Professional Documents
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EOS Administrative Office Management Level V
EOS Administrative Office Management Level V
Ministry of Education
August 2012
Introduction
The Ethiopian Occupational Standards (EOS) are - a core element of the Ethiopian
National TVET-Strategy and an important factor within the context of the National
TVET-Qualification Framework (NTQF).They are national Ethiopian standards, which
define the occupational requirements and expected outcome related to a specific
occupation without taking TVET delivery into account.
This document details the mandatory format, sequencing, wording and layout for the
Ethiopian Occupational Standard comprised of Units of Competence.
Together all the parts of a Unit of Competence guide the assessor in determining
whether the candidate is competent.
The ensuing sections of this EOS document comprise a description of the respective
occupation with all the key components of a Unit of Competence:
chart with an overview of all Units of Competence for the respective level
including the Unit Codes and Unit of Titles
contents of each Unit of Competence (competence standard)
occupational map providing the technical and vocational education and
training (TVET) providers with information and important requirements to
consider when designing training programs for this standards, and for the
individual, a career path
Variable Range
Relevant personnel managers, leaders, supervisors and coordinators
include: owners
staff, team members and colleagues
Stakeholders clients and customers
include: employee representatives
funding bodies
industry, professional and trade associations
regulatory bodies and authorities
sponsors
tenderers, suppliers and contractors
Information or equipment, strategies, methods, activities and techniques
knowledge used formally and informally by individuals and the
management is organisation to identify, collect, organise, store, retrieve,
defined as: analyse, share and draw on information and knowledge
valuable to the work of the organisation
An information or comprises policies, protocols, procedures and practices to
knowledge manage information or knowledge within the organisation and
management among relevant stakeholders
system:
Learning activities coaching and mentoring programs
include: help desks
information sessions, briefings, workshops and training
programs
paper-based or electronic (including intranet) learning
opportunities
use of expert workers such as coaches and mentors to help
other personnel use the system
Policies and complying with legislative requirements (such as privacy,
procedures for the confidentiality and defamation requirements) and other
information or policies and procedures
knowledge content guidelines
management ensuring accuracy and relevance of knowledge input into the
system cover: system
mechanisms, formats and styles of input to system, including
appropriate alternative formats for people with a disability
permissions for input
removing out-of-date, inaccurate and content that is no longer
relevant
selecting, maintaining and disposing of knowledge in the
system
sharing knowledge in the system
Performance key performance indicators
measures include: other systems and measures to enable assessment of how,
when, where and why outcomes are being achieved
performance objectives
performance standards (including codes of conduct)
qualitative or quantitative mechanisms to measure individual
performance
Evidence Guide
Critical aspects of Assessment requires evidence that the candidate:
Competence analysis of the strengths and weaknesses of information or
knowledge management system/s and evaluation of suitability
for a particular work or organisational context
knowledge of relevant legislation, codes of practice and
national standards
Underpinning Demonstrates knowledge of:
Knowledge and legislation, codes of practice and national standards, for
Attitudes example:
privacy and confidentiality legislation
freedom of information legislation
organisational policies and procedures, for example:
records management
information management
customer service
commercial confidentiality
organizational operations, and existing data and information
systems
Underpinning Skills Demonstrates skills to:
analytical and problem-solving skills to ensure the system is
working in accordance with organisational expectations and to
deal with contingencies
technology skills to work with and manage the use of the
information or knowledge management system
Resources Access is required to real or appropriately simulated situations,
Implication including work areas, materials and equipment, and to
information on workplace practices and OHS practices.
Assessment Competency may be assessed through:
Methods Interview / Written Test / Oral Questioning
Observation / Demonstration
Context of Competency may be assessed in the work place or in a
Assessment simulated work place setting.
Occupational Standard: Administrative Office Management Level V
Unit Title Ensure Team Effectiveness
Unit Code EIS AOM5 02 0812
Unit Descriptor This unit describes the performance outcomes, skills and
knowledge required to facilitate all aspects of teamwork within the
organization. It involves taking a leadership role in the
development of team plans, leading and facilitating teamwork and
actively engaging with the management of the organization.
