g e | 36
2.4 – Identify and plan strategies/opportunities for improvement of workgroup

in liaison with workgroup
➢ Give three examples of strategies and opportunities for the improvement of a
workgroup
➢ Describe a specific strategy they have used within their organisation.
Strategies and opportunities for improvement

There are many ways of improving a workgroup in combination with other team members.
Strategies/opportunities for improvement may include:

➢ Career planning/development
➢ Coaching, mentoring and/or supervision
➢ Formal/informal learning programs
➢ Internal/external training provision
➢ Performance appraisals
➢ Personal study
➢ Recognition of current competence (RCC)/skills.
Career planning/development
Career planning is a continuous process and is part of an individual’s career management.
It involves an individual’s:
➢ Interests
➢ Values
➢ Skills
➢ Preferences
➢ Strengths and weaknesses.
Career planning should enable the individual to identify

strengths and skills which can be put to use in the
workgroup. An understanding of career development can
help when working as part of a workgroup.

P a g e | 37
Coaching, mentoring and/or supervision

Coaching:
➢ Is task orientated
➢ Is short term
➢ Is performance driven
➢ Doesn’t require a design phase.
Mentoring:
➢ Is relationship orientated
➢ Is long-term
➢ Is development driven
➢ Requires a design phase.
Coaching and mentoring can lead to an improvement in an individual’s career development and the
workgroup as a whole.
Supervision should assist employees to develop in the workplace. This will be beneficial with regards to
future participation in workgroups.
Formal/informal learning programs

Formal learning programs are a controlled and structured approach to learning on an institutional level.
These include formal training programs and formal written procedures.
The benefits of formal learning programs include:

➢ Information is accurate and up to date
➢ A variety of methods is used, appealing to all learning styles
➢ A large number of employees can learn the same information at the same time.
Informal learning programs involve the spontaneous development of knowledge and skills among
workgroup members in the workplace. It is the process of sharing experiences that encourages learning.
The benefits of informal learning programs include:

➢ Reduced cost
➢ Improved efficiency
➢ Personalisation
➢ Reduced intimidation
➢ Natural learning
➢ Less resistance among employees.

P a g e | 38
Formal and informal learning programs can be of benefit to individuals and work groups. The
organisation’s needs and objectives will need to be considered when deciding upon the use of formal
and informal learning programs.
Internal/external training provision

The training content is organised internally within workplace groups. It must cooperate with external
entities, protocols, agreements, and specific rules. Internal training can include inductions, in-house
courses, mentoring, and on-the-job training. Internal training can assist in the development of a skilled,
effective and motivated workgroup.
The advantages of internal training may include:

➢ Relevant to specific job role
➢ Low in cost
➢ Improved productivity
➢ Increase in employee motivation.
It is unlikely that workgroup employees will favour internal training.

This is because it is usually highly specific and unsuitable for transfer
to other job roles. External training is sold by specialist training
material developers. Like formal learning programs, external training provisions allow a large number of
employees to receive the same information regarding training in the workplace.
Performance appraisals
As discussed in Chapter 1.3, performance appraisals involve the examination and evaluation of
employee behaviour in comparison with established standards. The results of the comparison are then
documented and used for the identification of possible improvements. Performance appraisals can be
both formal and informal. Performance appraisals can help to highlight which employees require
training and what sort of training they need. The re-training of employees may be of benefit when it
comes to future workgroup activities. The organisational processes will become more effective.
Personal study
Individual study might be necessary in order to improve the knowledge and skills that you bring to the
workgroup. This may involve extra time and effort outside the workplace. However, it will benefit you as
an individual and your workgroup as a whole.
Recognition of current competence (RCC)/skills

An employee’s existing skills and knowledge will be recognised and assessed in accordance with
nationally recognised unit standards within the recognition of current competence (RCC). Any
knowledge an employee already has about a specific topic can be credited by the appropriate assessor.
Credit for an employee’s life skills can also be done through the RCC process. Evidence of all of this will
need to be provided in order for it to be recognised and processed.
Individual improvement can result in the strengthening of the workgroup. This means that the
organisational goals can be achieved more efficiently.

