Unit code: A/601/0992
Programme: HND BTEC
Unit Number and Title: Unit 23: Employability Skills
Unit Level: QCF Level 5
Learning outcomes and assessment criteria
On successful completion of this unit a learner will
LO1 Be able to determine own
responsibilities and performance
|Assessment criteria for pass
The learner can:
1.1 Develop a set of own responsibilities and performance
1.2 Evaluate own effectiveness against defined objectives
1.3 Make recommendations for improvement
1.4 Review how motivational techniques can be used to
improve quality of performance
|LO2 Be able to develop
|2.1 Develop solutions to work-based problems
2.2 Communicate in a variety of styles and appropriate manner at various levels
2.3 Identify effective time-management strategies
|LO3 Understand the dynamics of
working with others
|3.1 Explain the roles people play in a team and how they can work together to achieve shared goals.
3.2 Analyse team dynamics
3.3 suggest alternative ways to complete tasks and achieve
|LO4 Be able to develop strategies
for problem solving
|4.1 Evaluate tools and methods for developing solutions to problems
4.2 Develop an appropriate strategy for resolving a particular problem
4.3 Evaluate the potential impact on the business of implementing the strategy
|Criteria Covered||Final Submission Dates|
|Task One: Be able to determine own responsibilities and performance.
1.1, 1.3 and 1.4.
All tasks: 11th December 2017
|Task two: Be able to develop
|2.1, 2.2 and 2.3
|Task Three: Understand the dynamics of working with others
|3.1, 3.2 and 3.3|
|Task Four: Be able to develop strategies for problem solving
|Report writing||4.1. 4.2 and 4.3
(1.2 mapped in Unit 04).
David is a 36-year old man with a learning disability working for Centra supermarket, and supported by Disability Action on the Workable programme. David was made redundant in September 2008 when the company he had been working with for over 10 years closed down. He had been job seeking for over a year when an opportunity became available in November 2009 in the care home as an assistant supervisor.
The employer specifically wanted to give an opportunity to a person with a disability and was proactive in making appropriate adjustments to the job description. David was interviewed with the support of an Employment & Training Officer from Disability Action. The employer was fully aware of David’s learning disability and ensured that he clearly understood the questions and was given ample time and consideration to answer them. The employer was very impressed with David at interview and offered him the job. David started work and has been given set duties that suit his capabilities. Initially he found it difficult to complete all the tasks within the three hours per day he was scheduled to work. The employer agreed to increase work hours by 30 minutes per day to enable him to comfortably complete all the tasks and not feel under pressure.
In addition, 2 members of staff have been allocated the role of Mentor and provide David with guidance and support. The staff in the care home has been given disability awareness training by Disability Action. David’s employer deals with challenging issues that may arise and with support from Disability Action ensure that David manages successfully in work. David is really enjoying being in employment again and working as part of a team. The support included regular onsite visits from a Job Coach, regular reviews with both David and his employer, assistance during internal training sessions, for staff, and the provision of advice and ongoing guidance along the way. This has been reviewed and adjusted over time to enable David to progress and reach his full employment potential. In addition to this his employer recognized that David learned and worked in a different way and made reasonable adjustments in both his daily tasks and the training processes used. David says “Getting this job is one of the best things that has happened to me in my life. I’m glad I got the job and someone else didn’t get it. I enjoy my job and I like the work I do, it’s good to get paid as well.
Essay 1.1, 1.3, and 1.4. (follow the case study)
As an Employer you have to complete the following ACs to support David.
Own responsibilities: personal responsibility; direct and indirect relationships and adaptability,
decision-making processes and skills; ability to learn and develop within the work role;
employment legislation, ethics, employment rights and responsibilities.
Performance objectives: reviewing current capabilities, setting, monitoring and evaluating
Individual appraisal systems: uses of performance appraisals e.g. 360-degree evaluation, salary
levels and bonus payments, promotion strengths and weaknesses, training needs;
communication; appraisal criteria e.g. production data, personnel data, judgmental data;
rating methods, e.g. ranking, paired comparison, checklist, management by objectives.
Motivation and performance: application and appraisal of motivational theories and
techniques, rewards and incentives, manager’s role, self-motivational factors
Task Two and Three: Essay
Considering the above given case study:
As an employer you must develop solutions related with David as a new employee and with learning disability. Also suggests different styles and manner you can use to communicate with David to enhance his confidence and capabilities. Furthermore, identify the strategies to help him to manage time and explain the roles of people who shared same tasks and help him to share task appropriately. Finally, also deliver other ways to complete task to achieve target.
Task Two: (2.1, 2.2 and 2.3):
2.1 Develop solutions to work-based problems.
Problem solving: problem analysis; researching changes in the workplace; generating
solutions; choosing a solution.
2.2 Communicate in a variety of styles and appropriate manner at various levels.
Effective communication: verbal and non-verbal; awareness and use of body language,
openness and responsiveness; formal and informal feedback to and from colleagues; ICT as
an effective communication medium; team meetings.
Interpersonal skills: personal effectiveness; working with others; use of initiative; negotiating
skills; assertiveness skills; social skills.
Time management: prioritising workload; setting work objectives; making and keeping
appointments; working steadily rather than erratically; time for learning; reliable estimate of
Task Three:(3.1, 3.2 and 3.3).
3.1 Explain the roles people play in a team and how they can work together to achieve shared goals.
Problem-solving and short-term development projects; flexibility/adaptability; team player; negotiating responsibilities and work arrangements; conflict resolution.
3.2 Analyse team dynamics.
Working with others: nature and dynamics of team and group work; informal and formal
settings; purpose of teams and groups eg long-term corporate objectives/strategy.
Teams and team building: selecting team members e.g. specialist roles, skill and
style/approach mixes; identification of team/work group roles; stages in team development
e.g. team building, identity, loyalty, commitment to shared beliefs, team health evaluation;
action planning; monitoring and feedback; exchanging constructive feedback; coaching skills;
ethics; effective leadership skills eg setting direction, setting standards, motivating,
innovative, responsive, effective communicator, reliable, consistent.
Task: Four Report Writing (4.1, 4.2 ad 4.3):
Follow the case study identify tools and methods used to develop solutions to enhance David’s working potentials. Also come out with ideas that can takes place with employee with certain incapabilities and develop stratgey to resolve problem. Finally evaluate the outcomes on services provided.
4.1 Evaluate tools and methods for developing solutions to problems.
Tools and methods: problem-solving methods and tools; tracking progress and results:
Plan and implement: sources of information; solution methodologies; selection and
implementation of the best corrective action, e.g. timescale, stages, resources, critical path
4.2 Develop an appropriate strategy for resolving a particular problem.
Specification of the problem: definition of the problem; analysis and clarification
Identification of possible outcomes: identification and assessment of various alternative
4.3 Evaluate the potential impact on the business of implementing the strategy.
Evaluation: evaluation of whether the problem was solved or not; measurement of solution
against specification and desired outcomes; sustainabilityOrder Now