Variable Range
Consultation may conducting meetings, interviews, brainstorming sessions,
refer to: email/intranet communications, newsletters or other
processes and devices which ensure that all employees have
the opportunity to contribute to team and individual
performance plans
mechanisms used to provide feedback to the work team in
relation to outcomes of consultation
Accountabilities responsibilities as defined in position descriptions, codes of
may refer to: conduct/behaviour, duty statements or similar
statement of conduct outlining
responsibilities/actions/performance
Performance plans individual performance plans linked to team goals
may refer to: team plans based on work assignments and responsibilities
Outcomes, outputs, changes in work roles and responsibilities
key performance improved individual and team, performance and participation
indicators may refer improvements to systems, operations
to agreed: measures for monitoring and evaluating the efficiency or
effectiveness of systems or services
quality standards and expectations
targets for productivity improvements such as reduced
downtime, higher production levels, decreases in
absenteeism
targets for training and development
Support may Coaching
include: Mentoring
Training and development opportunities
Clarification of roles and expectations
Long term or short term plans
Meetings
Strategies may clarification of roles and expectations
refer to: electronic communication devices and processes, such as
intranet and email communication systems, to facilitate input
long-term or short-term plans factoring in opportunities for
team input
mentoring and 'buddy' systems to support team members in
providing input
newsletters and briefings
training and development activities
Policies and organisational guidelines and systems that govern operational
procedures may functions
refer to: procedures that detail the activities that must be carried out
for the completion of actions and tasks
Standard Operating Procedures
Processes may brainstorming options with the team for addressing concerns
refer to: creating a matrix of issues and concerns and distributing for
comment
discussions with individuals regarding their concerns
distributing drafts for comment with a range of options for
resolution of concerns
training and development sessions
Stakeholders may Board members
include: business or government contacts
funding bodies
union/employee groups and representatives
work team
Line chief executive officer
manager/managem direct superior
ent may refer to: other management representatives
Evidence Guide
Critical aspects of Assessment requires evidence that the candidate:
Competence formulating a research proposal or plan which includes:
specific research questions or hypotheses
valid population or sample size
description of the geographical, cultural, social or
institutional context within which the research will be
carried out
full description of the data collection methods
analysis of the limitations to research design
designing an applied research project using appropriate tools
and techniques
research report with analysis of data, and valid and reliable
findings
utility and relevance of the research results
knowledge of applied research techniques
Underpinning Demonstrates knowledge of:
Knowledge and communication processes and methods
Attitudes data collection methods
legislation, regulations, policies, procedures and guidelines
relating to handling or storing data, including privacy and
freedom of information
presentation techniques
reporting methods
research ethics and codes of conduct
research tools and methods
selection of appropriate applied research techniques
Underpinning Skills communication and teamwork skills to:
analyse and interpret structurally intricate information in
the area being researched
consult with target groups using a range of communication
techniques
develop written texts which deal with complex ideas and
concepts
present research results creatively to meet audience
needs
initiative and enterprise skills to discover and source
appropriate information, and to identify future implication of
information and data collected
planning and organising skills to:
construct an applied research strategy
initiate and design research methodology
manage an applied research project
frame research strategy in consideration of available
resources
problem-solving skills to:
develop and examine the validity of the hypothesis using a
range of applied research techniques
collect, organise, analyse and present data
analyse research
check the integrity of data collected
conduct trend analyses
self-management and learning skills to:
manage own time and determine priorities
review and adhere to relevant ethics and codes of conduct
store data to maintain privacy and confidentiality of
information
conduct research to develop capabilities and learning
related activities
technical skills to:
select suitable technology and technical services
use a range of software programs
use technology and the internet to discover, access,
collect and store data, information and research in a
systematic manner
Resources Access is required to real or appropriately simulated situations,
Implication including work areas, materials and equipment, and to
information on workplace practices and OHS practices.
Assessment Competency may be assessed through:
Methods Interview / Written Test / Oral Questioning
Observation / Demonstration
Context of Competency may be assessed in the work place or in a
Assessment simulated work place setting.
Variable Range
Transaction costs unit cost per transaction, which may comprise:
may include: administration costs
information technology costs
incentive payment costs
infrastructure costs
staff costs
support service costs
telecommunications services costs
Revenue may payments for outsourced services
include: payments for services provided to organisation
performance incentives
sales and marketing incentives
Operating information technology costs
expenses may labour costs
include: recurring costs associated with operations
rental for facilities
repair and maintenance costs
sales incentive payments
stationery
training costs
utility costs
Capital expenditure expenditure on depreciating assets
may include: non-recurring costs
purchase of equipment
purchase of infrastructure
Stakeholders may back office support areas
include: billing
credit and collections
executive
finance
marketing and sales
regulatory
strategy and planning
other service areas
Statistical abandoned call data
performance may call volume and handling time data
include: customer satisfaction data
headcount and staffing data
occupancy and adherence data
overtime levels
sales conversion rates
sales data
service level data
Evidence Guide
Critical aspects of Assessment requires evidence that the candidate:
Competence analyse costs of operating customer contact operations
prepare, justify and present the budget
control and monitor the budget and comply with financial
control systems
demonstrate knowledge of budgeting principles
Underpinning Demonstrates knowledge of:
Knowledge and accounting principles
Attitudes benchmarking principles
budgeting principles
cost-benefit analysis principles
financial delegation policy of organisation, financial control
systems and requirements
organisational business objectives and goals, including
operational and business planning
risk assessment and management principles
Underpinning Skills analytical skills to:
analyze workplace information and data
use understanding of budget scenarios, sensitivities and
threats
communication skills to:
communicate effectively with personnel at all levels
conduct effective formal and informal meetings
consultation and negotiation skills to develop, implement and
monitor strategies
interpersonal skills to:
establish rapport and build relationships with clients, team
members and stakeholders
establish relevant networks
literacy skills to prepare and present reports containing
complex information, data and concepts
leadership skills to gain the trust and confidence of colleagues
and stakeholders
numeracy skills to:
deal with the data and statistical information required to
establish and monitor the budget
manage budgetary resources
planning and organising skills to manage own tasks within
required timeframes
presentation skills to articulate information and ideas
effectively
problem solving skills to create innovative solutions to
problems that arise
research skills to access relevant information and consider
available options
risk assessment and mitigation skills to identify threats to the
customer contact centre budget and to implement remedial
actions
self-management skills to:
comply with policies and procedures
pay attention to detail when making observations and
recording outcomes
seek learning and development opportunities
technology skills to organise, manage and analyse data
Resources Access is required to real or appropriately simulated situations,
Implication including work areas, materials and equipment, and to
information on workplace practices and OHS practices.
Assessment Competency may be assessed through:
Methods Interview / Written Test / Oral Questioning
Observation / Demonstration
Context of Competency may be assessed in the work place or in a
Assessment simulated work place setting.