P a g e | 39
Activity 2D

P a g e | 40
3. Deal effectively with issues, problems and conflict

3.1. Respect differences in personal values and beliefs and their importance in the development of
relationships
3.2. Identify any linguistic and cultural differences in communication styles and respond
appropriately
3.3. Identify issues, problems and conflict encountered in the workplace
3.4. Seek assistance from workgroup members when issues, problems and conflict arise and suggest
possible ways of dealing with them as appropriate or refer them to the appropriate person

P a g e | 41
3.1 – Respect differences in personal values and beliefs and their importance in
the development of relationships
➢ Explain how to approach a given situation whilst maintaining respect for differences in
personal attitudes and beliefs.
Personal values and beliefs

An individual’s personal values and beliefs are developed throughout their lifetime, and they are
affected by many things. Values and beliefs help to guide the way an individual lives their life and makes
their decisions. They have a significant impact on how an individual works within an organisation.
Values and beliefs can be influenced and affected by:

➢ Friends
➢ Family
➢ Community
➢ Experiences
➢ Music
➢ Religion
➢ Culture
➢ Technology
➢ Media
➢ Workplace.
Values are:
➢ Standards that are considered important
➢ Qualities that are held in high regard
➢ Things that are considered to be of worth
➢ Formed by a belief that is related to the worth of an idea or behaviour
➢ Influential.
Beliefs:
➢ Are often thought to be related to real experiences
➢ Are made up of thoughts
➢ Drive behaviour
➢ Can be related to stereotypes
➢ Are an important part of our identity
➢ May be religious, cultural, or moral.

P a g e | 42
The development of relationships

Every employee within the organisation should be respected regardless of their values or beliefs.
Respect with regards to personal differences in values and beliefs will increase the prospects of
developing good workplace relationships.
In order to respect the differences between personal values and beliefs, an individual should:
➢ Learn about other people’s values and beliefs
➢ Ask appropriate questions
➢ Demonstrate respect and empathy
➢ Recognise an individual’s uniqueness
➢ Treat everyone fairly and with dignity
➢ Raise and discuss ideas constructively
➢ Deal with other points of view sensitively
➢ Ensure that other people’s beliefs aren’t misrepresented
➢ Avoid imposing own values and beliefs on others
➢ Respect the rights of others to disagree
➢ Be cooperative
➢ Not cause offence.
An individual’s personal values and beliefs should not affect their work, workgroup or workplace.
Individuals should not allow their own personal values and beliefs to affect the quality of their work or
their relationships with other employees. An awareness of values and beliefs is important for the
development of partnerships and resolution of workplace conflicts.
Employees should work according to a set of professional values and beliefs. Personal beliefs and
perspectives may need to be set aside.

P a g e | 43
Anti-discrimination legislation
Discrimination may occur on the basis of an individual’s:
➢ Race
➢ Age
➢ Religion
➢ Nationality
➢ Criminal record
➢ Medical record
➢ Marital status
➢ Disability
➢ Sex.
Every organisation will have procedures and policies that take anti-discrimination legislation into
account. You should be aware of these policies.
Anti-discrimination laws include:

➢ Age Discrimination Act 2004
➢ Australian Human Rights Commission Act 1986
➢ Disability Discrimination Act 1992
➢ Racial Discrimination Act 1975
➢ Sex Discrimination Act 1984.
A workplace should be free from discrimination, and each employee should be treated fairly and
equally.
The consequences of discrimination may include:

➢ Fines
➢ Penalties
➢ Loss of job
➢ Loss of income
➢ Legal action
➢ Conflict
➢ Damage to the whole organisation.
The respect of other people’s values and beliefs should ensure that your behaviour is not discriminative
in any way.

P a g e | 44
Activity 3A

P a g e | 45
3.2 – Identify any linguistic and cultural differences in communication styles and
respond appropriately
➢ Give three examples of how communication might differ between cultures
➢ Identify three aspects of non-verbal communication which might vary between cultures
➢ Give two examples of the consequences of poor communication
➢ Provide examples of achievements which come from effective communication
➢ Identify ways to respond to attempted communication
➢ Outline a situation where they have experienced cultural differences within

