MSS405046Manage workplace learning

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What an assessment for MSS405046 must cover

43 assessable components: 5 elements (27 performance criteria), 1 performance evidence and 11 knowledge evidence requirements, plus 4 foundation skills. An audit-defensible tool maps every question and task back to these — that mapping is the coverage matrix Auditori generates alongside the assessment.

Elements & performance criteria

1 Determine and monitor skill requirements

  • 1.1Confirm organisation’s values, goals and strategies for competitive systems and practices with input from relevant personnel
  • 1.2Establish which competitive systems and practices are being used and/or being planned within organisation and their stage of implementation
  • 1.3Consult with operational employees, other stakeholders and, as needed, specialists, to determine skills and knowledge required to implement organisation’s competitive systems and practices
  • 1.4Map skills and knowledge requirements to existing job roles and identify areas where changes to job roles may be needed
  • 1.5Liaise with relevant personnel to determine action on areas of potential change to job roles
  • 1.6Establish or improve record keeping processes to provide clear and current information on required and current skills for organisation and for employees
  • 1.7Regularly consult with operational employees, other stakeholders and, as needed, specialists, to identify changes in skill requirements

2 Determine employee development needs

  • 2.1Oversee application of record keeping processes and take action to maintain current employee skills records
  • 2.2Consult with operational employees and other stakeholders to identify where employee skills are not current and/or valid
  • 2.3Determine organisation’s values that can be supported by development activities
  • 2.4Source feedback and/or other information on application of identified values to determine where development is needed
  • 2.5Compare required and current employee skills and document skills gaps

3 Manage development activities

  • 3.1Review identified development needs to determine a basic structure for development activities
  • 3.2Liaise with relevant personnel and, as needed, specialists, to confirm or amend structure of development activities
  • 3.3Obtain any approvals for budget, content, scheduling and other logistics for development activities
  • 3.4Identify suitably qualified people to provide preferred development methods and liaise with them to define specific activities and/or programs and related performance indicators
  • 3.5Plan and coordinate delivery of activities and/or programs in accordance with procedures and approvals
  • 3.6Review activities and outcomes against performance indicators and initiate action in response to poor performance

4 Forecast future skill needs

  • 4.1Review documentation and consult with relevant managers to confirm strategic directions and imminent and longer term changes for organisation
  • 4.2Consult with operational and technical personnel to determine likely impact of changes on skill needs for short and long term
  • 4.3Determine changes in skill needs that will require new development activities and those that can be built into to existing activities
  • 4.4Document expected future skill needs and plans for implementing ongoing skill development to meet future needs

5 Capture learnings from daily activities

  • 5.1Review information from operational activities to identify potential learnings
  • 5.2Facilitate and guide communications with operational and technical personnel to determine details of learnings and expected benefits
  • 5.3Manage development of content and dissemination mechanisms appropriate to learnings, audience and future access needs
  • 5.4Consult with operational employees, other stakeholders and, as needed, specialists to confirm or amend content and dissemination mechanisms
  • 5.5Take or initiate action to disseminate and integrate learnings into operations

Performance evidence

  • manage workplace learning for an organisation or section of an organisation comprising at least 5 people.

Knowledge evidence

  • basic structure for defining development activities including: • areas of common skills and knowledge • groups of employees with common development needs • individual needs • possible methods appropriate to development needs and cohorts • costs, scheduling and other logistics and constraints relevant to development activities
  • common methods to address skill and other development needs for groups and individuals including: • nationally accredited qualifications, skill sets and units of competency (or their replacements) • non-accredited on and off-the-job training, refresher or professional development courses • training from equipment suppliers • informal or ad hoc training • workplace mentoring and/or skill sharing • other methods preferred by the organisation
  • how to evaluate and select external skills analysis and skill development services
  • common electronic and manual systems to maintain records of employee training and skills
  • use of competitive systems and practices units of competency to inform identification of skill needs and responses
  • features and benefits of common competitive operational practices in own workplace
  • current processes and principles of operation to enable communication with others on the impact of competitive operational changes
  • identifying learnings from operational activities including formal and informal feedback, projects, problem-solving
  • sources of data on the processes and products of the organisation and implications for workplace learning
  • underpinning values relevant to competitive systems and practices including: • respect for people • respect for process • transparency and culture of learning • go and see and/or go to the source decision-making
  • techniques to promote a safe respectful environment for communication and learning.

Foundation skills

  • Reading skills: to interpret complex workplace documents
  • Writing skills: to document skill needs, outline development activities, capture learnings
  • Oral communication skills: to consult with stakeholders across levels and areas of the organisation
  • Numeracy skills: to define performance indicators and measure performance, determine costs associated with development activities.

Unit content sourced from training.gov.au — © Commonwealth of Australia, licensed under CC BY 4.0. Auditori is not affiliated with the Department of Employment and Workplace Relations.

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Questions about assessing MSS405046

What does an assessment tool for MSS405046 need to cover?

To satisfy the Principles of Assessment and Rules of Evidence, an assessment for MSS405046 needs to address all 43 unit components: 5 elements with 27 performance criteria, 1 performance evidence requirements, 11 knowledge evidence requirements, and the foundation skills. A coverage matrix mapping each question and task to these components is what an auditor looks for.

How does Auditori generate an assessment tool for MSS405046?

Auditori pulls the current release of MSS405046 from training.gov.au and generates a complete package: candidate assessment, assessor guide with model answers and observation criteria, and a coverage matrix mapping every component. A suitably qualified person then reviews and approves the draft in a built-in workflow — consistent with ASQA's guidance on AI use in VET — before export as branded PDF and editable Word.

Is the first assessment tool really free?

Yes. Every new account includes one free credit — enough to generate the complete assessment tool for MSS405046 — with no card and no subscription required. After that it's pay-as-you-go per unit.

Can I check my existing MSS405046 assessment instead of generating a new one?

Yes — upload your existing assessment or learner guide and Auditori maps it against every element, performance criterion, PE and KE of MSS405046, showing exactly what's covered and what's missing. Mapping costs a quarter of a credit.

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