Occupational Standard: Administrative Office Management Level V
Integrate Customer Contact Operations within the
Unit Title
Organization
Unit Code EIS AOM5 04 0812
Unit Descriptor This unit describes the performance outcomes, skills and
knowledge required to integrate the customer contact operations
fully within the organisation and to ensure that they maintain a
high profile and significance within the organisation.
Competence in this unit requires communication and cooperation
between customer contact operations and the rest of the
business operations. Regular contact, consultation and feedback
with the organisation, alignment of objectives, and
communication of performance and issues are also required.
Variable Range
Interdependencies finance
may include: human resources operations
resourcing
technology and infrastructure
Value and service billing
chain may include: components of the enterprise/organization infrastructure
contributing directly to the supply of goods or services to the
customer
credit
customer service
field staff
order fulfilment
sales support
Stakeholders may administration and support
include: billing
credit and collections
marketing
finance
human resources
strategy and planning
training
Evidence Guide
Critical aspects of Assessment requires evidence that the candidate:
Competence analyse interdependencies, and value and service chain
prepare plans to close gaps in value and service chain
integrate and report market intelligence within a customer
contact environment
demonstrate knowledge of compliance policies and
requirements applicable to the organisation
Underpinning Demonstrates knowledge of:
Knowledge and analytical methods and techniques, such as:
Attitudes strengths, weaknesses, opportunities and threats (SWOT)
balanced scorecard
return on investment (ROI)
economic value added
compliance policies and requirements applicable to
organisation
corporate aims and objectives
market intelligence and data-gathering principles
information technology infrastructure, functionality and
reporting capability
organisational communication methods
organisational structure and reporting lines, including key
personnel required to effect change
principles of running effective meetings, and recording and
distributing minutes
risk assessment and management principles
Underpinning Skills Demonstrates skills to:
analytical skills to:
analyze workplace information and data
use observations of workplace tasks and interactions
between n people, their activities, equipment, environment
and system
communication skills to:
articulate ideas and information
communicate effectively with personnel at all levels
conduct effective formal and informal meetings
consultation and negotiation skills to develop, implement
and monitor strategies
interpersonal skills to:
establish rapport and build relationships with clients, team
members and stakeholders
establish relevant networks
leadership skills to gain the trust and confidence of colleagues
and stakeholders
literacy skills to develop reports that deal with complex ideas
and concepts
numeracy skills to:
carry out statistical analysis
manage budgetary resources
planning and organising skills to manage own tasks within
required timeframes
problem-solving skills to create innovative solutions to
problems that arise
research skills to access relevant information and consider
available options
risk assessment and management skills to fully consider
impacts of existing or new activities
self-management skills to:
comply with policies and procedures
pay attention to detail when making observations and
recording outcomes
seek learning and development opportunities
technology skills to organise, manage and analyse data
Variable Range
Employee relations all of the activities in an organisation which impact on the
includes: employees' terms and conditions of employment and their
personal well-being and satisfaction with their work
Strategies and discipline
policies may equal opportunity
include: human resource strategy
induction and training
industrial/labour relations
organisational values statement
performance management
racial discrimination/vilification
remuneration and benefits
selection/recruitment
sexual harassment
Risk management the process of identification of potential negative events and
means: the development of plans to mitigate or minimise the
likelihood of the negative event occurring and/or the
Employee rights consequences
those containedinwithin
the event it doesagreement
any award occur or contract of
and obligations employment, or implied terms of those agreements, together
refers to: with all relevant rights and obligations under the laws of the
country
Conditions of grievance procedures
employment may holidays and leave entitlements
include: hours of work
penalty rates
salary/wages
superannuation
Problem solving arbitration
processes may conciliation
include: dispute resolution procedures
grievance procedures
mediation
Specialist means: person expert in the conduct of formal hearings in the relevant
jurisdiction
Diversity refers to: any difference between individuals and groups, and includes
age, gender, race, nationality, political and philosophical
beliefs, or any other different individual or group characteristic
Education and a structured program for the dissemination of information, and
communication the receipt of feedback information from individuals, relevant
plans refers to: to the process or activity
Evidence Guide
Critical aspects of Assessment requires evidence that the candidate:
Competence While the unit is designed for non-specialist HR managers,
there is an expectation that competence will be demonstrated
in the implementation of the full range of employee relations
activities
Negotiation of employment agreements/contracts and the
maintenance of high standards of performance in respect to
equal opportunity and the management of diversity are key
areas of assessment
Conflict management and early intervention in respect to
employee grievances/problems are also key elements of the
evidence to be presented during assessment.
Underpinning Demonstrates knowledge of:
Knowledge and human resource planning
Attitudes human resource specialist assistance available
industrial agreements
key result areas of the organisation
organisational plans and objectives (strategic, tactical and
operational)
organisational policies relating to balancing family/work
relationships
organisational support services for employees (external and
internal)
performance measurement systems utilised within the
organisation
relevant legislation from all levels of government that affects
business operation such as:
award and organization agreements and relevant industrial
instruments
Occupational Health and Safety
environmental issues
equal opportunity
industrial relations
anti-discrimination
relevant industry codes of practice
staff development strategies
unfair dismissal rules and due process
Underpinning Skills Demonstrates skills to:
ability to relate to people from a range of social, cultural and
ethnic backgrounds and physical and mental abilities
communication/consultation skills to ensure all relevant
groups and individuals are advised of what is occurring and
are provided with an opportunity for input
conflict management skills to mediate, negotiate and/or
attempt to obtain consensus between individuals/groups in
conflict situations which are dysfunctional in relation to the
organisation's performance
networking skills to ensure support from key groups and
individuals for concepts/ideas/products/services
risk management skills to analyse, identify and develop
mitigation strategies for identified risks
Resources Access is required to real or appropriately simulated situations,
Implication including work areas, materials and equipment, and to
information on workplace practices and OHS practices.