communication styles.
Cultural differences in communication styles

Effective team communication is essential for the successful operation of any organisation. It is likely
that you will encounter people from various cultures in the workplace. There may be communication
difficulties as a consequence of cultural differences and language barriers. You might find it hard to
understand the behaviour of different cultures or comprehend other languages. Differences in language
may cause misunderstandings in the workplace. There is some variation in the meaning of words and
speech patterns in different languages. People from some cultures talk loudly and aggressively. Others
are passive and softly spoken.
Non-verbal communication
You should understand the significance of non-verbal communication in the workplace. Such
communication may differ between cultures and cause numerous problems. Non-verbal communication
signifies status, attitudes and emotions. It is very easy to misunderstand.
Aspects of non-verbal communication that may differ between cultures may include:
➢ Eye contact
➢ Body language
➢ Voice speed/volume
➢ Mannerisms
➢ Vocal noises
➢ Gestures/touch
➢ Facial expressions
➢ Posture.

P a g e | 46
Poor communication may lead to:

➢ Missed deadlines
➢ Embarrassment
➢ Personal conflict
➢ Increased employee turnover
➢ Frustration
➢ Incorrect assumptions.
Effective communication can:

➢ Establish trust
➢ Build rapport
➢ Promote productivity
➢ Create good relationships
➢ Assist in the minimisation of risks
➢ Help in the maximisation of opportunities.
It is important to understand cultural differences in communication and ensure your response is

appropriate.
The appropriate way to respond may be:

➢ In a neutral tone
➢ Clearly
➢ Using pictures or diagrams
➢ Slowly
➢ Without slang or jargon
➢ Considerate of others.

P a g e | 47
Activity 3B

P a g e | 48
3.3 – Identify issues, problems and conflict encountered in the workplace

➢ Give examples of issues, problems, or conflicts which arise from a divide in a team.
Issues and problems in the workplace

Issues and problems that may occur in the workplace include:
➢ Stress
➢ Bullying
➢ Violence
➢ Safety issues
➢ Discrimination.
Workplace stress
Good stress can lead to an employee:
➢ Having increased motivation
➢ Working better/harder
➢ Finding their job more challenging and interesting.
Although good stress does exist, bad stress is more common in the workplace.
Bad stress can lead to an employee:

➢ Feeling anxious
➢ Becoming depressed
➢ Suffering from headaches
➢ Developing chronic fatigue.
Bad stress can be caused by:

➢ High demand
➢ Low control
➢ Long hours
➢ Worry over losing job
➢ Struggle in communication
➢ Being bullied.

P a g e | 49
Ways to avoid workplace stress include:

➢ Recognising warning signs
➢ Taking care of yourself
➢ Organising and prioritising tasks
➢ Clearing your head
➢ Eliminating interruptions
➢ Sleeping well
➢ Eating right.
Workplace bullying
There are a variety of workplace behaviours which may be categorised as bullying.
These include:
➢ Insults
➢ Practical jokes
➢ Criticisms
➢ Spreading rumours
➢ Work overload
➢ Threats of redundancy.
Instances of workplace bullying will be deemed in breach of the health and safety policies that apply
within your organisation. Legal action can be taken in the event of bullying, despite any difficulties.
Workplace violence
Workplace violence can happen within all kinds of organisations and includes physical or verbal abuse,
threatening behaviour, and racial or sexual harassment. Violence in the workplace is a serious thing as it
can have devastating short and long-term effects. Employees that experience violence within the
workplace are often left feeling isolated and anxious.
Examples of workplace violence:

➢ Racist comments
➢ Being threatened
➢ Being punched or kicked
➢ Having things thrown at you
➢ Unwelcome sexual comments.

P a g e | 50
Most forms of workplace violence are against the law. Nobody should have to put up with such
violence.
Relevant laws include:

➢ Health and safety laws
➢ Discrimination laws
➢ Criminal laws.
Safety issues in the workplace

Every employee has the right to be safe at work. An employer must take responsibility for the
minimisation of risk. Employees are required to act in compliance with policies and procedures for the
reduction of risk and harm to self and others. Each employee should be fully trained in these health and
safety policies prior to starting work.
If safety issues arise in the workplace:

➢ Raise them with your supervisor or employer
➢ Try and resolve such issues together
➢ If issues still exist then contact the organisational or union representative
➢ If the issue remains unresolved, then contact the relevant enforcing authority.
Discrimination in the workplace

Employees who are treated unfairly because of specific traits or characteristics are categorised as the
victims of discrimination.
People may be discriminated against because of these factors:

➢ Age
➢ Gender
➢ Race
➢ Religion
➢ Political beliefs
➢ Sex
➢ Disability
➢ Marital status.
There are laws in place to protect employees from workplace discrimination. These were discussed in
Chapter 3.1.