Assessment Competency may be assessed through:
Methods Interview / Written Test / Oral Questioning
Observation / Demonstration
Context of Competency may be assessed in the work place or in a
Assessment simulated work place setting.
Occupational Standard: Administrative Office Management Level V
Unit Title Ensure a Safe Workplace
Unit Code EIS AOM5 06 0812
Unit Descriptor This unit describes the performance outcomes, skills and
knowledge required to establish, maintain and evaluate the
organization’s occupational health and safety (OHS) policies,
procedures and programs in the relevant work area in
accordance with OHS legal requirements.
Variable Range
OHS legislation will common law duties to meet general duty of care requirements
depend on regulations and approved codes of practice relating to
state/territory hazards in the work area
legislation and requirements for establishment of consultative arrangements
requirements, and including those for health and safety representatives, and
will include: health and safety committees
requirements for effective management of hazards
requirements for provision of information and training
including training in safe operating procedures, procedures for
workplace hazards, hazard identification, risk assessment and
risk control, and emergency and evacuation procedures
requirements for the maintenance and confidentiality of
records of occupational injury and disease
Control of administrative
associated risks counselling/disciplinary processes
may include: elimination
engineering
housekeeping and storage
issue resolution
OHS records maintenance and analysis
personal protective equipment
purchasing of supplies and equipment
workplace inspections including plant and equipment
Organisational audit and inspection reports
health and safety workplace environmental monitoring records
record keeping may consultation e.g. meetings of health & safety committees,
relate to: work group meeting agendas including OHS items and
actions
induction, instruction and training
manufacturers' and suppliers' information including dangerous
goods storage lists
hazardous substances registers
plant and equipment maintenance and testing reports
workers compensation and rehabilitation records
first aid/medical post records
Evidence Guide
Critical aspects of Assessment requires evidence that the candidate:
Competence detailed knowledge and application of all relevant OHS
legislative frameworks
establishment and maintenance of arrangements for managing
OHS within the organisations' business systems and practices
identification of intervention points for expert OHS advice
principles and practice of effective OHS management in a
small, medium or large business
Underpinning Demonstrates knowledge of:
Knowledge and application of the hierarchy of control (the preferred order of
Attitudes risk control measures from most to least preferred, that is,
elimination, engineering controls, administrative controls,
personal protective equipment)
hazard identification and risk management
relevant legislation from all levels of government that affects
business operation, especially in regard to OHS and
environmental issues, equal opportunity, industrial relations
and anti-discrimination
reporting requirements
Underpinning Skills Demonstrates skills to:
analytic skills to analyse relevant workplace data in order to
identify hazards, and to assess and control risks
communication skills to consult with staff and to promote a safe
workplace
problem-solving skills to deal with complex and non-routine
difficulties
technology skills to store and retrieve relevant workplace data
Resources Access is required to real or appropriately simulated situations,
Implication including work areas, materials and equipment, and to
information on workplace practices and OHS practices.
Assessment Competency may be assessed through:
Methods Interview / Written Test / Oral Questioning
Observation / Demonstration
Context of Competency may be assessed in the work place or in a
Assessment simulated work place setting
Occupational Standard: Administrative Office Management Level V
Unit Title Initiate Quality Audit
Unit Code EIS AOM5 07 0812
Unit Descriptor This unit describes the performance outcomes, skills and
knowledge required to initiate and organise a quality audit with an
auditee. It covers assessing the scope and objectives of a quality
audit; communicating with the auditee regarding the proposed
quality audit; identifying resources required to conduct the audit;
and developing and submitting a quality audit plan.
The types of audit may include an external or internal systems
audit or process or product/service audit.
Variable Range
Relevant parties persons from different levels within the auditee's organisation
s may include: such as management, administrative personnel and work floor
personnel
persons performing activities or tasks under consideration in
the audit process
Methods and advanced management information systems
techniques may analysis
include: determining information flows
evaluating the effectiveness of system controls
questioning
sampling
scanning
tracing
trend analysis
Sources of activities
information may internal documentation
include: interview results
records, such as meeting minutes, reports or log books
reports from external sources, such as external laboratory
reports and vendor ratings
Audit plan may audit requirements and/or identification of relevant quality
include: system documentation
auditee provision of personnel for audit
confidentiality requirements
contingency actions
distribution of reports
entry meeting
exit meeting
follow-up procedures
measurement criteria
reporting procedures
resource requirements
safety of auditors
sampling techniques
scope and objectives of audit
time lines and schedules
Relevant documented procedures
documentation may log books
include: meeting minutes
previous audit reports
reports
reports from external sources
systems specifications
test results
user requirements definitions
work instructions
audit procedures
checklists
forms for documenting conformance and non-conformance
evidence
forms for recording information
organisational charts
previous audit reports
quality standards
records of meetings
sampling plans defined in documented procedures or in audit
plan
schedules
Evidence Guide
Critical aspects of Assessment requires evidence that the candidate:
Competence documented audit plans for auditees across a variety of
contexts including the scope and objectives of the audit,
proposed audit methods and techniques to be used, required
resources and schedules, and allocation of individual audit
team member responsibilities for conducting the proposed
audit
knowledge of relevant legislation, national standards and
compliance issues
Underpinning Demonstrates knowledge of:
Knowledge and auditing codes of practice or ethics
Attitudes auditing methods and techniques
current audit practices
industry, product and/or service knowledge
quality auditing principles, techniques and systems
requirements of house or other style manual protocols for
written communications
relevant legislation affecting business operations including
appropriate occupational health and safety, environmental,
and privacy legislation
software applications relevant to conducting quality auditing
activities
terminology relating to quality auditing
Underpinning Skills Demonstrates skills to:
communication skills to listen to and question clients and
other audit team members
culturally appropriate communication skills to relate to people
from diverse backgrounds and abilities
interpersonal skills to establish rapport with clients and to
liaise with other audit team members
literacy skills to read, write, edit and proofread documents to
ensure clarity of meaning, accuracy and consistency of
information
organisational, planning and time management skills to
sequence tasks, meet time lines, conduct inspections and
arrange meetings
problem-solving skills to overcome any issues which may
potentially affect the auditing process or outcome
teamwork skills
technology skills to use equipment required to conduct quality
auditing activities
Resources Access is required to real or appropriately simulated situations,
Implication including work areas, materials and equipment, and to
information on workplace practices and OHS practices.
Assessment Competency may be assessed through:
Methods Interview / Written Test / Oral Questioning
Observation / Demonstration
Context of Competency may be assessed in the work place or in a
Assessment simulated work place setting.
Occupational Standard: Administrative Office Management Level V
Unit Title Manage Business Document Design and Development
Unit Code EIS AOM5 08 0812
Unit Descriptor This unit describes the performance outcomes, skills and
knowledge required to establish standards for the design and
production of organisational documents and to manage
document design and production processes to ensure agreed
standards are met.
Variable Range
Documents may be using a range of commercial or organisational software
created: packages:
databases
desktop publishing
spreadsheets
word processing
Standards and binding
design tasks may binding media
include: checking final print copy
client requirements
colour photocopy
copying
creating templates and style or procedures manual
drafting
drawing
editing
electronic or paper-based
enterprise policies and procedures
enterprise templates or house style conventions for margins,
fonts, use of colour
final document presentation
formatting
language and style of document
liaison with external personnel
locating and collecting appropriate information or precedents
print quality
production of graphics
production of multiple and subsequent copies
quality standards
use of page layout software
writing
Complex technical data transfer
functions may display features
include: embedding
exporting
fields
form fields
formula
importing
index
linking
macros
merge criteria
sort criteria
table of contents
Evidence Guide
Critical aspects of Assessment requires evidence that the candidate:
Competence designing templates or style sheets for use in document
design
documenting processes and strategies to ensure
implementation
Underpinning Demonstrates knowledge of:
Knowledge and cost constraints
Attitudes document production processes
functions of range of software applications, including desktop
publishing, word processing and spreadsheets
key provisions of relevant legislation and regulations from all
forms of government, codes and standards that may affect
aspects of business operations, such as:
anti-discrimination legislation
ethical principles
codes of practice
privacy laws
organisational policies and procedures relating to document
design and formatting
sources of expertise external to the organization or workgroup
Underpinning Skills Demonstrates skills to:
communication skills to present complex instructions orally, to
communicate ideas logically, and to explain technical
concepts and designs to others
literacy skills to:
read and interpret policies and procedures
review and select technological designs
consider aspects of context, purpose and audience when
designing and formatting texts
research and analysis skills to evaluate content, structure
and purpose of technical texts, and to adapt task
instructions to suit changes in technology
technological skills to manage design requirements and
layouts
Resources Access is required to real or appropriately simulated situations,
Implication including work areas, materials and equipment, and to
information on workplace practices and OHS practices.
Assessment Competency may be assessed through:
Methods
Interview / Written Test / Oral Questioning
Observation / Demonstration
Context of Competency may be assessed in the work place or in a
Assessment simulated work place setting.
Occupational Standard: Administrative Office Management Level V
Unit Title Manage the Public Relations Publication Process
Unit Code EIS AOM5 09 0812
Unit Descriptor This unit describes the performance outcomes, skills and
knowledge required to manage the design, production,
implementation and evaluation of public relations publications in
accordance with organisational requirements.
Variable Range
Internal factors may organisational communication history
include: organisational policies
organisational procedures
perceptions and actions of key internal stakeholders
External factors community expectations
may include: external stakeholder perceptions
legislative requirements
prevailing social and economic trends
Primary research interviews
methods may observation
include: questionnaires
SWOT analysis
Secondary annual reports
research methods customer complaints records
may include: employee complaints records
newsletters
personal contacts
sales reports
Criteria may attitudes
include: demographics
psychographics
sociography
values
Publication purpose communicating a message to a target audience
may include: differentiating organisational features
promoting business policies
promoting the image
providing information
Suppliers may contractors
include: external editors
media companies
printers
promotion agencies
publishers
web designers
Legal and ethical community standards
requirements may cultural expectations and influences
include: ethical principles
industry codes of conduct
legislation
regulations
society's expectations
Aspects may appeal
include: credibility
impact
capacity to arouse interest
language style
message clarity
Evidence Guide
Critical aspects of Assessment requires evidence that the candidate:
Competence developing and implementing at least one complex public
relations publication in accordance with the publication
deadline
Underpinning Demonstrates knowledge of:
Knowledge and overview knowledge of key provisions of relevant legislation
Attitudes from all levels of government, codes of practice and national
standards that affect business operations, such as:
anti-discrimination legislation and the principles of equal
opportunity, equity and diversity
copyright
defamation and libel
ethical principles such as those outlined in the relevant
Public Relations Code of Ethics and the national
Journalists Association Code of Ethics
marketing codes of practice and conduct privacy laws
Relevant Trade Practices Acts
principles and practices of the media and printing
industries
Underpinning Skills Demonstrates skills to:
culturally appropriate communication and negotiation skills to
relate to people from diverse backgrounds and people with
diverse abilities, to liaise effectively with team members and
consult with external suppliers
literacy skills to write a range of documents containing
complex ideas in a readable and engaging style appropriate
to suit a range of audiences
organisational, project management and time management
skills to ensure publications are ready and distributed on time
research and evaluation skills to segment and profile target
audiences of public relations communications
technology skills to use a range of office equipment and
software applications
Resources Access is required to real or appropriately simulated situations,
Implication including work areas, materials and equipment, and to
information on workplace practices and OHS practices.