P a g e | 51
Conflict within the workplace

All employees will encounter conflict within the workplace at some point. It can be between employees.
Supervisors and managers may also be involved.
There are several types of conflict that may occur in the workplace, including:
➢ Responsibility
➢ Leadership
➢ Background
➢ Style
➢ Personality.
It is possible to resolve conflict within the workplace. However, conflict resolution is not an easy
process.
Responsibility
Conflict may occur if employees do not have a clear understanding of their workplace responsibilities. It
might also arise when attempting to come to agreements within teams. Responsibility conflict might
also occur when failure within an organisation is blamed on others.
Leadership
A conflict might happen when a new owner, manager, or supervisor starts within the organisation. They
may have different leadership styles and employees may be expected to adjust. Any employees should
be aware of any changes with regards to leadership techniques and expectations.
Background
Conflicts can arise because of:
➢ Personal experiences
➢ Ethnic heritage
➢ Political preferences
➢ Gender
➢ Educational background.
Style
Conflicts may arise because of the differences between employees’ preferred way of completing a job
or task.
Personality
Personality clashes are the most common cause of workplace conflict. People often misinterpret and
take offence to the mannerisms and attitudes of others.

P a g e | 52
The effects of conflict in the workplace

Conflict in the workplace can have many negative effects.
These may include:

➢ Job dissatisfaction
➢ Depression
➢ Hopelessness
➢ General unhappiness
➢ Absenteeism
➢ Withdrawal
➢ Resignation.

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Activity 3C

P a g e | 54
3.4 – Seek assistance from workgroup members when issues, problems and
conflict arise and suggest possible ways of dealing with them as appropriate or
refer them to the appropriate person
➢ Suggest different ways to deal with a range of problems.
Dealing with issues and problems within the workplace

As discussed in Chapter 3.3, issues and problems that may occur in the workplace include:
➢ Stress
➢ Bullying
➢ Violence
➢ Safety issues
➢ Discrimination.
Problems and issues should not be allowed to linger. They should be addressed at the earliest
opportunity.
The assistance of other workgroup members may be required when issues, problems, and conflict
occur.
Conflict resolution techniques

As discussed in Chapter 3.3, conflict can have a negative effect on both individuals and the workplace.
Conflict within the workplace can be addressed in a number of ways.
These include:
➢ Avoiding the conflict in the hope it will go away
➢ Working together to find a solution that benefits everyone
➢ Compromising and finding the middle ground
➢ Competing against each other until someone wins
➢ Surrendering your needs to please others.
Resolving conflict is the ultimate goal. Conflict should be approached with an open mind and diversity
should be respected.

P a g e | 55
Five steps to conflict resolution:

➢ Set the scene
➢ Gather information
➢ Agree the problem
➢ Discuss possible solutions
➢ Negotiate a solution.
Setting the scene

Everyone involved in the resolution of a workplace conflict should be aware that the issue may be
mutual. Everyone must understand that discussion and negotiation are the best conflict resolution
tools. Arguments are likely to make conflicts worse. However, an assertive approach should be adopted
speaking. You should also use active listening skills. This combined approach should result in effective
communication among the team.
Gathering information
You should consider different viewpoints when attempting to resolve conflict. It is important to
understand other people’s concerns, needs, and interests. Other people’s opinions should be respected.
Cooperation will be required in order to solve problems. You should develop an understanding of the
employee’s motivations and goals. Then consider the effects of your actions. Personalities should be
left out of the discussion, and work issues should be addressed. You should aim to be clear, concise, and
flexible. Make sure that feelings are clarified.
Agreeing the problem

People may perceive problems differently, depending on their goals, needs, and interests. There should
be agreement regarding the resolution of problems prior to the discussion of solutions. If a mutual
agreement can’t be achieved, then you will need to consider how each person perceives the problem.
Discussing possible solutions

Everyone should be given the opportunity to propose solutions to the problem. There should be a
shared agreement regarding the consideration of ideas. It may be appropriate to brainstorm possible
solutions.