Assessment Competency may be assessed through:
Methods Interview / Written Test / Oral Questioning
Observation / Demonstration
Context of Competency may be assessed in the work place or in a
Assessment simulated work place setting.
Occupational Standard: Administrative Office Management Level V
Manage Personal Work Priorities and Professional
Unit Title
Development
Unit Code EIS AOM5 10 0812
Unit Descriptor This unit describes the performance outcomes, skills and
knowledge required to manage own performance and
professional development. Particular emphasis is on setting and
meeting priorities, analysing information and using a range of
strategies to develop further competence.
Variable Range
Own expectations of workplace performance as expressed in a
responsibilities and performance plan
accountabilities outputs as expressed in position descriptions or duty
may include: statements
statement of conduct outlining an individual's
responsibilities/actions/performance
Technology may computerised systems and software, databases, project
include: management and word processing
electronic diary
personal digital assistant (PDA)
Competency enterprise-specific units of competency consistent with work
standards may requirements
include: nationally endorsed units of competency consistent with work
requirements
Clients and colleagues at the same level and more senior managers
colleagues may be: internal or external customers
people from a wide range of social, cultural and ethnic
backgrounds and with a range of physical and mental abilities
team members
Development action learning
opportunities may coaching
include: exchange/rotation
induction
mentoring
shadowing
structured training programs
Evidence Guide
Critical aspects of Assessment requires evidence that the candidate:
Competence systems and processes (electronic or paper-based) used to
organise and prioritise tasks, which show how work is
managed
personal development plan, with career objectives and an
action plan
Underpinning Demonstrates knowledge of:
Knowledge and principles and techniques involved in the management and
Attitudes organisation of:
performance measurement
personal behavior, self-awareness and personality traits
identification
personal development plan
personal goal setting
time management
management development opportunities and options for self
organisation's policies, plans and procedures
types of learning style/s and how they relate to the individual
types of work methods and practices that can improve
personal performance
Underpinning Skills Demonstrates skills to:
communication skills to receive, analyse and report on
feedback
literacy skills to interpret written and verbal information about
workplace requirements
organizational skills to set and achieve priorities
Resources Access is required to real or appropriately simulated situations,
Implication including work areas, materials and equipment, and to
information on workplace practices and OHS practices.
Assessment Competency may be assessed through:
Methods Interview / Written Test / Oral Questioning
Observation / Demonstration
Context of Competency may be assessed in the work place or in a
Assessment simulated work place setting
Occupational Standard: Administrative Office Management Level V
Unit Title Manage Project Quality
Unit Code EIS AOM5 11 0812
Unit Descriptor This unit specifies the outcomes required to manage quality
within projects. It covers determining quality requirements,
implementing quality assurance processes, and using review and
evaluation to make quality improvements in current and future
projects.
Variable Range
Quality objectives May include but not limited to:
requirements from the client and other stakeholders
requirements from a higher project authority
negotiated trade-offs between cost, schedule and
performance
those quality aspects which may impact on customer
satisfaction
Quality May include but not limited to:
management established processes
plan authorizations and responsibilities for quality control
quality assurance
continuous improvement
Quality May include but not limited to:
management brainstorming
methods, benchmarking
techniques and charting processes
tools ranking candidates
defining control
undertaking benefit/cost analysis
processes that limit and/or indicate variation
control charts
flowcharts
histograms
pareto charts
scatter gram
run charts
Quality control May include but not limited to:
monitoring conformance with specifications
recommending ways to eliminate causes of unsatisfactory
performance of products or processes
monitoring of regular inspections by internal or external agents
Improvements May include but not limited to:
formal practices, such as total quality management or
continuous improvement
improvement by less formal processes which enhance both
the product quality and processes of the project, for example
client surveys to determine client satisfaction with project team
performance
Evidence Guide
Critical Aspects of Demonstrates skills and knowledge in:
Competence lists of quality objectives, standards, levels and measurement
criteria
records of inspections, recommended rectification actions
and quality outcomes
management of quality management system and quality
management plans
application of quality control, quality assurance and
continuous improvement processes
records of quality reviews
lists of lessons learned and recommended improvements
Processes that could be used as evidence include:
how quality requirements and outcomes were determined for
projects
how quality tools were selected for use in projects
how team members were managed throughout projects with
respect to quality within the project
how quality was managed throughout projects
how problems and issues with respect to quality and arising
during projects were identified and addressed
how projects were reviewed with respect to quality
management
how improvements to quality management of projects have
been acted upon
Underpinning Demonstrates knowledge of:
Knowledge and the principles of project quality management and their
Attitudes application
acceptance of responsibilities for project quality management
use of quality management systems and standards
the place of quality management in the context of the project
life cycle
appropriate project quality management methodologies; and
their capabilities, limitations, applicability and contribution to
project outcomes
attributes:
analytical
attention to detail
able to maintain an overview
communicative
positive leadership
Underpinning Skills Demonstrate skills of:
ability to relate to people from a range of social, cultural and
ethnic backgrounds, and physical and mental abilities
project management
quality management
planning and organizing
communication and negotiation
problem-solving
leadership and personnel management
monitoring and review skills
Resources Access is required to real or appropriately simulated situations,
Implication including work areas, materials and equipment, and to
information on workplace practices and OHS practices.
Methods of Competence may be assessed through:
Assessment Interview / Written Test
Observation / Demonstration with Oral Questioning
Context of Competence may be assessed in the work place or in a
Assessment simulated work place setting.
Occupational Standard: Administrative Office Management Level V
Unit Title Facilitate and Capitalize on Change and Innovation
Unit Code EIS AOM5 12 0812
Unit Descriptor This unit specifies the outcomes required to plan and manage
the introduction and facilitation of change; particular emphasis is
on the development of creative and flexible approaches, and on
managing emerging opportunities and challenges.
Evidence Guide
Critical Aspects of Demonstrates skills and knowledge in:
Competence Planning the introduction and facilitation of change
Developing creative and flexible approaches and solutions
Managing emerging challenges and opportunities
Underpinning Demonstrate knowledge of:
Knowledge and Relevant legislation from all levels of government that affects
Attitudes business operation, especially in regard to occupational
health and safety and environmental issues, equal
opportunity, industrial relations and anti-discrimination
the principles and techniques involved in:
change and innovation management
development of strategies and procedures to implement and
facilitate change and innovation
use of risk management strategies: identifying hazards,
assessing risks and implementing risk control measures
problem identification and resolution
leadership and mentoring techniques
management of quality customer service delivery
consultation and communication techniques
record keeping and management methods
the sources of change and how they impact
factors which lead/cause resistance to change
approaches to managing workplace issues
Underpinning Skills Demonstrate skills on:
Communication skills
Planning work
Managing risk
Resources Access is required to real or appropriately simulated situations,
Implication including work areas, materials and equipment, and to
information on workplace practices and OHS practices.
Methods of Competence may be assessed through:
Assessment Interview / Written Test
Observation / Demonstration with Oral Questioning
Context of Competence may be assessed in the work place or in a
Assessment simulated work place setting.
Occupational Standard: Administrative Office Management Level V
Unit Title Establish and Conduct Business Relationships
Unit Code EIS AOM5 13 0812
Unit Descriptor This unit covers the skills, attitudes and knowledge required to
manage business relationship with customers.
Variables Range
Opportunities to May include but not limited to:
maintain informal social occasions
regular contact industry functions
with customers association membership
co-operative promotions
program of regular telephone contact
Negotiation May include but not limited to:
techniques identification of goals, limits
clarification of needs of all parties
identifying points of agreement and points of difference
preparatory research of facts
active listening and questioning
non-verbal communication techniques
appropriate language
bargaining
developing options
confirming agreements
appropriate cultural behavior
Evidence Guide
Critical Aspects of Demonstrates skills and knowledge in:
Competence consistently applying enterprise policies and procedures and
industry codes of practice in regard to customer service
providing a quality service environment by treating customers
in a courteous and professional manner through all stages of
the procedure
using effective questioning/active listening and observation
skills to identify customer needs
communicating effectively with others involved in or affected by
the work
maintaining relevant and current customer databases in
accordance with enterprise policies and procedures
ability to build and maintain relationships to achieve successful
business outcomes
Underpinning Demonstrate knowledge of:
Knowledge and Operational knowledge of enterprise policies and procedures
Attitudes in regard to:
customer service
dealing with difficult customers
maintenance of customer databases
allocated duties/responsibilities
General knowledge of the range of enterprise merchandise
and services, location of telephone extensions and
departments/sections
Basic operational knowledge of legislation and statutory
requirements, including consumer law, trade practices and fair
trading legislation
Basic operational knowledge of industry/workplace codes of
practice in relation to customer service
negotiation and communication techniques appropriate to
negotiations that may be of significant commercial value
Underpinning Demonstrate skills to:
Skills Use workplace technology related to use of customer database
Collect, organize and understand information related to
collating and analyzing customer information to identify needs
Communicate ideas and information
Plan and organize activities concerning information for
database entries
Use mathematical ideas and techniques to plan database cells
and size
Establish diagnostic processes which identify and recommend
improvements to customer service
Resources Access is required to real or appropriately simulated situations,
Implication including work areas, materials and equipment, and to information
on workplace practices and OHS practices.
Methods of Competence may be assessed through:
Assessment Interview / Written Test
Observation / Demonstration with Oral Questioning
Context of Competence may be assessed in the work place or in a simulated
Assessment work place setting.
Occupational Standard: Administrative Office Management Level V
Develop and Refine Systems for Continuous Improvement
Unit Title
in Operations
Unit Code EIS AOM5 14 1012
Unit Descriptor This unit of competency covers the skills, knowledge and
processes required to ensure that continuous improvement
systems do not stultify and continue to improve along with other
operational systems in an organization. This unit is about
improving the process yield/unit of effort or cost, reducing
process variation and increasing process reliability, upgrading,
enhancing or refining process outputs, and includes developing
a culture of reviewing and sustaining change ensuring
improvements are maintained and built on.