P a g e | 56
Negotiating a solution
Everyone should have an understanding of perceptions regarding the problem at this point. It should be
possible to establish mutual agreement about an appropriate solution.
Successful conflict resolution may result in:

➢ An increased level of understanding
➢ Improved self-knowledge
➢ Increased group cohesion.
To ensure conflict can be managed and resolved in

the workplace, people should:
➢ Expect conflict to happen
➢ Handle conflict sooner rather than

later
➢ Be open to compromise
➢ Avoid gossiping
➢ Let everyone speak
➢ Listen carefully
➢ Take other people’s opinions into account.

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Activity 3D

P a g e | 58
Summative Assessments
At the end of your Learner Workbook, you will find the Summative Assessments.
This includes:
➢ Skills assessment
➢ Knowledge assessment
➢ Performance assessment.
This holistically assesses your understanding and application of the skills, knowledge and performance
requirements for this unit. Once this is completed, you will have finished this unit and be ready to move
onto the next one – well done!

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BSBWOR203

Work effectively with others

Unit of Competency .......................................................................................................................... 5

VCID. ACOT Training and Assessment/BSBWOR203/Learner Guide/V1.2/July 2019

VCID. ACOT Training and Assessment/BSBWOR203/Learner Guide/V1.2/July 2019

VCID. ACOT Training and Assessment/BSBWOR203/Learner Guide/V1.2/July 2019

VCID. ACOT Training and Assessment/BSBWOR203/Learner Guide/V1.2/July 2019

Industry Capability – Workplace Effectiveness

VCID. ACOT Training and Assessment/BSBWOR203/Learner Guide/V1.2/July 2019

1. Develop effective 1.1 Identify own responsibilities and duties in relation to

2. Contribute to 2.1 Provide support to team members to ensure workgroup

VCID. ACOT Training and Assessment/BSBWOR203/Learner Guide/V1.2/July 2019

➢ Identifies and interprets information to determine task requirements.

➢ Completes required documentation using organisational formats

➢ Composes simple documents for others to read.

➢ Interprets information related to timeframes and resource quantities.

Navigate the world of work

Interact with others

Get the work done

VCID. ACOT Training and Assessment/BSBWOR203/Learner Guide/V1.2/July 2019

Evidence of the ability to:

➢ Work effectively in a workgroup including:

o supporting team members

o using culturally appropriate communication skills

o acting on constructive feedback

o cooperating and contributing to team goals

o identifying improvement opportunities

➢ Identify problems and conflicts and address them appropriately.

➢ Summarise conflict resolution techniques.

VCID. ACOT Training and Assessment/BSBWOR203/Learner Guide/V1.2/July 2019

Assessment must be conducted in a safe environment where evidence gathered demonstrates

➢ Office equipment and resources

➢ Case studies and, where possible, real situations

➢ Interaction with others.

Assessors must satisfy NVR/AQTF assessor requirements.

Companion Volume implementation guides are found in VETNet -

VCID. ACOT Training and Assessment/BSBWOR203/Learner Guide/V1.2/July 2019

1. Develop effective workplace relationships

VCID. ACOT Training and Assessment/BSBWOR203/Learner Guide/V1.2/July 2019

1.1 – Identify own responsibilities and duties in relation to workgroup members

Responsibilities and duties

Responsibilities and duties may include:

➢ Job description and employment arrangements

➢ Organisation’s policy relevant to work role

➢ Skills, training and competencies

➢ Supervision and accountability requirements including WHS

➢ Environmentally sustainable working practices

A workplace code of conduct should:

➢ Promote business values

➢ Take individual circumstances into account.

VCID. ACOT Training and Assessment/BSBWOR203/Learner Guide/V1.2/July 2019

Job description and employment arrangements

A job description may include:

➢ Information regarding wages.

Employment arrangements may include:

Flexible employment arrangements are essential in achieving

VCID. ACOT Training and Assessment/BSBWOR203/Learner Guide/V1.2/July 2019

Organisation’s policy relevant to work role

Examples of policies include:

➢ Health and safety

➢ Access and equity

Skills, training, and competencies

Skills should allow an employee to:

➢ Make critical decisions