Variable Range
Organization May include but not limited to:
systems problem recognition and solving
operational/process improvement
improvement projects
product/process design and development
processes for making incremental improvements
Relevant metrics May include but not limited to:
hurdle rates for new investments
KPIs for existing processes
quality statistics
delivery timing and quantity statistics
process/equipment reliability (‘uptime’)
incident and non-conformance reports
complaints, returns and rejects
Process May include but not limited to:
improvement yield the benefit achieved for the effort invested
Improvements May include but not limited to:
be to process, plant, procedures or practice
include changes to ensure positive benefits to stakeholders
are maintained
Breakthrough May include but not limited to:
improvements those which result from a kaizen blitz or other improvement
project or event and are a subset of all improvements
Timing of May include but not limited to:
breakthrough frequency (which should be maximized) and duration
improvements (which should be minimized) of events/projects
Continuous Continuous improvement is part of normal work and does not
improvement require a special event to occur (although may still require
authorizations) and contrasts with breakthrough
improvement/kaizen blitz which occurs by way of an event or
project
Resources May include but not limited to:
improvement budget
guidelines for trialing of possible improvements
mechanism for approvals for possible improvements
business case guidelines for proposed improvements
indicators of success of proposed improvement
mechanisms for tracking and evaluation of changes
forum for the open discussion of the results of the
implementation
mechanisms for the examination of the improvement for
additional improvements
organization systems to sustain beneficial changes
Capturing value May include but not limited to:
stream revised contractual arrangements
improvements revised specifications
signed agreements
other documented arrangements which formalize the raised
base line
Organizational May include but not limited to:
knowledge be able to be quantified or otherwise modified to make its
outcomes measurable or observable
be able to be expressed in an accessible and distributable
form appropriate to the organization operations and
stakeholders
Impacting May include but not limited to:
improvements office
purchasing
rewards (individual or team at all levels)
sales
marketing
maintenance
process/product
transport and logistics
Competitive systems May include but not limited to:
and practices lean operations
agile operations
preventative and predictive maintenance approaches
monitoring and data gathering systems, such as Systems
Control and Data Acquisition (SCADA) software, Enterprise
Resource Planning (ERP) systems, Materials Resource
Planning (MRP) and proprietary systems
statistical process control systems, including six sigma and
three sigma
JIT, KANBAN and other pull-related operations control
systems
supply, value, and demand chain monitoring and analysis
5S
continuous improvement (kaizen)
breakthrough improvement (kaizen blitz)
cause/effect diagrams
overall equipment effectiveness (OEE)
TAKT time
process mapping
problem solving
run charts
standard procedures
current reality tree
Competitive systems and practices should be interpreted so
as to take into account:
stage of implementation of competitive systems and
practices
the size of the enterprise
the work organization, culture, regulatory environment
and the industry sector
Code of practice and Where reference is made to industry codes of practice, and/or
standards Ethiopian/international standards, the latest version must be
used
Evidence Guide
Critical Aspects of Demonstrates skills and knowledge in:
Competence critically review current continuous improvement processes
establish ongoing review of continuous improvement
processes
implement improvements in the practice of continuous
improvement
better align internal and external systems
gather data through interviews with stakeholders
review existing data
obtain additional data through a variety of techniques
communicate and negotiate at all levels within the
organization
Underpinning competitive systems and practices tools, including:
Knowledge and value stream mapping
Attitudes 5S
Just in Time (JIT)
mistake proofing
process mapping
establishing customer pull
kaizen and kaizen blitz
setting of KPIs/metrics
identification and elimination of waste (MUDA)
continuous improvement processes including
implementation, monitoring and evaluation strategies for a
whole organization and its value stream
difference between breakthrough improvement and
continuous improvement
organizational goals, processes and structure
approval processes within organization
cost/benefit analysis methods
methods of determining the impact of a change
advantages and disadvantages of communication media,
methods and formats for different messages and audiences
customer perception of value
define, measure, analyze, improve, and control and sustain
(DMAIC) process
Underpinning Skills Demonstrates skills to:
undertake self-directed problem solving and decision-
making on issues of a broad and/or highly specialized
nature and in highly varied and/or highly specialized
contexts
communicate at all levels in the organization and value
stream and to audiences of different levels of literacy and
numeracy
analyze current state/situation of the organization and value
stream
determine and implement the most appropriate method for
capturing value stream improvements
collect and interpret data and qualitative information from a
variety of sources
analyze individually and collectively the implementation of
competitive systems and practices tools in the organization
and determining strategies for improved implementation
relate implementation and use of competitive systems and
practices and continuous improvement to customer benefit
solve highly varied and highly specialized problems related
to competitive systems and practices implementation and
continuous improvement to root cause
negotiate with stakeholders, where required, to obtain
information required for implementation and refinement of
continuous improvements, including management, unions,
value stream members, employees and members of the
community
review relevant metrics, including all those measures which
might be used to determine the performance of the
improvement system, including:
Key Performance Indicators (KPIs) for existing
processes
quality statistics
delivery timing and quantity statistics
process/equipment reliability (‘uptime’)
incident and non-conformance reports
implementing continuous improvement to support
systems and areas, including maintenance, office,
training and human resources
Resources Access is required to real or appropriately simulated situations,
Implication including work areas, materials and equipment, and to
information on workplace practices and OHS practices.
Methods of Competence may be assessed through:
Assessment Interview / Written Test
Observation / Demonstration with Oral Questioning
Context of Competence may be assessed in the work place or in a
Assessment simulated work place setting.
Sector: Economic Infrastructure
Sub-Sector: Business and Finance
Acknowledgement
industry, academe and government agencies who donated their time and expertise
We would like also to express our appreciation to the Staff and Experts of Federal
TVET Agency, Ministry of Education (MoE) who made the development of this
This occupational standard was developed in August 2012 at Bishoftu, Debre Zeit
Management Institute.